质量管理Chap03(renew).ppt
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质量管理Chap03(renew).ppt
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2004Prentice-Hall,Chapter3GlobalQualityandInternationalQualityStandards,ChapterOverview,ManagingQualityfortheMultinationalFirmQualityImprovement:
TheAmericanWayTheMalcolmBaldrigeNationalQualityAwardQualityImprovement:
TheJapaneseWayQualityImprovement:
TheEuropeanWayISO9000:
2000AreQualityApproachesInfluencedbyCulture?
Keyterms,Andon告警灯Baldrige-lite简易版马尔科姆质量奖程序Demingprize戴明奖Exporter出口商Full-Baldrigeapproach完整版马尔科姆质量奖程序Globalization全球化Grouptechnology成组技术Horizontaldeployment水平展开In-processinspection过程检验Just-in-time,JIT准时化Lean精益Licensing许可证Line-stopauthority停线权力,MalcolmBaldrigeNationalQualityAward,MBNQA,马尔科姆.波多里奇国家质量奖Multilevelapproach多层级法n=2technique:
N=2n=2技术Partnering合伙Physicalenvironment物理环境Preventivemaintenance预防性维护QualitycirclesQC小组Socialenvironment社会环境Stretchtarget高目标Taskenvironment工作环境Verticaldeployment垂直展开,Figure3.1U.S.Trade1960-2000,ManagingQualityfortheMNF,MechanismsThatFirmsUseInGlobalizingLicensingBylicensing,aU.S.corporationcanallowforeignfirmstosellinrestrictedmarketswhileusingthedesignoftheoriginaldesigner.PartneringFirmsalsoseekinternationalmarketsthroughjointventuresorpartnering.GlobalizationGlobalizationmeansthatafirmfundamentallychangesthenatureofitsbusinessbyestablishingproductionandmarketingfacilitiesinforeigncountries.Werefertothesefirmsasmultinationalcorporations.,ManagingQualityfortheMNF,GlobalFactorsThatAffectQuality-RelatedDecisions,PhysicalEnvironment,SocialEnvironment,TaskEnvironment,QualityManagement,Figure3.3,ManagingQualityfortheMNF,ExportingAnothermeansofenteringinternationalmarketsistonotglobalizebutbecomeanexporter.Exportersproducetheirproductsandshiptheminternationally.FirmsthatareentrepreneurialinnatureandplantheirexportseffectivelytendtohavehigherqualityForexportingfirms,qualityleadstolowerpriceandgreaterexportsuccess,ManagingQualityfortheMNF,ExportQualityModel,FirmCharacteristics,ProductStrategy,Performance,LowPrice,HighQuality,Standardization,Promotion,ExportSuccess,Entrepreneurship,ExportPlanning,Figure3.4,Whataretheadvantagesanddisadvantagesofglobalization?
Provideanexampleofafirmthathasengagedinglobalization.Whataresomeofthepotentialadvantagesanddisadvantagesofglobalizationforthisparticularorganization?
Theprimaryadvantageofglobalizationisthatafirmretainsalloftheprofitsfromthesaleofitsproductsorservicesinaforeigncountry.Theprimarydisadvantageofglobalizationisthatitiscomplicated,andforcesafirmtoinessencesetupshopinaforeigncountry.Bygoingabroad,firmssignificantlychangethephysicalenvironment,thetaskenvironment,andthesocietalenvironmentinwhichtheyoperate.Thismayresultinanumberofchallenges,rangingfrombecomingfamiliarwithaforeignculturetodetermininghowtogettherawmaterialsthatafirmneedstomanufactureitsproducttoaforeigndestination.,MalcolmBaldrigeNationalQualityAward,MalcolmBaldrigeNationalQualityAwardTheawardisopentosmall(lessthan500employees)andlargefirms(morethan500employees)inthemanufacturingandservicesectors.Itisnotopentopublic-sectorandnot-for-profitorganizations.Therecanbeonlytwowinnerspercategoryeachyear,whichlimitsthenumberofyearlyawardstosix.,KeyCharacteristicsoftheMBNQAThecriteriafocusonbusinessresults.Companiesmustshowoutstandingresultsinavarietyofareastowin.TheBaldrigecriteriaarenon-prescriptiveandadaptive.AlthoughthefocusontheBaldrigeisonresults,themeansforobtainingtheseresultsarenotprescribed.Thecriteriasupportcompany-widealignmentofgoalsandproceses.Thecriteriapermitgoal-baseddiagnosis.Thecriteriaandscoringguidelinesprovideassessmentdimensions.AdditionalinformationontheBaldrigeawardwww.NIST.gov,MalcolmBaldrigeNationalQualityAward,MalcolmBaldrigeNationalQualityAward,BaldrigeAwardFramework,4Informationandanalysis,3Customerandmarketfocus,6Processmanagement,1Leadership,7Businessresults,2Strategicplanning,5HRdevelop.&management,OrganizationalProfile:
Environment,RelationshipsandChallenges,Figure3.5,MalcolmBaldrigeNationalQualityAward,MBNQACategories,Category1Awardcriteriaforleadership.Theextenttowhichtopmanagementisinvolvedincreatingandreinforcinggoals,values,directions,customerinvolvementandotherissues.,Category2Focusesonhowthecompanyestablishesstrategicdirectionsandhowitsetsittacticalactionsplanstoimplementthestrategicplans.Concernedwithmethods,measures,deployment,andevaluation.,MalcolmBaldrigeNationalQualityAward,MBNQACategories,Category3Addressesthecustomerandmarketfocus.Theprocessesforlisteningtoandlearningfromcustomersandmarketsmustbeevaluated,improved,andkeptcurrent.,Category4Informationandanalysisrelatestothefirmsselection,management,anduseofinformationtosupportcompanyprocessesandtoimprovefirmperformance.,MalcolmBaldrigeNationalQualityAward,MBNQACategories,Category5Dealswithhumanresourcesfocus.Theworkforceistobeenabledtodevelopanduseitsfullpotential,alignedwithcompanyobjectives.,Category6Examinesthekeyaspectsofprocessmanagement.Thisincludescustomer-focusindesign,deliveryprocessdesignforservicesandproducts,supportprocesses,andprocessesrelatingtopartners.,MalcolmBaldrigeNationalQualityAward,MBNQACategories,Category7Documentstheresultsoftheothersixcategoriesandrequiresaseriesoftablesandgraphsthatdemonstratetheoperationalandbusinessresultsofthefirm.,MalcolmBaldrigeNationalQualityAward,TheBaldrigeProcess,BaldrigeEvaluationProcess,Receiveapplications,Stage1Independentreview(独立评审),Selectforconsensusreview?
