运作管理CH1 引言.pptVIP

Henry Ford Continuous Process Improvement Advances in metal cutting allowed him to cut pre-hardened steel, produce identical parts Standardized parts facilitated standardization of jobs, moving assembly line Model T(1908-1927,15 million): 1908: $850 1920’s: $250 * Ford model T * W. Edwards Deming Statistics professor, specializing in acceptance sampling(验收抽样) Went to Japan after WW II Helped Japanese focus on and improve quality Ford car transmission (people wait for that made in Japan, rather than made in US) System (not employees) is cause of poor quality Fourteen Points of quality management * The fourteen points for the transformation of management 1. Create constancy of purpose for improvement of product and service 2. Adopt the new philosophy 3. Cease dependence on mass inspection 4. End the practice of awarding business on the basis of price tag alone 5. Improve constantly and forever the system of production and service 6. Institute training on the job 7. Institute leadership 8. Drive out fear 9. Break down barriers between staff areas 10.Eliminate slogans, exhortations, and targets for the work force 11.Eliminate numerical quotas for the work force. Eliminate management by objectives 12 Remove barriers that rob the hourly worker of his right to pride of workmanship. Remove barriers that rod people in management and in engineering of their right to pride of workmanship 13. Encourage education and self-improvement for everyone 14. Take action to accomplish the transformation * 戴明质量管理十四条原则 1. 持之以恒地改进产品和服务—更好地服务顾客 2. 采用新的观念—用新的管理理念与方法去赢得竞争 3. 停止依靠大规模检查去获得质量—质量来自设计制造过程 4. 结束只以价格为基础的采购习惯—考虑质量成本 5. 持之以恒地改进生产和服务系统—改善结果需先改善系统 6. 实行岗位职能培—工作需要技能、科学的方法，且需要培训 7. 建立有领导力的企业管理—领导不是靠监督，而是帮助、指导 8. 消除恐惧—恐惧不利工作效果，管理不是制造恐惧 9. 打破部门之间的障碍—具有共同的目标，是一个团队 10. 取消对员工的标语训词和告诫—过度标语告诫将产生压力、挫折感、怨气、恐惧、不信任和谎言 11. 取消定额管理和目标管理—用信任代控制 、用领导力代定额 12. 消除打击员工工作情感的考评—不利发挥内驱力 13. 鼓励学习和自我提高—最大的改善是对员工能力的改善 14. 采取行动实现转变—每个人在工作实现转变 * Deming’s Paradigms Int