质量管理Chap03(renew).ppt

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