【正文】 stomer focus； Technical system； 服務(wù)轉(zhuǎn)移，服務(wù)遭遇，重要事件和恢復(fù) 個(gè)人，組織和人力資源管理對(duì)服務(wù)質(zhì)量的影響 ； The critical role of the personnel and HRM function； perceptions of service quality； 在應(yīng)用 TQM 的廠家和沒有應(yīng)用 TQM 廠商之間的劃界 在質(zhì)量管理模式和商業(yè)績(jī)效之間的關(guān)系式 perceptions of product quality The relationships between quality management practices and anizational business Performance； Interestingly,the literature on TQM with respect to services, quality service(TQS),seems to be bereft of an integrative framework that will include all the critical dimensions of TQS by addressing the issue of possible transferability of manufacturing quality management dimensions to services,and by focusing on those dimensions that are unique to service present study attempts to develop aconceptual model of TQS by paring and contrasting th criticality of the different dimensions of quality management in both manufacturing and service anizations 有趣地，有關(guān)于服務(wù)業(yè)的在 TQM 上的定義 ,也就是全面質(zhì)量服務(wù) (TQS),似乎對(duì)一個(gè)藉由闡述制作對(duì)服務(wù)的質(zhì)量管理大小的可能可轉(zhuǎn)移性的議題將會(huì)含 TQS的所有臨界因次的統(tǒng)合結(jié)構(gòu)是被剝奪的 ,和藉由集中通那些獨(dú)特服務(wù)組織的大小。這些方面包括高層管理承諾，與領(lǐng)導(dǎo)關(guān)系，質(zhì)量方針，培訓(xùn)，產(chǎn)品 /服務(wù)設(shè)計(jì)，供應(yīng)商質(zhì)量管理，流程管理，質(zhì)量數(shù)據(jù)和報(bào)告，員工關(guān)系，勞動(dòng)力管理，以客戶為中心，顧客參與 ,標(biāo)桿超越 ,SPC，員工授權(quán)，員工參與，企業(yè)質(zhì)量文化和戰(zhàn)略質(zhì)量管理。但是伴隨服務(wù)業(yè)的復(fù)蘇與繁榮，質(zhì)量命令不再是制造業(yè)唯一的關(guān)心和主題了?，F(xiàn)代管理理論 (更不用說質(zhì)量管理理論 )起源于制造環(huán)境，并以從 20 世紀(jì)早期 (1911 年 )泰勒引入科學(xué)管理理念以來的制造業(yè)健康發(fā)展為前兆走向繁榮與發(fā)展。隨后，許多質(zhì)量管理方面的大 師和專家提出了多種理論。似乎提供對(duì)上述的挑戰(zhàn)解決辦法的之一是全面質(zhì)量管理 (TQM)的管理哲學(xué)。競(jìng)爭(zhēng)的的焦點(diǎn)已經(jīng)從價(jià)格轉(zhuǎn)變到價(jià)格和質(zhì)量上。工業(yè)工程專業(yè)英語翻譯 本資料由 若蓮文檔 搜集 更多文檔請(qǐng)點(diǎn)擊 Total Quality Management 全面質(zhì)量管理 Introduction Right from the dawn of history,people in all walks of life around the globe have been striving to survive in ahighly petitive industrial scenario is no executives have been working overtime to achieve business excellence by striving to find solutions to those problems which have defeated their counterparts in other parts of the message is amply clear： the gospel of globalization has e to occupy center focus on price,which hitherto ruled the petition,has shifted to both price and ,customers are demanding quality in products,services and in have bee increasingly discerning and have started looking for options more in tune with their basic needs,requirements and fact,they are prepared to pay apremium for aquality product or of the approaches that seems to provide the solution to the aforesaid challenges is the management philosophy of total quality management(TQM). 介紹 有史以來，全世界所有的人就在這個(gè)高度競(jìng)爭(zhēng)的世界 中奮斗。信息充足而明顯：全球化的福音已經(jīng)登上中央舞臺(tái)。事實(shí)上，他們準(zhǔn)備為產(chǎn)品或服務(wù)的質(zhì)量支付額外費(fèi)用。 The origin of the TQM movement dates back to the early 20th century when Walter Shewart,in the early 1920s,first introduced the concept of statistical process control(SPC)to monitor quality in mass production was followed by many quality management gurus and practitioners who all advocated various approaches to (1979),the four absolutes,Deming(1986),fourteen points,Feigenbaum(1993),total quality control,Ishikawa(1985),quality control circles,Juran et al.(1988),quality triology and Taguchi(1986),loss function,have prescribed different techniques and anizational requirements for effective implementation of TQM. TQM 運(yùn)動(dòng)的起始始于 20 世紀(jì)早期，休哈特在 20 世紀(jì) 20 年代早期，首先介紹了隨機(jī)過程控制 (SPC)的觀念用于檢測(cè)大量生產(chǎn)制造的產(chǎn)品質(zhì)量。