【文章內(nèi)容簡(jiǎn)介】 that are unique to service anizations( namely, Servicescapes—the manmade physical environment—and Service culture ). ? 這些維度很少在文獻(xiàn)中提及，然而，全面質(zhì)量管理的關(guān)鍵因素在制造業(yè)和服務(wù)機(jī)構(gòu)都有體現(xiàn)（例如歐盟干預(yù)和社會(huì)責(zé)任感）。 ? 最后，這些因素所特有的服務(wù)機(jī)構(gòu)（也就是服務(wù)鏈 ——人因環(huán)境和服務(wù)文化）。 Table 1 briefly explains the 12 critical factors of TQS. Several works have underlined the importance of these dimensions. Given the fact that services have certain unique characteristics, the different roles that each of these dimensions play and the various aspects that they bring into the picture( like skills, values, tools, techniques and other requirements ) vary from manufacturing to service anizations. Table 2 pares and contrasts the significance and relevance of the various quality management dimensions in manufacturing and service anizations. 表 1簡(jiǎn)要介紹了全面質(zhì)量服務(wù)的 12個(gè)關(guān)鍵因素 。 幾部作品都強(qiáng)調(diào)了這些方面的重要性 。 鑒于所提供的服務(wù)有一定獨(dú)特特征的事實(shí) ， 它們各自發(fā)揮不同的角色和各方面所攜帶的圖片 （ 如技能 ，價(jià)值 ， 工具 ， 技術(shù)和其他要求 ） 不同于制造業(yè)和服務(wù)組織 。 表 2對(duì)比了不同質(zhì)量管理維數(shù)在制造業(yè)和服務(wù)組織方面的意義和相關(guān)性 。 Part 3 Table 1 . The critical dimensions of TQS No. Reitical dimensions Explanation of the critical dimensions 1. Top management mitment and visionary leadership 高層管理人員的承諾和有遠(yuǎn)見的領(lǐng)導(dǎo)人 Top management mitment is a prerequisite for effective and successful TQS implementation. Although different researchers proclaim various theories on the anizational requirements for effective implementation of TQS, all would agree that the impetus for any quality improvement effort should e from the top. Visionary leadership is the art of leading and espousing a mental, strategic and spiritual change in the anization by the formulation of a longrange vision for the development of the anization, propagating the vision throughout the anization, devising and developing a plan of action and finally stimulating the entire anization towards the acplishment of the vision. 高層管理人員的承諾是 TQS成功有效執(zhí)行的先決條件。雖然不同的研究者宣告多種組織需求的有利于 TQS有效執(zhí)行的理論，但推動(dòng)質(zhì)量改進(jìn)的努力都應(yīng)該從最高層做起。有遠(yuǎn)見的領(lǐng)導(dǎo)是領(lǐng)導(dǎo)和支持精神的藝術(shù)，具有在戰(zhàn)略和精神上規(guī)劃組織長(zhǎng)遠(yuǎn)發(fā)展的洞察力，在組織中傳播這種洞察力，設(shè)計(jì)和發(fā)展行為計(jì)劃最終刺激整個(gè)組織的成就。 resource management 人力資源管理 This refers to the number of anizational behavior issues（ ranging from selection and recruitment ,training and education ,employee empowerment to employee involvement ） that form the cornerstone upon which the corporate strategy is built. The moot point here is that only if the employers treat their employees as precious would the employees, in turn, treat their customers as valuable. There fore, it is indispensable for service anizations to look upon HRM as a source of petitive advantage 這關(guān)系到構(gòu)成了企業(yè)戰(zhàn)略的基石的組織行為問題的數(shù)量 (從選料、招聘、培訓(xùn)、教育、授權(quán)對(duì)員工參與 )。 在這里爭(zhēng)論的焦點(diǎn)是只有當(dāng)雇主珍視自己的雇員，反過來，雇員才會(huì)珍視顧客。因此 ,它是服務(wù)機(jī)構(gòu)在人力資源管理作為競(jìng)爭(zhēng)優(yōu)勢(shì)的一個(gè)不可缺少的來源。 3. technical system 技術(shù)體系 The technical system includes design quality management and process management. Sound and reliable service design echoes an anization’s strategic quality planning abilities and enables the anization to surmount customers’ 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, . it delineates the nonhuman element of service delivery, as opposed to human element which is captured in the dimension ‘service culture’. 技術(shù)體系包括設(shè)計(jì)質(zhì)量管理和流程管理 .。 健全和可靠的服務(wù)設(shè)計(jì)呼應(yīng)組織的戰(zhàn)略規(guī)劃能力，使質(zhì)量組織超越顧客的需求，期望和欲望，最終來提高經(jīng)營(yíng)業(yè)績(jī)。 服務(wù)流程管理的本質(zhì)上所涉及的程序、制度和技術(shù)要求 ,流線型的服務(wù) ,使客戶能獲得服務(wù)沒有任何困難 ,如下。它揭示了非人類的元素的服務(wù) ,是在服務(wù)文化中和人的因素相反的。 4. information and analysis system 信息和 分析系統(tǒng) Services, unlike manufactured goods, cannot be inventoried and used in times of emergency or demand. Therefore, during rush or peak periods, unless anizations keep themselves prepared for any such eventualities, they may not be able to provide quality service to customers. This can only be achieved by equipping the employees with information regarding the process and the customers. Prompt , sufficient and pertinent data that are critical to the implementation and practice of TQM constitute information and analysis . In a TQS ambience people need to municate across anizational levels, functions and locations to work out current problems, eschew new ones and implement change. Measures for proactive prevention rather than reactive correction are employed to monitor quality in order to sustain a true customer focus. 服務(wù) ,不像制成品 ,不能在緊急時(shí)刻清點(diǎn)或使用。 因此，在繁忙或高峰期，除非組織保持對(duì)任何這種可能性做好準(zhǔn)備，他們未必能夠?yàn)榭蛻籼峁﹥?yōu)質(zhì)的服務(wù)。 要實(shí)現(xiàn)這一點(diǎn)，只有員工提供與過程和顧客相關(guān)的信息。提示，充足和相關(guān)的執(zhí)行和實(shí)踐 TQM的資料是信息和分析系統(tǒng)構(gòu)成的關(guān)鍵。在 TQS氛圍中人們需要不同等級(jí)、功能、工作區(qū)域的組織交流當(dāng)前存在的問題，避開新問題，實(shí)施新的變化。積極預(yù)防，而不是被動(dòng)的改正措施來監(jiān)測(cè)質(zhì)量，以維持真正以客戶為中心。 marking 標(biāo)桿 超越 Benchmarking is a parison a parison standard that consists of analyzing the best products/services and processes of the best anization in the world and then analyzing and using that information to improve one’s own product characteristics, process。While in manufacturing ,standard such as product characteristic ,process , cost, strategy, etc. are used as benchmarks, it is all the more difficult to benchmark services. Because 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. 標(biāo)桿管理是一個(gè)比較標(biāo)準(zhǔn)，比較分析最好的產(chǎn)品 /服務(wù)和世界上最好的組織進(jìn)程，然后分析和利用這些信息來改善自己的產(chǎn)品特性和工藝。而在以制造、標(biāo)準(zhǔn) ,如產(chǎn)品特點(diǎn)、工藝、成本、戰(zhàn)略等作為基準(zhǔn) ,它就更加難以進(jìn)行標(biāo)桿化的服務(wù)。因?yàn)楹罄m(xù)服務(wù)使人困惑的性質(zhì) ,為保證組織或其產(chǎn)品的設(shè)計(jì)、生產(chǎn)、運(yùn)輸和設(shè)想 ,組織需要集中精力