TableofContents目錄Subject1:BackgroundofPerformanceExcellenceandBaldrigeAwardOverview主題1：業(yè)績(jī)卓越獎(jiǎng)背景以及波多里奇獎(jiǎng)概況Subject2:theCoreValueoftheBaldrigeModel主題2：波多里奇模式關(guān)鍵價(jià)值Subject3:OrganizationalProfileandOrganizationalChallenge主題3：組織介紹以及組織挑戰(zhàn)Subject4:TheCategories,Items,AreasandSpecificquestions主題4：類、條款、區(qū)域以及特殊問(wèn)題Subject5:Self-AssessmentandImprovementsBasedonBaldrigeCriteria主題5：基于波多里奇標(biāo)準(zhǔn)自我評(píng)定和改進(jìn)主題6：怎樣實(shí)施波多里奇獎(jiǎng)及怎樣編寫自評(píng)匯報(bào)2023/4/241醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第1頁(yè)Whatdoweintendtoachieveinthecourse?此次課程我們要到達(dá)目標(biāo)？（1）Wewanttoanswerthefollowingquestions:我們想回答以下問(wèn)題：Whatshallwedotoensurethelongtermsuccessofourbusiness? 我們應(yīng)該怎樣做才能確保商業(yè)長(zhǎng)久成功？WhatarethecontentsandmechanismsofBaldrigeAward? 波多里奇獎(jiǎng)內(nèi)容和評(píng)獎(jiǎng)機(jī)制是什么？DoesBaldrigeAwardprovidetheframeworkandcriteriaforalongtermsuccessfulbusiness? 波多里奇獎(jiǎng)是否為長(zhǎng)久成功商業(yè)提供了框架和方法？2023/4/242醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第2頁(yè)IsourorganizationreadytoutilizetheBaldrigeAward? 我們組織是否具備使用波多里奇獎(jiǎng)環(huán)境？HowtoimplementtheBaldrigeAwardcriteria? 怎樣實(shí)施波多里奇獎(jiǎng)標(biāo)準(zhǔn)？Howtocarryoutself-assessmentbasedonBaldrigeAwardCriteria? 怎樣基于波多里奇獎(jiǎng)標(biāo)準(zhǔn)進(jìn)行自評(píng)？怎樣編寫自評(píng)匯報(bào)？Whatdoweintendtoachieveinthecourse?此次課程我們要到達(dá)目標(biāo)？（2）2023/4/243醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第3頁(yè)Subject1主題1BackgroundofPerformanceExcellenceandBaldrigeAwardOverview業(yè)績(jī)卓越獎(jiǎng)背景以及波多里奇獎(jiǎng)概況2023/4/244醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第4頁(yè)TheFirstQualityAward最早質(zhì)量獎(jiǎng)（1）TheDemingPrize戴明獎(jiǎng)Dr.W.EdwardsDemingwasaU.S.statisticianwhotaughttheJapaneseaboutthebasicsofqualitycontrolin1950.AtthistimeJapanhadbeendevastatedbyWorldWarIIanditseconomywasinruins.Unskilledinthemethodsofmassproduction,Japanesefactorieswereturningoutinferiorproductsthatwerehardtosellatanyprice,andvirtuallyimpossibletoexport.YetJapandesperatelyneededexportrevenuesinordertopurchasefood.ThetechnicalknowledgethatDemingprovidedwasanimportantpartofthesolution. 威廉·愛(ài)德華·戴明博士是美國(guó)統(tǒng)計(jì)學(xué)家，他曾在1950年在日本講授質(zhì) 量控制基礎(chǔ)。那個(gè)時(shí)候日本正處于第2次世界后經(jīng)濟(jì)蕭條期。無(wú)大規(guī)模生產(chǎn)技術(shù)，使日本制造商生產(chǎn)出不論價(jià)格高低都賣不出低級(jí)產(chǎn)品，更談不上出口。不過(guò)日本迫切需要出口收入采購(gòu)食品。戴明提供技術(shù)知識(shí)是處理此種情況主要一部分。

2023/4/245醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第5頁(yè)Demingshowedgreatsympathyforthepredicamentofhishosts,forexamplebydonatingtheincomefromhislecturestotheUnionofJapaneseEngineersandScientists(JUSE).SowhenJUSEdecidedin1951toestablishanationalawardtopromotequalitymanagement,itwasnaturalthattheyshouldnameitforDr.Deming.ItbecamethestandardbywhichbusinessexcellencewasjudgedinJapanformorethan40years. 戴明對(duì)日本困境顯示了很大同情心，比如他將講課收入捐贈(zèng)給日本科學(xué)家與工程師聯(lián)合會(huì)（JUSE）。所以當(dāng)1951年JUSE決定建立提升質(zhì)量管理國(guó)家質(zhì)量獎(jiǎng)時(shí)，便以戴明博士名字命名。此獎(jiǎng)項(xiàng)現(xiàn)在被認(rèn)為是日本40多年來(lái)商業(yè)卓越方面最高獎(jiǎng)項(xiàng)。TheFirstQualityAward最早質(zhì)量獎(jiǎng)（2）2023/4/246醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第6頁(yè)TheEmergingofBaldrigeAward(1)

波多里奇獎(jiǎng)出現(xiàn)（1）Afterthe2nd.WorldWar,withthecomingofpeace,U.S.managementalmostovernightdiscardedtheveryqualitymanagementpracticesthathadhelpedmaketheindustrialwareffortsosuccessful.Themostprofitablestrategywasjusttokeeppumpinguptheproductionvolumesandignoreeverythingelse.ThusU.S.managementresolutelyignoredqualitymanagementforthenextthirtyyears.

