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【品質(zhì)管理與管控】ch9-免費閱讀

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【正文】 2023 SouthWestern/Thomson LearningTM04/16/06 28SJSU Bus. 142 David BentleyLeveraging SelfAssessment Findingsn Prepare to be humbledn Talk through the findingsn Recognize institutional influencesn Grind out the followupTHE MANAGEMENT AND CONTROL OF QUALITY, 6e, 169。 Revision of plans based on assessment findingsTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 169。 2023 SouthWestern/Thomson LearningTM04/16/06 19SJSU Bus. 142 David BentleyCommon Mistakes in TQ Implementation (1 of 4)n TQ regarded as a “program”n Shortterm results are not obtainedn Process not driven by focus on customer, connection to strategic business issues, and support from senior managementn Structural elements block changeTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 169。 Rapid responseTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 169。 Select suppliers by quality161。 Process management fundamentals161。 2023 SouthWestern/Thomson LearningTM品質(zhì)管理與管制 11Cultural Changen Change can be acplished, but it is difficultn Imposed change will be resistedn Full cooperation, mitment, and participation by all levels of management is essentialn Change takes timen You might not get positive results at firstn Change might go in unintended directionsTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 169。第 9 章建立和延續(xù)全面品質(zhì)的組織(詳細的教材收錄於 CDROM中)品質(zhì)管理與管制 1建立和延續(xù)全面品質(zhì)的組織n 許下對 TQ的承諾 n 組織的文化和全面品質(zhì) n 文化的改變 n 立足於最佳的作法 n 在文化改變之際員工的角色 n 改變管理 n 建立 TQ式文化的實施障礙 品質(zhì)管理與管制 2建立和延續(xù)全面品質(zhì)的組織 (續(xù) )n 延續(xù)品質(zhì)組織 n 視品質(zhì)為一趟旅程 n 學(xué)習(xí)性的組織 n 自我評價的流程 n 以自我評價為槓桿:後續(xù)跟催的重要性 n 實施 ISO 9000, Baldrige,和六標(biāo)準差 n 對未來的觀點 n 品質(zhì)實務(wù): Eastman的方式 n 品質(zhì)實務(wù): Honeywell合併分歧的品質(zhì)系統(tǒng) n 個案:161。 2023 SouthWestern/Thomson LearningTM品質(zhì)管理與管制 12Building on Best Practicesn Universal best practices161。 Customer response161。 Flexibility and cycle time reduction161。 2023 SouthWestern/Thomson LearningTM品質(zhì)管理與管制 16Implementing Total Quality:Key Playersn Senior managementn Middle managementn Workforce17Strategic vs. Process Changen Strategic change is broad in scope and stems from strategic objectives, which are generally externally focused and relate to significant customer, market, product/service, or technological opportunities and challenges. n Process change is narrow in scope and deals with the operations of an anization. An accumulation of continuously improving process changes can lead to a positive and sustainable culture change.品質(zhì)管理與管制 18Strategic vs. Process Changen Strategic change161。 2023 SouthWestern/Thomson LearningTMRev. 04/16/06 2
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