【品质管理与管控】CH9.pptxVIP

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）品質管理與管制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 品質管理與管制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 品質管理與管制本章結束THANKS!品質管理與管制品質管理與管制Chapter 9 – Building and Sustaining Total Quality OrganizationsSelling TQ, Corporate culture, Baldrige core values, TQ vs. traditional management, Implementation mistakes, Best practices, Sustaining TQ 品質管理與管制Why Adopt TQ Philosophy?Reaction to competitive threat to profitable survivalAn opportunity to improveTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, ? 2002 South-Western/Thomson LearningTMSelling the TQ ConceptFocus on getting an early win, even if it is smallEnsure that efforts won’t be undercut by corporate accounting principlesDevelop allies, both internal and externalDevelop metrics for return on qualityNever stop selling qualityLearn to think like top executivesPosition quality as a way to address priorities of stakeholdersAlign objectives with those of senior managementMake arguments quantitativeMake the first pitch to someone likely to be sympathetic品質管理與管制THE MANAGEMENT AND CONTROL OF QUALITY, 5e, ? 2002 South-Western/Thomson LearningTMCorporate Culture and ChangeCorporate culture is a company’s value system and its collection of guiding principlesCultural values often seen in mission and vision statementsCulture reflected by management policies and actions品質管理與管制THE MANAGEMENT AND CONTROL OF QUALITY, 5e, ? 2002 South-Western/Thomson LearningTMBaldrige Core Values and ConceptsFocus on the futureManagement by factPublic responsibility and citizenshipFocus on results and creating valueSystems perspectiveVisionary leadership Customer-driven excellenceOrganizational and personal learningValuing employees and partnersAgilityManaging for innovation品質管理與管制THE MANAGEMENT AND CONTROL OF QUALITY, 5e, ? 2002 South-Western/Thoms