Judges,Stage2Consensusreview(调查评审),Selectforsitevisit?
Judges,Stage3Sitevisitreview(现场评审),ReviewandrecommendwinnersJudges,Feedbackreporttoapplicant,Feedbackreport,Yes,No,Feedbackreporttoapplicant,No,Yes,Yes,Feedbackreporttoapplicant,No,Figure3.6,MalcolmBaldrigeNationalQualityAward,TheBaldrigeProcessThefirststepiseligibilitydetermination(合格确定).ThecompletedapplicationissenttotheNationalInstituteofStandardsandTechnology(NIST).Theapplicationisreviewedbyexaminersandthenbyjudges,whowilldeterminewhethertheapplicationwillbegivenaconsensusscorebytheexaminers.FirmsthataregrantedBaldrigesitevisitssometimesrefertothemselvesas“BaldrigeQualified.”Thesitevisitconsistsofateamof4to6examinersvisitingacompanyoveraperiodnottoexceedoneweek.Oneofthemostimportantoutcomesisexaminerfeedback.,MalcolmBaldrigeNationalQualityAward,FeedbackReportScoringsummary(评分摘要)isasynthesisofthemostimportantstrengthsandareasforimprovement.Individualscoringrange(个别评分范围)providesinsightconcerningtherelativeareasofstrengthandareasforimprovement.Scoringdistribution(评分分布)providesthepercentageofapplicantsforaparticularyearscoringineachoftheeightscoringbands.Examinercomments(评审员评述)givefeedbackconcerningtheorganization.,MalcolmBaldrigeNationalQualityAward,BeingaBaldrigeExaminerAppointmenttotheboardofTrusteesfortheMBNQABoardofExaminersisaveryprestigiousdesignations.Examinersareunpaidvolunteers,andmustbewillingtogiveupapproximately10%oftheiryeartoserveasanexaminer.StateAwards(州质量奖)Full-Baldrigeapproach(完整版马奖)Baldrige-liteapproach(简易版马奖)Multilevelapproach(多层级版奖),WhatmotivatesU.S.firmstocompetefortheMalcolmBaldrigeNationalQualityAward(MBNQA)?
HowcouldafirmbenefitfromparticipatingintheMBNQAcompetition,evenifitdidnotwintheaward?
ThereareseveralreasonsthatmotivateU.S.firmstocompetefortheMBNQA:
Prestige.FirmsthatdonotwintheawardbutreceiveasitevisitfromBaldrigeexaminers,oftenincludeintheircompanybrochuresandotherpromotionalmaterialmentionofthemselvesasbeingBaldrigeQualified.OneofthemostimportantoutcomesoftheBaldrigeprocessisexaminerfeedbacktoapplicantcompanies.WinningtheBaldrigeAward,orevenbeingBaldrigeQualified,helpsfirmsattracthighqualitysuppliers,customers,andotherstakeholders.ApplyingfortheBaldrigeAwardhelpsafirmestablishacultureofquality,andhelpsafirmrallyitsemployeesaroundqualityimprovementefforts.,DoyoubelievetheMBNQAshouldincludeacategoryfornot-for-profitorganizations?
Ifso,whatadjustmentsshouldbemadeintheBaldrigecriteriatomakeitapplicableforthiscategory?
Thereareprosandconstoincludinganot-for-profitcategoryintheBaldrigeAwardprocess.Theprodwouldbetoputnot-for-profitorganizationsonparwithfor-profitorganizationsintermsoftheimportanceoftheirqualityinitiatives.TheavailabilityoftheBaldrigeAwardtonot-for-profitorganizationsmayalsomotivatesomenot-for-profitstoenhancetheirqualityefforts.Theconofincludinganot-for-profitcategoryisthattheawardcriteriawouldhavetobesignificantlychanged.,DemingPrizeforQuality,DemingPrizeTheDemingPrizeforqualitywasestablishedin1951bytheJapaneseUnionofScientistsandEngineers(JUSE).Awardedtoindividualsandgroupswhohavecontributedtothefieldofqualitycontrol.ThreecategoriesofawardsDemingApplicationPrizeforDivision(戴明应用奖)DemingPrizeforIndividuals(戴明个人奖)QualityControlAwardforFactory/operations(戴明控制奖)Thereisnolimitonthenumberofcompaniesthatcanreceivetheawardinagivenyear.TheDemingPrizeismuchmorefocusedonprocessesthanistheBaldrige.,DemingPrizeforQuality,DemingCategoriesPolicyOrganizationandOperationsCollectingandUsingInformationAnalysisPlanningfortheFutureEducationandTrainingQualityAssuranceQualityEffectsStandardizationControl,DemingPrizeforQuality,DemingCategories,Polic
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