15TotalQualityControl全面质量管理

15.TotalQualityControl全面质量管理Part1IntroductionRightfromthedawnofhistory,peopleinallwalksoflifearoundtheglobehavebeenstrivingtosurviveinahighlycompetitiveword.Theindustrialscenarioisnodifferent.Corporateexecutiveshavebeenworkingovertimetoachievebusinessexcellencebystrivingtofindsolutionstothoseproblemswhichhavedefeatedtheircounterpartsinotherpartsoftheglobe.Themessageisamplyclear:thegospelofglobalizationhascometooccupycenterstage.Thefocusonprice,whichhithertoruledthecompetition,hasshiftedtobothpriceandquality.引言有史以来，全世界所有的人就在这个高度竞争的世界中奋斗。工业界也是如此。公司的主管们一直在努力寻求那些竞争对手应付不了的问题的解决办法，为了获取事业成就而加班加点。大量的信息显而易见地表露出:全球化成为了世界的主流。历来以价格作为的竞争焦点已经转变为了价格和质量。Today,customersaredemandingonqualityinproducts,servicesandinlife.Theyhavebecomeincreasinglydiscerningandhavestartedlookingforoptionsmoreintunewiththeirbasicneeds,requirementsandself-esteem.Infact,theyarepreparedtopayapremiumforaqualityproductorservice.Oneoftheapproachesthatseemstoprovidethesolutiontotheaforesaidchallengesisthemanagementphilosophyoftotalqualitymanagement(TQM).现今，顾客对产品，服务甚至生活质量的要求越来越高。他们已经越来越具有洞察力。顾客开始以他们的基本需要，要求和自尊为基准进行选择。事实上，他们乐意为有质量保障的产品或服务进行额外支出。而针对上述的挑战的解决办法之一就是全面质量管理(TQM)的管理哲学。TQMisanapproachforcontinuouslyimprovingthequalityofeveryaspectofbusinesslife,i.e.itisaever-endingprocessofimprovingforindividuals,groupsofpeopleandthewholeorganization.Itisanintegratedapproachandsetofpracticesthatemphasizes,interalia,managementcommitment,continuousimprovement,customerfocus,long-rangethinking,increasedemployeeinvolvementandteamwork,employeeempowerment,processmanagement,competitivebenchmarking,etc.TQM是一种对商业活动中所有方面的质量进行持续改进的一种方法,也就是对个体、群体和整个的组织进行改良的持续过程。它是一种综合方法和实践的运用，尤其重视高层管理承诺、连续改进、以客户为中心、长远战略、员工参与和团队合作、员工授权、流程管理、竞争标杆管理等等方面。TheoriginoftheTQMmovementdatesbacktotheearly20thcenturywhenWalterShewart,intheearly1920s,firstintroducedtheconceptofstatisticalprocesscontrol(SPC)tomonitorqualityinmassproductionmanufacturing.ThiswasfollowedbymanyqualitymanagementtoTQM.Crosby(1979),thefourabsolutes,Deming(1986),fourteenpoints,Feigenbaum(1993),totalqualitycontrol,Ishikawa(1985),qualitycontrolcircles,Juranetal.(1988),qualitytrilogyandTaguchi(1986),lossfunction,haveprescribeddifferenttechniquesandorganizationalrequirementsforeffectiveimplementationofTQM.TQM运动的起始于20世纪初期。20世纪20年代早期，休瓦特首先提出了统计过程控制(SPC)的概念，它用于检测大批量生产制造的产品的质量。随后，许多质量管理方面的大师和专家提出了多种理论：Crosby(1979),四项原则；Deming(1986)，戴明管理十四条；Feigenbaum(1993)，全面质量控制，Ishikawa(1985),质量控制圈；Juran(1988),质量三部曲；Taguchi(1986)，损失功能函数。这些已经成为TQM有效实施的技术规定和组织要求.TheevolutionofthequalityimprovementmovementisaconglomerationofvariousJapaneseandUSphilosophies,precepts,strategiesandapproaches.EventhoughtheJapanesefirsttooktheleadinsuccessfullyapplyingthestrategylaternamedTQMintheUSA,itisalsotruethatseveralAmericansarerecognizedinternationallyasthedriversbehindtheconcept.Thegenesisofmodernmanagement/administrativetheory(letalonequalitymanagement)haditsrootsinthemanufacturingmilieuandblossomedundertheauspicesofthemanufacturingstalwartsrightfromtheearly20thcenturywhenFredricW.Taylorin1911,introducedtheconceptofscientificmanagement.质量改进运动的演进是日本和美国不同哲学，训令，战略和方法的融合结果。尽管是日本人最初成功地应用了这种战略（随后由美国命名为TQM）,但确实美国人是国际公认的推动者。现代管理理论（包括质量管理理论）起源于制造环境。20世纪早期，自从泰勒于1911年提出科学管理理论，在制造业茁壮成长的预兆里，现代管理理论走向了繁荣与发展。Thisdevelopmentcanbeattributedtothefactthattheentireindustrialworldwaspredominantlymanufacturingorientedandundergoingarevolutionwithaprimefocusonassemblylines,massproductionmanufacturing,supplierpartnerships,just-in-time(JIT)productionandcellularmanufacturing,etc.Becauseofthesefactors,mostofthetechniquesandstrategiesofadministrativetheory,andnaturallyqualitymanagement,werequantitativeinnatureandtargetedtoaddresstheproblemsoftheproductionline.这个现象归因于以下事实：整个工业世界是以制造业为导向的，并且工业界正在历经一场变革，人们更加关注装配线，大批量生产制造，供应商关系，准时生产和单元制造等方面。因为这些因素，管理理论（包括质量管理）的大部份的技术和策略都是定量的，并且针对性地解决生产线上的问题。ThemanagementofserviceorganizationsandmarketingofserviceshasbeenaCinderellaamongtheorganizationalbehaviorandmarketingliteratureinthepast,incontrasttothemanagementofmanufacturingorganizationsandmarketingofgoods.Butwiththeblossomingoftheservicesectorinalmosteveryeconomy,qualityimperativesarenolongerthesoleconcernandprovinceofmanufacturing.Oflate,serviceprovidersarefacingthesamegroundrealitiesthatconfrontedtheirmanufacturingcounterpartsinthepast.过去，与制造业的管理和商品行销相比，服务业的管理和行销服务是组织行为和行销学中的灰姑娘。但是随着服务业在经济各个领域的繁荣，质量命令不再是制造业唯一的关心和主题了。最近，服务业正面临着他们的制造业同行所面临的基本事实.Thesubjectofqualitymanagementinmanufacturingindustryhasbeenamatterofgreatinterestandconcernforbusinessandacademiaalike.Severalworkshavethoroughlyinvestigatedthevariousdimensions,techniquesandorganizationalrequirementsforeffectiveimplementationofTQM.Thesedimensionsincludetopmanagementcommitmentandleadership,qualitypolicy,training,product/servicedesign,supplierqualitymanagement,processmanagement,qualitydataandreporting,employeerelations,workforcemanagement,customerfocus,customerinvolvement,benchmarking,SPC,employeeempowerment,employeeinvolvement,corporatequalitycultureandstrategicqualitymanagement.制造业的质量管理引起了商界和学术界广泛的关注。一些工厂为有效地实施TQM对不同的规模，技术和组织需求进行了彻底地调查。这些方面包括高层管理层的承诺，