【正文】 shability,variability of expectations of the customers and the participatory role of customers in the service delivery. 制造業(yè)的質(zhì)量管理引起了商界和學(xué)術(shù)界廣泛的關(guān)注。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。因?yàn)檫@些因素，管理理論的大部份的技術(shù)和策略，而且自然地是質(zhì)量管理 ,在生產(chǎn)線的問題最有發(fā)言權(quán)?，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。 The evolution of the quality improvement movement is aconglomeration of various Japanese and US philosophies,precepts,strategies and though the Japanese first took the lead in successfully applying the strategy later named TQM in the USA,it is also true that several Americans are recognized internationally as the drivers behind the genesis of modern management/administrative theory(let alone quality management)had its roots in the manufacturing milieu and blossomed under the auspices of the manufacturing stalwarts right from the early 20th century when Fredrick in 1911,introduced the concept of scientific development can be attributed to the fact that the entire industrial world was predominantly manufacturing oriented and undergoing arevolution with aprime focus on assembly lines,mass production manufacturing,sup plier partnerships,justintime(JIT)production and cellular manufacturing, of these factors,most of the techniques and strategies of administrative theory,and naturally quality management,were quantitative in nature and targeted to address the problems of the production line. 質(zhì)量改進(jìn)運(yùn)動的演進(jìn)是日本和美國不同哲學(xué)，教訓(xùn)，策略和方法的融合結(jié)果。隨后，許多質(zhì)量管理方面的大 師和專家提出了多種理論。它注重理論和方法的共同運(yùn)用，尤其是高層管理承諾、連續(xù)改進(jìn)、以客戶 為中心長遠(yuǎn)戰(zhàn)略、員工參與和團(tuán)隊(duì)合作，員工授權(quán)、流程管理、競爭標(biāo)桿超越 ,等等。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)。他們已經(jīng)變得逐漸有洞察力而且已經(jīng)開始以他們的基本需要，需求和自尊為基準(zhǔn)在調(diào)整中找尋更多選擇項(xiàng)。競爭的的焦點(diǎn)已經(jīng)從價(jià)格轉(zhuǎn)變到價(jià)格和質(zhì)量上。公司的主管一直加班加點(diǎn)的努力工作，為獲得商業(yè)成就奮力尋求擊敗競爭對手的方法。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(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)高度競爭的世界 中奮斗。工業(yè)界也是如此。信息充足而明顯：全球化的福音已經(jīng)登上中央舞臺。今天，顧客正在要求產(chǎn)品，服務(wù)和質(zhì)量。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。 TQM is an approach for continuously improving the quality of every aspect of business life, is aneverending process of improving for individuals,groups of people and the whole is an integrated approach and set of practices that emphasizes,inter alia,management mitment,continuous improvement,customer focus,longrange thinking,increased employee involvement and teamwork,employee empowerment,process management,petitive benchmarking,etc. TQM 是一種持續(xù)改進(jìn)商業(yè)活動中各個(gè)方面質(zhì)量的一種方法 ,也就是個(gè)體、群體和整個(gè)的組織的改良的持續(xù)程序。 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)的觀念用于檢測大量生產(chǎn)制造的產(chǎn)品質(zhì)量。 Crosby(1979),四項(xiàng)原則 ,Deming(1986)，戴明管理十四條， Feigenbaum(1993)，全面質(zhì)量控制，Ishikawa(1985),質(zhì)量控制圈， Juran(1988),質(zhì)量三部曲和 Taguchi(1986)，損失功能函數(shù) ,已經(jīng)成為 TQM 的有效實(shí)施的技術(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(shí)美國人是這種方法國際化的背后推動力。這種現(xiàn)象歸因于以下事實(shí)，整個(gè)的工業(yè)世界正在以制造業(yè)為中心并經(jīng)歷一場變革，更多的專注于裝配線，大量生產(chǎn)制造，與供應(yīng)商 伙伴關(guān)系，準(zhǔn)時(shí)生產(chǎn)和單元制造等。 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。最近，服務(wù)業(yè)正在經(jīng)歷他們的制造業(yè)同行所經(jīng)歷的挫折。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。實(shí)質(zhì)上，這些方面是在管理的理論中被遺忘的智力工具 ,在制造業(yè)取得巨大的成功所以很自然的在服務(wù)業(yè)的應(yīng)用被寄予重望。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。現(xiàn)在的研究嘗試藉由比較而且對比制造業(yè)和服務(wù)業(yè)的質(zhì)量管理的不同方面的關(guān)鍵程度發(fā)展一個(gè) TQS 的概念模型。 The critical dimensions of TQM； The soft issues( oriented issues)of TQM； The relationships between product quality and customers39。 The demarcation between TQM and nonTQM firms TQM 的關(guān)鍵特征 TQM 的軟式議題 (也就是被定向議題的人 )； 在產(chǎn)品質(zhì)量和顧客對產(chǎn)品質(zhì)量的知覺之間的關(guān)系式 TQM 對操作的影響效果及其它。 Customers39。 The concept of39。； The influence of operational,anizational and human resources factors on service quality； built environment39。 Customer satisfaction,loyalty and purchase intentions； 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。顧客對服務(wù)質(zhì)量的感覺 個(gè)人和人力資源管理功能的臨界角色 建造環(huán)境的效果 客戶轉(zhuǎn)移 ,服務(wù)相會 ,臨界關(guān)聯(lián)和恢復(fù)； 財(cái)務(wù)的服務(wù)質(zhì)量創(chuàng)造力的結(jié)果； The critical dimensions of TQS The present work,based on the thorough review of th