第2次世界大戰(zhàn)后，戰(zhàn)爭(zhēng)停息，美國(guó)管理幾乎拋棄了全方面 質(zhì)量管理規(guī)范。最有利可圖策略就是只追求產(chǎn)量而忽略其它任何東西。 所以，在接下來(lái)30年內(nèi)，美國(guó)幾乎徹底忽略了質(zhì)量管理。2023/4/247醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第7頁(yè)Duringthesesamethreedecades,qualitymanagementtechniqueswereacornerstoneofJapan'seconomicmiracle,includingitsmajorpenetrationintomarketsaroundtheworld.ItisagainironicthatwhiletheU.S.A.discardedqualitymanagementandgaveitasanunintentionalgifttoJapan,itwastheJapanesewholaterbroughtitbackunintentionallytotheU.S.A.ThereawakeningofU.S.interestinqualityinthe1980'swaslargelyduetothedevastatingeffectofforeigncompetition.

在相同時(shí)期內(nèi)，質(zhì)量管理技術(shù)已經(jīng)成為日本經(jīng)濟(jì)奇跡以及日本向全球市場(chǎng)滲透基石。當(dāng)美國(guó)拋棄質(zhì)量管理并將其作為一份無(wú)心 禮品贈(zèng)予給日本，是日本又在以后將其回贈(zèng)給美國(guó)。1980年美國(guó)重新對(duì)質(zhì)量感興趣主要是因?yàn)橥鈬?guó)競(jìng)爭(zhēng)巨大影響。TheEmergingofBaldrigeAward(2)

波多里奇獎(jiǎng)出現(xiàn)（2）2023/4/248醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第8頁(yè)Bythemid1980'stherewaspanicinmanyquartersintheUSA.Foreigncompetitionseemedtobehavingitswayandnoonecouldfigureoutwhy,orhowtostoptherot.Allkindsofmadcaptheoriesand"solutions"werebeingdiscussed,inindustry,inthemediaandamongpoliticians.AtthistimeonlyarelativelyfewU.S.companiessuchasXeroxandFordhadfiguredoutwhattherealproblemwas—primarilypoormanagementpractices—andwerelearninghowtocleanuptheiractandfightback.

80年代中期，美國(guó)許多地方出現(xiàn)了經(jīng)濟(jì)恐慌。外國(guó)競(jìng)爭(zhēng)似乎為所欲為而且沒(méi)有些人知道怎樣應(yīng)對(duì)。全部荒謬?yán)碚摵汀疤幚矸桨浮倍荚诒恍袠I(yè)、媒體乃至政治家之間討論。此時(shí)，美國(guó)只有少數(shù)企業(yè)，比如施樂(lè)和福特領(lǐng)悟到真正問(wèn)題是——從根本上缺乏管理規(guī)范——并學(xué)習(xí)怎樣整理自己行為以及回?fù)?。TheEmergingofBaldrigeAward(3)

波多里奇獎(jiǎng)出現(xiàn)（3）2023/4/249醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第9頁(yè)Others,suchasGeneralMotorsdidn'tunderstandthisatall.GM'sresponsewasto"betthefarm"onastrategyofusingtechnologytoreplacepeople,whichprovedtobeadisastrous.Othercompaniesbecameconvincedthattheywerethevictimsof"dumping"andsoughtlegislationthatsimplyforcedmoreefficientforeigncompaniestoincreasetheirmarginsbychargingU.S.customersmore. 其它企業(yè)，比如通用企業(yè)根本不了解這一舉措，通用企業(yè)反應(yīng)是使用技術(shù)取代人策略無(wú)疑是“把老本都賭上”，其后果是空前慘重。其它企業(yè)也確信他們是“傾銷”受害者，并尋求法律路徑向外國(guó)企業(yè)施壓，經(jīng)過(guò)控制更多本土用戶以增加他們收入。TheEmergingofBaldrigeAward(4)

波多里奇獎(jiǎng)出現(xiàn)（4）2023/4/2410醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第10頁(yè)Inthemidstofthisdebate,thosewhohadfollowedthespreadofqualitymanagementinAsia—anditsdeclineintheU.S.A.—knewthatthisknowledgegapwasasignificantpartoftheproblem.FollowingtheexampleoftheDemingPrize,variousattemptsweremadetocreateaU.S.nationalqualityawardasatooltoraiseawarenessandpromotethesharingofknowledge.TherewasevenaprivatebilldraftedforCongresstoestablishsuchanaward,buttheseeffortsgotnowhere.

在爭(zhēng)論過(guò)程中，那些曾參加質(zhì)量管理在亞洲發(fā)展進(jìn)程——同時(shí)在美國(guó)衰落——這一過(guò)程人確信知識(shí)差異是最大問(wèn)題。仿照戴明獎(jiǎng)實(shí)例，美國(guó)開(kāi)始做出各種嘗試，以建立美國(guó)國(guó)家質(zhì)量獎(jiǎng)，作為一個(gè)提升意識(shí)以及推進(jìn)知識(shí)共享工具。甚至為國(guó)會(huì)起草了一份司法法案以建立此獎(jiǎng)項(xiàng)，但這些努力都毫無(wú)結(jié)果。TheEmergingofBaldrigeAward(5)

波多里奇獎(jiǎng)出現(xiàn)（5）2023/4/2411醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第11頁(yè)Thenin1988MalcolmBaldrige,theSecretaryofCommerceandafriendofReagan,wasfatallyinjuredinarodeoaccident.Seizingtheopportunitycreatedbythistragedy,thesupportersofthebillsuggestedtoReaganthattheawardwouldbeafittingmemorialto"Mac"Baldrige.Thelegislationwasquicklyrenamedandenacted.

1988年馬爾科姆·波多里奇，美國(guó)商務(wù)部長(zhǎng)，里根摯友，在一次競(jìng)技事故中不幸遇難。法案擁護(hù)者借此災(zāi)難之機(jī)會(huì)，向里根總統(tǒng)提議此獎(jiǎng)項(xiàng)是對(duì)“馬爾科姆”波多里奇適當(dāng)紀(jì)念。此立法很快就被重新命名和頒布。TheEmergingofBaldrigeAward(6)

波多里奇獎(jiǎng)出現(xiàn)（6）2023/4/2412醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第12頁(yè)ThustheMalcolmBaldrigeNationalQualityAwardcameintobeingthirty-sevenyearsafterthecreationoftheDemingPrizeinJapan.ThismarkedamilestoneinreawakeningoftheU.S.A.totheimportanceofmanagingqualityastheroutetohighproductivity,lowcosts,andmarketsuccess.

