全面质量绿管理2.pptxVIP

Historical Perspective of TQM At the end of 1970s and the beginning of 1980s, as a result of Japanese pressure and the success of the American writers, it created a general concern about the focus on quality management in the United States and from this country to the rest of the world. Finally the publication of the Malcolm Baldrige National Quality Award and other similar awards in other countries was the official recognition of the importance of TQM. Malcolm Baldrige National Quality Award (马尔科姆·波多里奇国家质量奖 ) Definition of TQM As Kanji(1990) had described that TQM is : The way of life of an organization committed to customer satisfaction through continuous improvement. This way of life varies from organization to organization and from one country to another but has certain principles, which can be implemented to secure market share, increase profits and reduce costs. Definition of TQM total 01 quality 02 management 03 Every person is involved (customers and suppliers) Customer requirements are met exactly Senior executives are fully commited TQM philosophy The TQM philosophy provides the overall concept that fosters continuous improvement in an organization. This philosophy stresses a systematic, integrated, consistent, organization -wide perspective involv- ing everyone and every- thing. It focuses primarily on total satisfaction for both internal and external customers within a management environment that seeks continuous improvement of all systems and proce- sses. continuous improvements lower costs more satisfied customers external improvements: better product quality better service quality bigger market share internal improvements: better use of resourses more efficient processes Fewer mistakes/errors TQM Basic Principles TQM calls for a cultural transformation that requires employee involvement at all levels and a spirit of teamwork among customers, suppliers, employees and managers. Employee involvement, participation and empowerment form the cornersto