盡管日本人最初成功地應(yīng)用這種在稍后由美國命名的 TQM,但確實(shí)美國人是這種方法國際化的背后推動(dòng)力。 The management of service anizations and marketing of services has been aCinderella among the anizational behavior and marketing literature in the past,in contrast to the management of manufacturing anizations and marketing of with the blossoming of the service sector in almost every economy,quality imperatives are no longer the sole concern and province of late,service providers are facing the same ground realities that confronted their manufacturing counterparts in the past. 過去，服務(wù)業(yè)的管理和行銷服務(wù)是在組織行為和行銷廣告文字之中的灰姑娘 ,與制造業(yè)和商品的行銷管理相反。一些工廠徹底地為TQM 的有效實(shí)施調(diào)查各種不同的方面，技術(shù)和組織需求。原因是雖然從邏輯觀點(diǎn)看大部分制造業(yè)的質(zhì)量管理應(yīng)該自然地適用于服務(wù)業(yè) ,當(dāng)制造業(yè)的質(zhì)量管理應(yīng)用到服務(wù)業(yè)時(shí)，需要深刻理解兩個(gè)行業(yè)之間的不同：服務(wù)無形性，生產(chǎn)的同時(shí)性，輸出和消費(fèi)，顧客期 望的變化和顧客的角色參與等。 The critical dimensions of TQM； The relationships between product quality and customers39。 TQM 的關(guān)鍵特征 在產(chǎn)品質(zhì)量和顧客對(duì)產(chǎn)品質(zhì)量的知覺之間的關(guān)系式 Customers39。； built environment39。 Financial outes of service quality initiatives； 關(guān)于在 TQS 方面的研究，服務(wù)組織的 TQM 的各種不同方面也獨(dú)立進(jìn)行廣泛的研究。個(gè)人和人力資源管理功能的臨界角色 客戶轉(zhuǎn)移 ,服務(wù)相會(huì) ,臨界關(guān)聯(lián)和恢復(fù)； Human resource management； Continuous improvement； Social responsibility； 如下所示： 信息和分析系統(tǒng) 員工滿意 服務(wù)文化 The dimensions can be broadly grouped under three categories as follows： 質(zhì)量管理的這些特點(diǎn)屬于制造業(yè)和服務(wù)業(yè)共有的，但是最初在制造業(yè)中應(yīng)用而稍后轉(zhuǎn)移服務(wù)環(huán)境 .(這些特點(diǎn)像是高層管理承諾和領(lǐng)導(dǎo)能力，人力資源管理，人力資源管理，技術(shù)的系統(tǒng)，信息和分析系統(tǒng)，標(biāo)桿超越，持續(xù)改進(jìn)，以客戶為中心，員工滿意，組織干涉，服務(wù)范圍，服務(wù)文化 )。一些企業(yè)已經(jīng)意識(shí)到這些因素的重要性。s strategic quality planning abilities and enables the anization to surmount customers39。s own product character istics,process。s image and goodwill,and consequently effecting the customers39。.While customer focus is seen as agoal of the TQS movement,service culture is an anizational strategy that motivates the employees to have aservice anization characterized by such aservice orientation is more likely to offer areliable,responsive,empathetic service to customers and provide them with assurance in conveying trust and confidence hat will result in improved quality in service delivery,which,in turn,will lead to higher perceived service quality from the customers39。 這涉及到組織行為的話題 (從從選擇和招募，訓(xùn)練和教育 ,員工授權(quán)到員工參與 )，它形成與公司策略被建造的基石上。 良好和可靠的服務(wù)設(shè)計(jì)為一個(gè)組織的戰(zhàn)略性質(zhì)量管理能力增色不少并且使組織能夠滿足用戶需求，預(yù)期和愿望，從而導(dǎo)致改進(jìn)商務(wù)運(yùn)作。因此，在緊要時(shí)刻，除非組織保持他們自己作準(zhǔn)備應(yīng)對(duì)任何可能發(fā)生的事件，要不然他們不可能對(duì)用戶提供高品質(zhì)服務(wù)。事前預(yù)防而不是發(fā)現(xiàn)問題后才糾正，這種方式用于質(zhì)量監(jiān)控就能做到以客戶為中心。 尋求質(zhì)量改進(jìn)不是具體目的地而是持續(xù)的過程需要發(fā)現(xiàn)越來越多的機(jī)會(huì)。以客戶需求為中心使企業(yè)比以前有更好的市場(chǎng)定位，他可以提供競(jìng)爭(zhēng)的臨界點(diǎn)，超越對(duì)手，因而導(dǎo)致強(qiáng)化商 業(yè)表現(xiàn)。從長(zhǎng)遠(yuǎn)看，管理者的責(zé)任是確信使?jié)M意變成承諾。 TQM 是企業(yè)范圍的方法，他的成功極大的影響員工組織。毫無疑問，商業(yè)和工業(yè)企業(yè)的存在是為了獲取利潤(rùn)。一天工 作結(jié)束時(shí)，企業(yè)不僅要計(jì)算利潤(rùn)和稅務(wù)，還要有強(qiáng)烈的社會(huì)責(zé)任這種信念，這必不可少的。服務(wù)文化實(shí)際上是雇員在多大程度上他們存在地真正意圖是維顧客服務(wù)。強(qiáng)有力的內(nèi)部文化幫助組織影響和支持組織變化，是 TQS 更加有效。s influence in recruitment,selection and career Development programs,and the extent of automation； Union39。盡管許多公司已經(jīng)開始這場(chǎng)長(zhǎng)久的冒險(xiǎn)旅行，許多公司開始探索：為了開始一次 TQM 旅行有什么要