從而，在日本戴明獎(jiǎng)創(chuàng)建37年后，馬爾科姆·波多里奇國(guó)家質(zhì)量獎(jiǎng)?wù)Q生。這是美國(guó)質(zhì)量管理（高產(chǎn)量、低成本以及成功銷售畢經(jīng)之路）主要性意識(shí)再度覺(jué)醒里程碑。TheEmergingofBaldrigeAward(7)

波多里奇獎(jiǎng)出現(xiàn)（7）2023/4/2413醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第13頁(yè)TheBaldrigeAward波多里奇獎(jiǎng)(1)NationalInstituteofStandardsandTechnology(NIST),anagencyofU.S.DepartmentofCommerce,isresponsiblefortheBaldrigeNationalQualityAwardandProgram. 國(guó)家標(biāo)準(zhǔn)與技術(shù)協(xié)會(huì)（NIST），美國(guó)商業(yè)部門下屬機(jī)構(gòu)，負(fù)責(zé)波多里奇國(guó)家質(zhì)量獎(jiǎng)評(píng)獎(jiǎng)及方案。TheAmericanSocietyforQuality(ASQ)assistsinadministeringtheAwardProgramundercontracttoNIST. 美國(guó)質(zhì)量學(xué)會(huì)（ASQ）按照與NIST協(xié)議幫助評(píng)獎(jiǎng)方案執(zhí)行工作。ThecontentsofBaldrigeAwardareup-datedannuallyalongwithacomprehensivecasestudyissuedbyNIST. 波多里奇獎(jiǎng)內(nèi)容與NIST公布綜合案例研究一起每年更新。2023/4/2414醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第14頁(yè)ThePurposesofBaldrigeAward

波多里奇獎(jiǎng)目標(biāo)（1）TheCriteriaarethebasisfororganizationalself-assessments,formakingAwards,andforgivingfeedbacktoapplicants.

本標(biāo)準(zhǔn)是組織自評(píng)、參加評(píng)獎(jiǎng)以及對(duì)申請(qǐng)者反饋依據(jù)。2023/4/2415醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第15頁(yè)2. TheCriteriahavethreeimportantrolesinstrengtheningU.S.“competitiveness”:本標(biāo)準(zhǔn)在加強(qiáng)美國(guó)“競(jìng)爭(zhēng)力”中有三項(xiàng)主要職責(zé)：

- tohelpimproveorganizationalperformancepractices,capabilities,andresults 幫助提升組織業(yè)績(jī)規(guī)范、能力和結(jié)果

- tofacilitatecommunicationandsharingofbestpracticesinformationamongU.S.organizationsofalltypes

推進(jìn)美國(guó)全部組織間最正確作法信息溝通和共享- toserveasaworkingtoolforunderstandingandmanagingperformanceandforguidingorganizationalplanningandopportunitiesforlearning 作為了解和管理業(yè)績(jī)、指導(dǎo)組織策劃和學(xué)習(xí)機(jī)會(huì)工具。ThePurposesofBaldrigeAward

波多里奇獎(jiǎng)目標(biāo)（2）2023/4/2416醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第16頁(yè)TheGoalsofBaldrigeAward

波多里奇獎(jiǎng)目標(biāo)TheCriteriaaredesignedtohelporganizationsuseanintegratedapproachtoorganizationalperformancemanagementthatresultsin設(shè)計(jì)本標(biāo)準(zhǔn)是為了幫助組織使用一個(gè)整合方法進(jìn)行組織業(yè)績(jī)管理，從而：-deliveryofever-improvingvaluetocustomers,不停提升向用戶交付價(jià)值-contributingtomarketplacesuccess

貢獻(xiàn)于成功市場(chǎng)開(kāi)拓-improvementofoverallorganizationaleffectivenessandcapabilities整個(gè)組織有效性和能力提升-organizationalandpersonallearning組織以及個(gè)人學(xué)習(xí)2023/4/2417醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第17頁(yè)DoesBaldrigeAwardWork?

波多里奇獎(jiǎng)有效嗎？Ahypotheticalsumwasinvestedineachofthe1990-1999,publicly-tradedBaldrigeAwardrecipient‘scommonstock,intheyeartheyappliedfortheAward.TheinvestmentwastrackedfromthefirstbusinessdayofthemonthfollowingtheannouncementoftheAwardrecipientsthroughDecember1,.$1,000wasinvestedineachwholecompany,andforsubsidiariesthesuminvestedwas$1,000multipliedbythepercentofthewholecompany‘semployeebasethesubunitrepresentedatthetimeofitsapplication.ThesametotaldollaramountwasinvestedintheStandard&Poor’s(S&P)500onthesameday.

