【正文】 ional consultants Employee satisfaction Employee satisfaction and mitmentrecognition for small as well as big quality contributio ns and achievements,better behavior,work values,ethics,etc. Continuous improvement Ambience Continuous improvement Continuous improvement 表 2 在制造業(yè)和服務(wù)業(yè)部門中管理的意義 作用 /特點(diǎn) 制造業(yè) 服務(wù)業(yè) 推動(dòng)力 高層高層管理承諾和愿景領(lǐng)導(dǎo) 高層高層 管理承諾和愿景領(lǐng)導(dǎo) 人力資源管理的組織系統(tǒng) 招聘和選擇 面向工作的技能，團(tuán)隊(duì)精神技術(shù)技能和質(zhì)量?jī)r(jià)值 人際關(guān)系 ,團(tuán)隊(duì)精神和質(zhì)量?jī)r(jià)值 訓(xùn)練和教育 硬學(xué)科：會(huì)計(jì)學(xué)，工程，統(tǒng)計(jì)，等等 軟學(xué)科：通訊技能，人際關(guān)系，團(tuán)隊(duì)精神，雇員行為和顧客服務(wù) 員工授權(quán) 支持基礎(chǔ)設(shè)施，例如被要求的資源和技術(shù)幫助，增加自治權(quán)和責(zé)任；重點(diǎn)在車間工人 提供能力，在顧客服務(wù)期間的信息，報(bào)酬和未預(yù)見(jiàn)到的行為；重點(diǎn)在用戶接觸人員 員工參與 質(zhì)量控制圈 ,問(wèn)題攻擊班，質(zhì)量改進(jìn)團(tuán)隊(duì)，建議計(jì)劃，頭腦風(fēng)暴，戈登技術(shù)，等等 質(zhì)量控制圈 ,問(wèn)題攻擊班，質(zhì)量改進(jìn)團(tuán)隊(duì)，建議計(jì)劃，頭腦風(fēng)暴，戈登技術(shù)，等等。 of the quality management dimensions in manufacacturing and service settings Function/dimension Manufacturing Service Impetus Top management mitment and visionary leadership Top management mitment and visionary leadership Organizational system HRM recruitment and selection Taskoriented skills,teamwork,technical skills and quality values Interpersonal relations, teamwork and quality values Training and education Hard topics：accounting,engineering,statistics,etc. Soft topics： munication Skills,interpersonal relations,teamwork,employee behavior and customer service Employee empowerment Supporting infrastructure such as required resource and technical assistance,increasing autonomy and responsibility； emphasis on shopfloor workers Providing power,information,rewards and unforeseen behavior during customer service； emphasis on customer contact personnel Employment involvement Quality control circles,problem hit squads,quality improvement teams,suggestion schemes,brainstorming,Gordon technique,etc. Quality control circles,problem hit squads,quality improvement teams,suggestion schemes,brainstorming,Gordon technique,etc.； greater emphasis on employee involvement in service anizations as they run the service operation,market the services and are equated with the service by the customers Technical system Design quality management Quality function deployment,house of quality,Taguchi39。以客戶為中心看起來(lái)是 TQS 運(yùn)動(dòng)地目標(biāo)，服務(wù)文化是一種組織策略，它激勵(lì)員工建立一種他們地服務(wù)定位。全世界正在經(jīng)歷一場(chǎng)變革，質(zhì)量革命，從長(zhǎng)遠(yuǎn)看，它是這個(gè)態(tài)度，那當(dāng)然給企業(yè)以競(jìng)爭(zhēng)優(yōu)勢(shì)，在匆匆瀏覽很多方面后，誰(shuí)適合巨大的榮譽(yù)競(jìng)爭(zhēng)依據(jù)利潤(rùn)，投資收益 (ROI)，市場(chǎng)份額，等等。這可以通過(guò)完成目標(biāo)來(lái)實(shí)現(xiàn)。雇員關(guān)系影響了組織系統(tǒng)并最終決定 TQM 實(shí)施的程度和效果。 員工滿意是一個(gè)多維概念，定義使企業(yè)的員工認(rèn)為他們的需要和需求被企業(yè)提供的滿意程度組織不可以只關(guān)注服務(wù)質(zhì)量，客戶還要關(guān)注員工滿意。在服務(wù)業(yè)，客戶企望本質(zhì)上是高度動(dòng)態(tài)和復(fù)雜，僅僅以定義上的客戶范圍為中心 (特定客戶需求 )達(dá)到使客戶滿意，這沒(méi)有效果。改進(jìn)應(yīng)該被在一定意義上視為一個(gè)進(jìn)行中的過(guò)程，一旦目標(biāo)被達(dá)到，新的必須被確定，致力于服務(wù)效率的更高的水平。 所謂標(biāo)桿超越法，是指通過(guò)不斷尋找和研究有助于本集團(tuán)戰(zhàn)略實(shí)現(xiàn)需要的其他優(yōu)秀集團(tuán) (或企業(yè) )或集團(tuán)內(nèi)部?jī)?yōu)秀企業(yè)的有利實(shí)踐，以此為標(biāo)桿，分析這些標(biāo)桿企業(yè)達(dá)到優(yōu)秀水平的原因或條件，結(jié)合自身實(shí)際加以創(chuàng)造性地學(xué)習(xí)、借鑒并選取改進(jìn)的最優(yōu)策略，從而趕超標(biāo)桿企業(yè)或創(chuàng)造高績(jī)效的不斷循環(huán)提高的過(guò)程。