【正文】 Universally applicable vs contingently applied in employee involvement ? Employee education and training 67 HR management ? Employees’ selection is important ? Effectiveness of employee involvement is contingent upon other factors ? Performance difference is due to individual differences ? Employee wellbeing and satisfaction is moderately associated with performance ? Employees’s performance is mainly affected by situation ? Employee involvement is universally applicable ? Performance difference is due to system factors beyond individuals’ control ? Employee wellbeing and satisfaction is strongly associated with performance 68 Strategic Quality Planning ? Mainly deals with business strategy ? Quality is everything ? Quality means petitive advantage ? Focus on strategy implementation ? Topdown implementation ? Customer driven ? Strategic process can be changed ? Deals with strategy at all levels ? Quality is one among many ? Quality does not ensure petitive success ? Focus on content of strategy ? Implement based on consensus ? Other factors affect besides customer effect ? Strategic process can hardly be changed 69 Information and Analysis ? Consistently perform will be more successful ? Not emphasize the importance ? Decision influenced more strongly be people around ? Serves political rather than rational motives ? Legitimization ? Imperfect information process ? Inhibit effectiveness in uncertain environment 70 Process management ? Organizations are sets of interlinked processes ? Improvement of these processes are fundamental of performance improvement ? Downplayed by mgt theoristsTaylorism ? Hawthorne experiments 71 Customer Market Focus ? Absence in management theories ? Management theorists view anizations from inside while TQ advocates see from outside ? Trustbased cooperation is plicated 72 Case Study Xerox 73 Quality Award 1990 1980 1990 1987 1989 1989 1990 1992 1992 1992 1992 1993 1994 1984, 39。86, 39。93 EFQM 1992 74 ROA Run Chart Deployment 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 TQM Strategy 94 SurvivialCrisis Recover 0 5 10 15 20 25 30 Fully Implement ROA Successful Company!!! 75 Xerox’s Experience 76 1979 Benchmarking ? Indirect/ direct cost ...……2 times ? No. of suppliers...........….9 times ? Scrap in assembly line. 10 times ? Production lead time...... 2times ? breakdown/100m/c .…….7 times 1979 77 1983 Q Employee Involvement Benchmarking Change anizational culture 78 Leadership Through Quality Quality Policy ?Xerox is a quality enterprise ?Quality is Xerox?s fundamental business strategy ?Quality means provision of innovative products and services to strike for the satisfaction of internal and external customers. ?Every employee of Xerox is responsible for improving quality 79 Leadership Through Quality Xerox’s cultural change strategy – empower employees in petence and authority and provide them quality tools and methods in order to: n fulfill customers’ needs ? achieve core business targets ? undertake continual improvement 80 Change . culture to pave the way for TQM ? Resistance is expected ? Must have a strong reason for change ? Not technological but behavioral problems ? Change employee mind set to perceive from customers? angle 81 The Change Enablers Reward recognition Tools methods Change management Management behavior Training Communication Business Excellence 82 Management Behavior ? As role model ? Use and promote ?benchmarking? ?employee involvement? ? Use ?QIP? ?PSP? ? Acquire others? opinion of their own management style ? Inspect the quality progress ? Communicate and build teams ? Promote those who practice ?Leadership Through Quality? ? Reward and recognition 83 Teach Learn Inspect Use Teach Inspect Learn Use Teach Inspect Training 84 1 2 3 4 5 6 1. Problem identification 2. Problem analysis 3. Identify potential solutions Program Solving Process (PSP) 4. Select optimal solution 5. Implement the solution 6. Evaluate the solution effectiveness 1. Problem identification 2. Problem analysis 3. Identify potential solutions 4. Select optimal solution 5. Implement the solution 6. Evaluate the solution effectiveness 85 PLANNING FOR QUALITY 1. Identify output 2. Identify customer 3. Identify customer requirements 4. Translate requirements into supplier specifications ORGANISING FOR QUALITY 5. Identify steps in work process 6. Select measurements 7. Determine process capability Can it produce output PSP Exit to work process Is there a problem? MONITOR FOR QUALITY 8. Evaluate results 9. Recyle Produce output PSP THE QUALITY IMPROVEMENT PROCESS 86 Reward Recognition ? Reward those supportive employees ? Reward those who participate ? Allocate adequate resources ? Adjust performance appraisal system 87 ? 高度合作獎(jiǎng) ? 施樂(lè)成就獎(jiǎng) ? 特別嘉許獎(jiǎng) ? 滿足顧客 ? 額外薪金 ? 雙人晚餐獎(jiǎng) ? 分成計(jì)劃 ? 總裁獎(jiǎng) ? 發(fā)明家獎(jiǎng) ? 優(yōu)異團(tuán)隊(duì) ? 長(zhǎng)期服務(wù)獎(jiǎng) ? 獎(jiǎng)?wù)? ? US$100 US$500 ? 最高達(dá)薪金的 10% ? 獎(jiǎng)牌 / $$ ? 薪金的 3 8% ? $$$$ ? 最高達(dá)薪金的 50% ? 專利權(quán)和 $$$$ ? 按編制決定 ? 按年資決定 Tactics to reward recognize 88 Work Improvement Team Day ? since 1983 ? The best team ? Booth 89 Communication ? The most critical management behavior ? All managers are responsible ? Quality is above all ? Twoway munication channel 90 Communication Channels ? Annual Forum ? Chairman videoconference ? Open door policy ? Suggestion scheme ? Newsle