假設(shè)總體在1990-1999年每一年都被投資，公開(kāi)交易波多里奇獎(jiǎng)取得者普通股，在他們申請(qǐng)獎(jiǎng)項(xiàng)那一年。從第一個(gè)交易日開(kāi)始跟蹤，到獎(jiǎng)項(xiàng)取得后公告，一直到212月1日。每一個(gè)完整企業(yè)投資1000美元，分企業(yè)按照企業(yè)員工百分比。2023/4/2418醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第18頁(yè)獎(jiǎng)項(xiàng)申請(qǐng)者1990-1999公開(kāi)交易現(xiàn)場(chǎng)訪問(wèn)評(píng)審獎(jiǎng)項(xiàng)申請(qǐng)者1990-1999整個(gè)企業(yè)公開(kāi)交易現(xiàn)場(chǎng)訪問(wèn)評(píng)審在股票研究中包括獎(jiǎng)項(xiàng)接收者（在研究時(shí)候只包含公眾持有股。）2023/4/2419醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第19頁(yè)IsTQMdying?全方面質(zhì)量管理是否正在衰退？AstudyperformedbyK.B.KevinandV.R.SinghaltolinkTQMtobottom-linemeasuresofperformance. 由K.B.Kevin和V.R.Singhal進(jìn)行研究將全方面質(zhì)量管理與業(yè)績(jī)底線測(cè)量相聯(lián)絡(luò)。600companieswhohaveeffectivelyimplementedTQMareselected.Companieswith:選擇了600家有效實(shí)施全方面質(zhì)量管理企業(yè)。他們：Focusingoncustomersatisfaction,以用戶滿意為中心，Encouragingemployeeinvolvement,勉勵(lì)全員參加，Continuousimprovementwellaccepted,practiced,anddeployed,接收、進(jìn)行并堅(jiān)持連續(xù)改進(jìn)，Winingofsometypesofqualityaward.成功取得一些質(zhì)量獎(jiǎng)項(xiàng)。2023/4/2420醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第20頁(yè)獎(jiǎng)項(xiàng)取得者股票與對(duì)比性有價(jià)證券比較股票組合獎(jiǎng)項(xiàng)取得者股票性能價(jià)格比與不一樣對(duì)比性有價(jià)證券比較2023/4/2421醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第21頁(yè)金融業(yè)績(jī)與對(duì)比性企業(yè)比較業(yè)績(jī)測(cè)量獎(jiǎng)項(xiàng)取得者對(duì)比性企業(yè)營(yíng)業(yè)收入銷售額總資產(chǎn)員工銷售收益率資產(chǎn)收益率獎(jiǎng)項(xiàng)取得者以及對(duì)比企業(yè)在實(shí)施TQM之后平均業(yè)績(jī)百分?jǐn)?shù)比較2023/4/2422醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第22頁(yè)小企業(yè)與大企業(yè)比較業(yè)績(jī)測(cè)量小企業(yè)大企業(yè)取得獎(jiǎng)項(xiàng)小企業(yè)與大企業(yè)之間業(yè)績(jī)平均百分?jǐn)?shù)之間比較2023/4/2423醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第23頁(yè)低資本與高資本集約度比較業(yè)績(jī)測(cè)量低資本集約度高資本集約度低資本和高資本集約度獲獎(jiǎng)?wù)咧g平均業(yè)績(jī)百分?jǐn)?shù)比較2023/4/2424醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第24頁(yè)業(yè)績(jī)獲獎(jiǎng)?wù)邔?duì)比企業(yè)時(shí)間獎(jiǎng)項(xiàng)完整管理體系實(shí)施實(shí)施階段實(shí)施后2023/4/2425醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第25頁(yè)測(cè)量合作人和團(tuán)體實(shí)施STAR提議合作人滿意職業(yè)生涯機(jī)會(huì)設(shè)置用戶和市場(chǎng)相關(guān)方滿意收入增加市場(chǎng)份額過(guò)程改進(jìn)按時(shí)服務(wù)當(dāng)日服務(wù)每小時(shí)生產(chǎn)數(shù)量股東和社團(tuán)慈善活動(dòng)2023/4/2426醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第26頁(yè)TheEvolutionandContinuousImprovementoftheBaldrigeAward(1)

波多里奇獎(jiǎng)發(fā)展和連續(xù)改進(jìn)（1）Originallycreatedbyleadersinthefield 最初由質(zhì)量界領(lǐng)導(dǎo)者創(chuàng)建，Basedonevolvingchallenges,continuouslyshortlistkeyrequirementsforlongtermsuccess 基于企業(yè)不停面臨新挑戰(zhàn)，整理更新能使企業(yè)長(zhǎng)久成功關(guān)鍵要求。Integrateandimprovelinkagebetweenstrategy,process,andresults 戰(zhàn)略、過(guò)程和結(jié)果聯(lián)絡(luò)整合和改進(jìn)Increaseapplicability;supportmoreusersoftheCriteria 增強(qiáng)適用性；支持更多用戶。2023/4/2427醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第27頁(yè)GurusofPerformanceExcellence

業(yè)績(jī)卓越權(quán)威業(yè)績(jī)改進(jìn)全部方法文化活動(dòng)業(yè)績(jī)概念過(guò)程管理以事實(shí)為基礎(chǔ)分析統(tǒng)計(jì)思想測(cè)量（Deming）遠(yuǎn)景和價(jià)值領(lǐng)導(dǎo)力激情追求卓越人員（Peters）逐項(xiàng)改進(jìn)策劃/組織嚴(yán)格分析（Juran）質(zhì)量標(biāo)準(zhǔn)全員參加管理體系和方針計(jì)劃文化改變（Crosby）2023/4/2428醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第28頁(yè)TheEvolutionandContinuousImprovementoftheBaldrigeAward(2)

波多里奇獎(jiǎng)發(fā)展和連續(xù)改進(jìn)（2）NewChallenges(identifiedfor):新挑戰(zhàn)（確定）：opennessandtransparencyingovernanceandethics; 企業(yè)治理和道德行為公開(kāi)和透明theneedtocreateaddedvalueforcustomersandthebusiness 需要為用戶和商業(yè)創(chuàng)造增值價(jià)值thechallengesofrapidinnovationandcapitalizingonyourknowledgeassets快速創(chuàng)新以及將組織知識(shí)資產(chǎn)轉(zhuǎn)化成資本挑戰(zhàn)Globalization全球化Corporatesocialresponsibility(sustainability) 企業(yè)社會(huì)責(zé)任（連續(xù)發(fā)展）2023/4/2429醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第29頁(yè)TheEvolutionandContinuousImprovementoftheBaldrigeAward(3)

