【品质管理跟管控 】ch9.pptVIP

第 9 章 建立和延續全面品質的組織 （詳細的教材收錄於CD-ROM中） 建立和延續全面品質的組織 許下對TQ的承諾 組織的文化和全面品質 文化的改變 立足於最佳的作法 在文化改變之際員工的角色 改變管理 建立TQ式文化的實施障礙 建立和延續全面品質的組織(續) 延續品質組織 視品質為一趟旅程 學習性的組織 自我評價的流程 以自我評價為槓桿：後續跟催的重要性 實施ISO 9000，Baldrige，和六標準差 對未來的觀點 品質實務：Eastman的方式 品質實務：Honeywell合併分歧的品質系統 個案： Green Lawn的寓言 通往品質的黃磚路 Westerfield營造公司 本章結束 THANKS! Chapter 9 – Building and Sustaining Total Quality Organizations Selling TQ, Corporate culture, Baldrige core values, TQ vs. traditional management, Implementation mistakes, Best practices, Sustaining TQ Why Adopt TQ Philosophy? Reaction to competitive threat to profitable survival An opportunity to improve Selling the TQ Concept Learn to think like top executives Position quality as a way to address priorities of stakeholders Align objectives with those of senior management Make arguments quantitative Make the first pitch to someone likely to be sympathetic Focus on getting an early win, even if it is small Ensure that efforts won’t be undercut by corporate accounting principles Develop allies, both internal and external Develop metrics for return on quality Never stop selling quality Corporate Culture and Change Corporate culture is a company’s value system and its collection of guiding principles Cultural values often seen in mission and vision statements Culture reflected by management policies and actions Baldrige Core Values and Concepts Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility Managing for innovation Focus on the future Management by fact Public responsibility and citizenship Focus on results and creating value Systems perspective TQ vs. Traditional Management Organizational structures Role of people Definition of quality Goals and objectives Knowledge Management systems Reward systems Management’s role Union-management relations Teamwork Supplier relationships Control Customers Responsibility Motivation Competition Cultural Change Chan