迅速，充足，持續(xù)的數(shù)據(jù)對(duì) TQM 的建立信息并且分析的實(shí)施和實(shí)踐是非常重要的。 服務(wù)流程管理基本上與程序，系統(tǒng)和技術(shù)有關(guān)，要求精簡(jiǎn)服務(wù)交付，以至用戶能沒(méi)有任何困 難得到服務(wù)，即它強(qiáng)調(diào)服務(wù)交付的非人的要素，與根植于 39。這里的那些討論點(diǎn)是只要那些雇主把他們的雇員當(dāng)作寶貴的資源，依次把他們的用戶當(dāng)作有價(jià)值的。point of strong internal culture helps an anization to effect and sustain an anization change that will make the TQS approach more effective 表 的主要特征 主要特征 主要特征的解釋 高層管理承諾是 TQS 有效并成功實(shí)施的先決條件。overall satisfaction with the services and their loyalty to the anization The tangible facets of the service facility, manmade physical environment(such as equipment,machinery,signage and employee appearancethe servicescape),strongly influence both employees and customers in physiological,psychological,emotional,sociological and cognitive ways,particularly as the core service bees more intangible culture In service anizations the boundary separating the customers and employees is very frail and pervious,with the result that the physical and psychological propinquity between them is so intense that only afirm39。 While in manufacturing,standard such as product characteristic,process,cost,strategy, used as benchmarks,it is all the more difficult to benchmark of the very puzzling nature of services and the consequent anizational contingencies that it warrants for its design,production,delivery and consumptions,anizations need to focus on benchmarking not only hard data,but also certain behavioral features such as customer satisfaction and employee satisfaction,apart from paring the services and processes through which they are delivered. improvement The quest for quality improvement is not aspecific destination but acontinuous journey that throws up more and more opportunities for should be viewed as an ongoing process in the sense once targets are met,new ones must be set,aiming for even higher levels of service is arace which has no finish line but has the sole objective of striving for continuous improvement,an dlooking for breakthroughs with revolutionary order of magnitude changes that will result in the transmogrification of the anization into aworldclass one focus Customer focus is the ultimate goal of any TQS program because anizations can outscore their petitors by effectively addressing customers39。needs,expectations and desires,consequently resulting in improve business performance Service process management essentially involves the procedures,systems and technology that are required to streamline the service delivery so that customers can receive the service without any hassles, delineates the nonhuman element of service delivery,as opposed to human element which is captured in the dimension39?？紤]到服務(wù)業(yè)由一些特殊情況的事實(shí)，不同的因素扮演著不同的角色，并且涉及到許多方面 (如技能，價(jià)值觀，工具，技術(shù)手段和其他需求 )，制造業(yè)與服務(wù)業(yè)都有差別。 Those dimensions of quality management that are generic to both manufacturing and service anizations,but which were initially practiced in the manufacturing setup and later transferred to service milieu(these include dimensions such as Top management mitment and visionary leadership,Human resource management,Design and management of processes,Information and analysis,Benchmarking,Continuous improvement,Employee satisfaction and Customer focus and satisfaction). 工會(huì)干涉 標(biāo)桿超越 高層管理承諾和領(lǐng)導(dǎo)能力 Service scapes； Cu