波多里奇獎(jiǎng)發(fā)展和連續(xù)改進(jìn)（3）Increaseapplicability增加適用性:InitialFocus:BigManufacturing最初關(guān)注：大型制造業(yè)BusinessExpansion:Service/SmallBusiness 業(yè)務(wù)擴(kuò)張：服務(wù)/小型商業(yè)Education教育HealthCare健康保健Future:Non-profitOrganization/Government 未來(lái)：非盈利性組織/政府2023/4/2430醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第30頁(yè)TheBaldrigeModel波多里奇模式ThreeComponents:三個(gè)組成部分：11CoreValues11個(gè)關(guān)鍵價(jià)值Criteria:標(biāo)準(zhǔn)OrganizationalProfile(DescriptionandChallenges)組織介紹（描述和挑戰(zhàn)）7“Categories”,19“Items”,32“Areas”toaddress,87SpecificQuestions(CIA)包括到7大類、19項(xiàng)、32個(gè)領(lǐng)域，87個(gè)特殊問(wèn)題（CIA）.GlossaryofKeyTerms主要術(shù)語(yǔ)表“Category”and“Item”Descriptions”類”和“項(xiàng)目”描述TheScoringSystem計(jì)分系統(tǒng)Process過(guò)程(6Categories-550Points)Results結(jié)果(1Category-450Points)2023/4/2431醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第31頁(yè)TheCriteriaStructure標(biāo)準(zhǔn)結(jié)構(gòu)更明確2023/4/2432醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第32頁(yè)TheBaldrigeModelforaworld-classmanagementsystem

波多里奇世界一流管理體系模式

Builtoncorevalues依據(jù)關(guān)鍵價(jià)值建立

Responsivetotheuniquenessofanyorganization響應(yīng)組織獨(dú)特 性(OrganizationalProfile組織介紹)

Structuredframework-withlinkages-drives 相互聯(lián)絡(luò)、相互推進(jìn)結(jié)構(gòu)化框架 Forcesalignmentofplans,actions,resources 強(qiáng)制計(jì)劃、活動(dòng)、資源一貫化 Supportedby3-dimensionalassessmentprocessthat considersapproach,deployment,&results;aPDSAsystem of continuouscyclesofimprovement由考慮到方法、拓展以及結(jié)果 3維評(píng)定過(guò)程支持，連續(xù)改進(jìn)PDSA體系。2023/4/2433醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第33頁(yè)Stakeholders&stockholders利益相關(guān)方和股東Deming/CrosbyCustomers用戶Regulatorymandates法規(guī)要求Vision,Mission&Values遠(yuǎn)景、使命和價(jià)值觀Rewards&recognition獎(jiǎng)金和贊譽(yù)SPC統(tǒng)計(jì)過(guò)程控制Supplierquality供方質(zhì)量Re-engineering再造TQM全方面質(zhì)量管理PDSA策劃-實(shí)施-檢驗(yàn)-改進(jìn)過(guò)程模式Measures/metrics測(cè)量/度量CIPDOESub-optimized不優(yōu)化Generallynotcontinuous通常不連續(xù)Notfocused不關(guān)注Notaligned不調(diào)整波多里奇Goals&Objective目標(biāo)和目標(biāo)Randomactsofimprovement隨意改進(jìn)活動(dòng)2023/4/2434醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第34頁(yè)Goals&Objectives目標(biāo)和目標(biāo)Aligned一致性Focused重點(diǎn)性O(shè)ptimized優(yōu)化性Continuous連續(xù)性ToAlignedImprovements一致性改進(jìn)2023/4/2435醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第35頁(yè)Themechanismstoproduceresults

產(chǎn)生結(jié)果機(jī)制“經(jīng)營(yíng)”環(huán)境利益相關(guān)方期望選擇“經(jīng)營(yíng)”方向管理體系結(jié)果（主要業(yè)績(jī)）關(guān)鍵原因使命、目標(biāo)、戰(zhàn)略指導(dǎo)決議和行動(dòng)綜合機(jī)制組織結(jié)構(gòu)、技術(shù)、過(guò)程以及資源設(shè)計(jì)和整合關(guān)鍵價(jià)值與標(biāo)準(zhǔn)2023/4/2436醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第36頁(yè)CaseStudy案例研究1Whatarethekeyfactorsorrequirementsforanorganizationtoachievelongtermsuccess?組織到達(dá)長(zhǎng)久成功關(guān)鍵要素或要求是什么？

(10minutesindividualstudy,10minutesteamstudy,5minutesteampresentation)(單獨(dú)研究10分鐘，小組討論10分鐘，小組介紹5分鐘)

2023/4/2437醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第37頁(yè)

Subject主題2TheCoreValuesoftheBaldrigeModel波多里奇模式關(guān)鍵價(jià)值2023/4/2438醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第38頁(yè)11corevaluesarethefoundationofthecriteria

11個(gè)關(guān)鍵價(jià)值是標(biāo)準(zhǔn)基礎(chǔ)“Required”forWorldClassPerformance

是世界一流業(yè)績(jī)所必需Cross-Cutting橫貫性RoleModelAttributes模范特征Visionaryleadership遠(yuǎn)見(jiàn)性領(lǐng)導(dǎo)力Customer-DrivenExcellence用戶驅(qū)動(dòng)卓越OrganizationalandpersonalLearning組織和個(gè)人學(xué)習(xí)ValuingEmployeesandPartners重視員工和合作方Agility靈活性FocusontheFuture關(guān)注未來(lái)ManagingforInnovation創(chuàng)新管理ManagementbyFact基于事實(shí)管理SocialResponsibility社會(huì)責(zé)任FocusonResultsandCreatingValue關(guān)注結(jié)果和創(chuàng)造價(jià)值SystemsPerspective系統(tǒng)性2023/4/2439醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第39頁(yè)Definitions定義Values價(jià)值 Theterm“values”referstotheguidingprinciplesand/orbehaviorsthatembodyhowyourorganizationanditspeopleareexpectedtooperate.Valuesreflectandreinforcethedesiredcultureoftheorganization.Valuessupportandguidethedecisionmakingofeveryemployee,helpingtheorganizationtoaccomplishitsmissionandattainitsvisioninanappropriatemanner. 術(shù)語(yǔ)“價(jià)值”是指：表述期望組織及其人員怎樣運(yùn)作指導(dǎo)標(biāo)準(zhǔn)和/或行為。價(jià)值能夠反應(yīng)并加強(qiáng)組織期望文化。價(jià)值能夠支持并指導(dǎo)員工決議，以幫助組織以一個(gè)適當(dāng)方法完成其使命，并到達(dá)其遠(yuǎn)景目標(biāo)。2023/4/2440醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第40頁(yè)CoreValuesoftheBaldrigeModel

波多里奇關(guān)鍵價(jià)值TheCoreValuesandconceptsareembedded“Beliefs”and“behaviors”foundinhigh-performanceorganizations.

