【正文】 盡管許多公司已經(jīng)開始這場長久的冒險旅行，許多公司開始探索：為了開始一次 TQM 旅行有什么要求。強有力的內(nèi)部文化幫助組織影響和支持組織變化，是 TQS 更加有效。一天工 作結(jié)束時，企業(yè)不僅要計算利潤和稅務(wù)，還要有強烈的社會責(zé)任這種信念，這必不可少的。 TQM 是企業(yè)范圍的方法，他的成功極大的影響員工組織。以客戶需求為中心使企業(yè)比以前有更好的市場定位，他可以提供競爭的臨界點，超越對手，因而導(dǎo)致強化商 業(yè)表現(xiàn)。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。 良好和可靠的服務(wù)設(shè)計為一個組織的戰(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)致改進商務(wù)運作。.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。s own product character istics,process。一些企業(yè)已經(jīng)意識到這些因素的重要性。服務(wù)文化 The dimensions can be broadly grouped under three categories as follows： 信息和分析系統(tǒng) Social responsibility； Human resource management； 個人和人力資源管理功能的臨界角色 built environment39。 Customers39。 TQM 的關(guān)鍵特征 The critical dimensions of TQM； 一些工廠徹底地為TQM 的有效實施調(diào)查各種不同的方面，技術(shù)和組織需求。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,但確實美國人是這種方法國際化的背后推動力。事實上，他們準備為產(chǎn)品或服務(wù)的質(zhì)量支付額外費用。工業(yè)工程專業(yè)英語翻譯 本資料由 若蓮文檔 搜集 更多文檔請點擊 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高度競爭的世界 中奮斗。似乎提供對上述的挑戰(zhàn)解決辦法的之一是全面質(zhì)量管理 (TQM)的管理哲學(xué)?，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。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，供應(yīng)商質(zhì)量管理，流程管理，質(zhì)量數(shù)據(jù)和報告，員工關(guān)系，勞動力管理，以客戶為中心，顧客參與 ,標桿超越 ,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。 The relationships between quality management practices and anizational business Performance； 在質(zhì)量管理模式和商業(yè)績效之間的關(guān)系式 perceptions of service quality； ； 個人，組織和人力資源管理對服務(wù)質(zhì)量的影響 Technical system； Service scapes； 標桿超越 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). 考慮到服務(wù)業(yè)由一些特殊情況的事實，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。 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。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 有效并成功實施的先決條件。 服務(wù)流程管理基本上與程序，系統(tǒng)和技術(shù)有關(guān)，要求精簡服務(wù)交付，以至用戶能沒有任何困 難得到服務(wù)，即它強調(diào)服務(wù)交付的非人的要素，與根植于 39。 所謂標桿超越法，是指通過不斷尋找和研究有助于本集團戰(zhàn)略實現(xiàn)需要的其他優(yōu)秀集團 (或企業(yè) )或集團內(nèi)部優(yōu)秀企業(yè)的有利實踐，以此為標桿，分析這些標桿企業(yè)達到優(yōu)秀水平的原因或條件，結(jié)合自身實際加以創(chuàng)造性地學(xué)習(xí)、借鑒并選取改進的最優(yōu)策略，從而趕超標桿企業(yè)或創(chuàng)造高績效的不斷循環(huán)提高的過程。在服務(wù)業(yè)，客戶企望本質(zhì)上是高度動態(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 )達到使客戶滿意，這沒有效果。雇員關(guān)系影響了組織系統(tǒng)并最終決定 TQM 實施的程度和效果。全世界正在經(jīng)歷一場變革，質(zhì)量革命，從長遠看，它是這個態(tài)度，那當(dāng)然給企業(yè)以競爭優(yōu)勢，在匆匆瀏覽很多方面后，誰適合巨大的榮譽競爭依據(jù)利潤，投資收益 (ROI)，市場份額，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