USC,质量管理PPT.pptVIP

* * * * * * * * * * * * * * * * * * * * * * * * * * Environmental Assessment Customer and market requirements, expectations, and opportunities Technological and other innovations Organizational strengths and weaknesses Financial, societal, ethical, regulatory and other potential risks Changes in global or national economy Factors unique to the organization, such as partner and supply chain needs Often include a SWOT analysis 237 * Key Idea Strategies are broad statements that set the direction for the organization to take in realizing its mission and vision. Strategic objectives are what an organization must change or improve to remain or become competitive. Action plans are things that an organization must do to achieve its strategic objectives. 237 * Strategic Plan Deployment Developing detailed action plans, defining resource requirements and performance measures, and aligning work unit, supplier, or partner plans with overall strategic objectives. Alignment across the organization? Resources properly allocated? Sufficient operational measures? Proceed to AOP We have a problem 238 * Policy Deployment (Hoshin Kanri*) Top management vision leading to long-term objectives Deployment through annual objectives and action plans Negotiation for short-term objectives and resources (catchball) Periodic reviews *Hoshin planning 238 * Policy Deployment (Hoshin Kanri)* Corporate vision Long-term objectives Mid-term objectives Short-term objectives Policy deploy. plan Plan approval Mgmnt. reviews Dept. vision Long-term objectives Mid-term objectives Short-term objectives Project developmnt. Short-term plan Project implementn. Implementn. review * Source: Kersi F. Munshi, “Policy Deployment: A Key to Long-Term Success,” ASQC Quality Congress Transactions (Boston, 1993), 236-244 A A Corporate activities Departmental activities Catchball 238 * Key Idea In a company with a TQ focus, appropriate human resource management is essential (see lecture 1) Strategic objectives and ac