在高業(yè)績(jī)組織中，關(guān)鍵價(jià)值及概念表達(dá)在“信念”與“行為”中。TheCoreValuesandConceptsareinterrelatedtooneanother,theyshouldbeappliedinanintegratedmanner.

關(guān)鍵價(jià)值和概念是彼此相關(guān)，他們應(yīng)該以一個(gè)整合方式加以應(yīng)用。TheCoreValuesareembodiedinsevenCategories. 關(guān)鍵價(jià)值是7大類詳細(xì)表達(dá)。2023/4/2441醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第41頁(yè)TheCoreValuesarepresentedwiththreecomponentsinthecriteriaimplicitly.

在標(biāo)準(zhǔn)中關(guān)鍵價(jià)值以3部分表述：ThemeaningsoftheCoreValues關(guān)鍵價(jià)值含義ThepurposesorthebenefitsoftheCoreValues關(guān)鍵價(jià)值目標(biāo)和益處Suggestionsorexamplesonhowtodoit.

關(guān)鍵價(jià)值怎樣實(shí)施提議或?qū)嵗鼵oreValuesoftheBaldrigeModel

波多里奇關(guān)鍵價(jià)值2023/4/2442醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第42頁(yè)VisionaryLeadership遠(yuǎn)見(jiàn)性領(lǐng)導(dǎo)力（1）Anorganization’sseniorleadersshould組織高層領(lǐng)導(dǎo)應(yīng)：setdirectionsandcreateacustomerfocus,clearandvisiblevalues,andhighexpectations.Thedirections,values,andexpectationsshouldbalancetheneedsofallyourstakeholders.

建立方向，價(jià)值和期望應(yīng)在相關(guān)方不一樣要求中取得平衡。ensurethecreationofstrategies,systems,andmethodsforachievingexcellence,stimulatinginnovationandbuildingknowledgeandcapabilities.

確保策略、體系和方法建立，以到達(dá)業(yè)績(jī)卓越、刺激創(chuàng)新并構(gòu)建知識(shí)和能力。2023/4/2443醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第43頁(yè)shouldinspireandmotivateentireworkforceandshouldencourageallemployeestocontribute,todevelopandlearn,tobeinnovative,andtobecreative. 應(yīng)該鼓舞并激發(fā)全體員工，并應(yīng)鼓舞全部員工貢獻(xiàn)、發(fā)展以及學(xué)習(xí)、創(chuàng)新。Seniorleadersshouldberesponsibletoyourorganization’sgovernancebodyfortheiractionsandperformance. 高層領(lǐng)導(dǎo)應(yīng)該為企業(yè)活動(dòng)及業(yè)績(jī)向治理機(jī)構(gòu)負(fù)責(zé)。VisionaryLeadership遠(yuǎn)見(jiàn)性領(lǐng)導(dǎo)力（1）2023/4/2444醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第44頁(yè)Seniorleadersshouldserveasrolemodelsthroughtheirethicalbehaviorandtheirpersonalinvolvementinplanning,communications,coaching,developmentoffutureleaders,reviewoforganizationalperformance,andemployeerecognition. 高層領(lǐng)導(dǎo)應(yīng)起模范帶頭作用，比如在道德行為方面、并要親自參加計(jì)劃溝通、指導(dǎo)、發(fā)展未來(lái)接班人、評(píng)審組織業(yè)績(jī)、員工賞識(shí)。VisionaryLeadership遠(yuǎn)見(jiàn)性領(lǐng)導(dǎo)力（2）2023/4/2445醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第45頁(yè)CustomerDrivenExcellence

用戶驅(qū)動(dòng)卓越（1）Customer-drivenexcellenceisthusastrategicconcept.Itisdirectedtowardcustomerretentionandloyalty,marketsharegain,andgrowth.Itdemandsconstantsensitivitytochangingandemergingcustomerandmarketrequirementsandtothefactorsthatdrivecustomersatisfactionandloyalty.

用戶驅(qū)動(dòng)卓越是一個(gè)戰(zhàn)略概念。定位于用戶保持和忠誠(chéng)度，市場(chǎng)份額取得及增加。它需要對(duì)用戶與市場(chǎng)需求改變和更新，以及怎樣使用戶滿意和忠誠(chéng)原因連續(xù)保持高度敏感。2023/4/2446醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第46頁(yè)

Itdemandanticipatingchangesinthemarketplace.Therefore,customer-drivenexcellencedemandsawarenessofdevelopmentsintechnologyandcompetitors’offerings,aswellasrapidandflexibleresponsetocustomerandmarketchanges. 需要預(yù)測(cè)市場(chǎng)改變。所以，用戶驅(qū)動(dòng)卓越需要知曉技術(shù)發(fā)展以及競(jìng)爭(zhēng)者優(yōu)勢(shì)，同時(shí)要快速靈活響應(yīng)用戶和市場(chǎng)改變。CustomerDrivenExcellence

用戶驅(qū)動(dòng)卓越（2）2023/4/2447醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第47頁(yè)OrganizationalandPersonalLearning

組織和個(gè)人學(xué)習(xí)（1）

Achievingthehighestlevelsofbusinessperformancerequiresawell-executedapproachtoorganizationalandpersonallearning.Organizationallearningincludesbothcontinuousimprovementofexistingapproachesandadaptationtochange,leadingtonewgoalsand/orapproaches.Learningneedstobeembeddedinthewayyourorganizationoperates.Thismeansthatlearning(1)isaregularpartofdailywork;

到達(dá)經(jīng)營(yíng)業(yè)績(jī)最高水平需要組織和個(gè)人執(zhí)行一個(gè)好學(xué)習(xí)方法。組織學(xué)習(xí)既包含現(xiàn)有方法連續(xù)改進(jìn)也包含采取新方法。學(xué)習(xí)需要貫通于組織經(jīng)營(yíng)過(guò)程中。這就意味著學(xué)習(xí)（1）是日常工作一部分；2023/4/2448醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第48頁(yè)(2)ispracticedatpersonal,workunit,andorganizationallevels;(3)resultsinsolvingproblemsattheirsource(“rootcause”);(4)isfocusedonsharingknowledgethroughoutyourorganization;and(5)isdrivenbyopportunitiestoeffectsignificantchangeandtodobetter.Sourcesforlearningincludeemployees’ideas,researchanddevelopment(R&D),customers’input,bestpracticesharing,andbenchmarking.(2)在個(gè)人、工作單元以及組織層實(shí)施；(3)使問(wèn)題從根本上（根源）得以處理；(4)在整個(gè)組織內(nèi)到達(dá)知識(shí)共享；以及(5)由有意義改進(jìn)機(jī)會(huì)所驅(qū)動(dòng)。學(xué)習(xí)起源包含員工意見(jiàn)，研究與開(kāi)發(fā)、用戶輸入、最正確通例分享以及標(biāo)桿。OrganizationalandPersonalLearning

組織和個(gè)人學(xué)習(xí)（2）2023/4/2449醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第49頁(yè)ValuingemployeesandPartners

重視員工與合作方（1）Anorganization’ssuccessdependsincreasinglyontheknowledge,skills,creativity,andmotivationofitsemployeesandpartners. 組織成功取決于員工及合作方日益增加知識(shí)、技能、創(chuàng)造力以及動(dòng)力。Valuingemployeesmeanscommittingtotheirsatisfaction,development,andwell-being.Increasingly,thisinvolvesmoreflexible,high-performanceworkpracticestailoredtoemployeeswithdiverseworkplaceandhomelifeneeds. 重視員工意味著要對(duì)員工滿意、發(fā)展以及福利負(fù)責(zé)。伴隨時(shí)間發(fā)展，可能包含為不一樣工作場(chǎng)所及家庭生活需求員工定制更靈活、業(yè)績(jī)更高工作通例。2023/4/2450醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第50頁(yè)Externalpartnershipsmightbewithcustomers,suppliers,andeducationorganizations.Strategicpartnershipsoralliancesareincreasinglyimportantkindsofexternalpartnerships.Suchpartnershipsmightofferentryintonewmarketsorabasisfornewproductsorservices.Also,partnershipsmightpermittheblendingofyourorganization’scorecompetenciesorleadershipcapabilitieswiththecomplementarystrengthsandcapabilitiesofpartners.

外部合作方可能是用戶、供方、以及教育培訓(xùn)組織。戰(zhàn)略搭檔或聯(lián)盟也日益成為主要外部合作方。這類合作關(guān)系可能提供新市場(chǎng)入口或者新產(chǎn)品或服務(wù)基礎(chǔ)。而且，合作能夠由合作方力量和能力補(bǔ)充組織關(guān)鍵能力或領(lǐng)導(dǎo)能力。ValuingEmployeesandPartners

重視員工與合作方（2）2023/4/2451醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第51頁(yè)Agility靈活性（1）Successingloballycompetitivemarketsdemandsagility—acapacityforrapidchangeandflexibility.Businessesfaceever-shortercyclesfortheintroductionofnew/improvedproductsandservices,aswellasforfasterandmoreflexibleresponsetocustomers.在全球競(jìng)爭(zhēng)市場(chǎng)成功需要靈活—一個(gè)快速改變和適應(yīng)能力。商業(yè)經(jīng)營(yíng)經(jīng)常需要短期內(nèi)實(shí)現(xiàn)產(chǎn)品/服務(wù)更新和改良，同時(shí)還需要更加快、更靈活響應(yīng)用戶。2023/4/2452醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第52頁(yè)Allaspectsoftimeperformancenowaremorecritical,andcycletimehasbecomeakeyprocessmeasure.Otherimportantbenefitscanbederivedfromthisfocusontime;Timeimprovementsoftendrivesimultaneousimprovementsinorganization,quality,cost,andproductivity.時(shí)間業(yè)績(jī)?nèi)刻卣鞫挤浅ｊP(guān)鍵，而且周期已經(jīng)成為過(guò)程測(cè)量關(guān)鍵指標(biāo)。其它主要優(yōu)勢(shì)也可能源自于對(duì)時(shí)間關(guān)注；時(shí)間改進(jìn)經(jīng)常會(huì)同時(shí)驅(qū)動(dòng)組織、質(zhì)量、成本和產(chǎn)量改進(jìn)。Agility靈活性（2）2023/4/2453醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第53頁(yè)SuccessorFailure?成功或失??？（1）Strategicframesbecomeblinders. Strategicframesshapehowmanagersviewtheirbusiness;theyhelpmanagersstayfocused.Buttheseframescanalsoblindmanagerstonewoptionsandopportunities. 戰(zhàn)略框架成為障礙物 戰(zhàn)略框架表達(dá)管理者怎樣察看他們業(yè)務(wù)；他們幫助管理者對(duì)業(yè)務(wù)保持關(guān)注，不過(guò)這些框架也可能妨礙管理者發(fā)覺(jué)新項(xiàng)目和機(jī)會(huì)。2023/4/2454醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第54頁(yè)EXAMPLE實(shí)例: Aftersevendecadesofuninterruptedgrowth,FirestonereignedsupremeintheU.S.tireindustryinthe1970s.ThenMichelinintroducedthesaferandmoreeconomicalradialtire.FirestonecompetedwithMichelinhead-to-headinEurope,butwasblindtothethreattoitscoreU.S.market,andsocontinuedtoproduceconventionaltiresonly.Firestonelostsignificantmarketshareandwasacquiredadecadelater.

在連續(xù)發(fā)展70年后，火石輪胎在1970年代美國(guó)輪胎業(yè)占絕對(duì)優(yōu)勢(shì)地位。以后米其林引入了更安全更經(jīng)濟(jì)輻射狀輪胎?；鹗跉W洲與米其林展開(kāi)了競(jìng)爭(zhēng)，不過(guò)卻忽略了對(duì)其關(guān)鍵美國(guó)市場(chǎng)威脅，所以繼續(xù)生產(chǎn)傳統(tǒng)輪胎?；鹗該p失了經(jīng)過(guò)辛勞努力得來(lái)重大市場(chǎng)份額而最終被其它企業(yè)吞并。SuccessorFailure?成功或失??？（2）2023/4/2455醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第55頁(yè)MomentumofSuccess?成功動(dòng)力？Everyorganization,eventheBaldrigeAwardwinners,gothroughtoughtimesandfacenewchallenges.Noorganizationcangetcomfortableandrelyonthemomentumofsuccess. 每個(gè)組織，即使是波多里奇獎(jiǎng)取得者，也都要面臨新挑戰(zhàn)及艱難時(shí)刻。任何組織都不能依賴過(guò)去成功動(dòng)力而松懈。18visionarycompaniesthathadconsistentlyoutperformedtheirpeersbetween1950and1990assingledoutinthebest-seller”BuilttoLast”toberolemodels.Butoverthelasttenyears,just6ofthesecompaniesoutperformtheDowJonesIndustrialAverage. “BuilttoLast”書中研究1950年到1990年間，連續(xù)在同類企業(yè)中處于優(yōu)越地位18家模范型企業(yè)。不過(guò)在最近十年，這些企業(yè)中只有6家比道瓊斯指數(shù)表現(xiàn)優(yōu)良。2023/4/2456醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第56頁(yè)FocusontheFuture關(guān)注未來(lái)（1）Intoday’scompetitiveenvironment,afocusonthefuturerequiresunderstandingandplanningtheshort-andlonger-termfactorsthataffectyourbusinessandmarketplace.Pursuitofsustainablegrowthandmarketleadershiprequiresastrongfutureorientationandawillingnesstomakelong-termcommitmentstokeystakeholders—yourcustomers,employees,suppliersandpartners,stockholders,thepublic,andyourcommunity.

在今天競(jìng)爭(zhēng)環(huán)境下，對(duì)未來(lái)重視需要對(duì)影響經(jīng)營(yíng)和市場(chǎng)長(zhǎng)、短期原因了解并進(jìn)行策劃。連續(xù)發(fā)展以及市場(chǎng)領(lǐng)導(dǎo)力追求需要強(qiáng)有力未來(lái)定位和信念，以實(shí)現(xiàn)對(duì)關(guān)鍵利益相關(guān)方(用戶、員工、供方和合作方、股東、公眾以及社團(tuán))承諾。2023/4/2457醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第57頁(yè)Afocusonthefutureincludesdevelopingemployeesandsuppliers,creatingopportunitiesforinnovation,andanticipatingpublicresponsibilities.

重視未來(lái)還包含發(fā)展員工和供方、創(chuàng)造創(chuàng)新機(jī)會(huì)并預(yù)計(jì)公共責(zé)任。FocusontheFuture關(guān)注未來(lái)（2）2023/4/2458醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第58頁(yè)Innovationmeansmakingmeaningfulchangetoimproveanorganization’sproducts,services,andprocessesandtocreatenewvaluefortheorganization’sstakeholders.Innovationshouldleadyourorganizationtonewdimensionsofperformance.(asmeasurementofbusinessresults)

創(chuàng)新意味著做出有意義更改，以改進(jìn)組織產(chǎn)品、服務(wù)、及過(guò)程，而且要為組織利益相關(guān)方創(chuàng)造新價(jià)值。 創(chuàng)新應(yīng)該引導(dǎo)組織取得新業(yè)績(jī)進(jìn)展。（當(dāng)測(cè)量經(jīng)營(yíng)結(jié)果時(shí)候）。ManagingforInnovation創(chuàng)新管理（1）2023/4/2459醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第59頁(yè)ManagingforInnovation創(chuàng)新管理（2）Innovationisnolongerstrictlythepurviewofresearchanddevelopmentdepartments;innovationisimportantforallaspectsofyourbusinessandallprocesses.Organizationsshouldbeledandmanagedsothatinnovationbecomespartofthecultureandisintegratedintodailywork.

創(chuàng)新不再僅限于研究和開(kāi)發(fā)部門范圍；創(chuàng)新對(duì)于經(jīng)營(yíng)和全部過(guò)程全部方面都是主要。應(yīng)該引導(dǎo)并控制組織，方便將創(chuàng)新變成其文化一部分，并將創(chuàng)新融合到日常工作中。2023/4/2460醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第60頁(yè)WhatistheMarketValue?什么是市場(chǎng)價(jià)值？IntangibleAssets無(wú)形資產(chǎn)TangibleAssets有形資產(chǎn)CustomerCapital(relationshipswithcustomersandsuppliers)用戶資產(chǎn)（與用戶和供方關(guān)系）Structuralcapital(patents,processes,database,network,brand,etc)結(jié)構(gòu)資產(chǎn)（專利、方法、數(shù)據(jù)、網(wǎng)絡(luò),品牌等）HumanCapital(theskillsandknowledgeofthepeople)人力資本（人技術(shù)和知識(shí)）TotalMarketValue總市場(chǎng)價(jià)值2023/4/2461醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第61頁(yè)KnowledgeandIntellectualCapitalModel

知識(shí)和智能資本模型Totalmarketvalue=Tangibleassets+Intangibleassets.總市場(chǎng)價(jià)值=有形資產(chǎn)+無(wú)形資產(chǎn)Intangibleassetsinclude:無(wú)形資產(chǎn)包含：HumanCapital(theskillsandknowledgeofthepeople) 人力資本（人技術(shù)和知識(shí)）Structuralcapital(patents,processes,database,network,etc.) 結(jié)構(gòu)型資產(chǎn)（專利、方法、數(shù)據(jù)、網(wǎng)絡(luò)等）CustomerCapital(relationshipswithcustomersandsuppliers) 用戶資產(chǎn)（與用戶和供方關(guān)系）StakeholderCapital(relationshipsandreputationwithcommunity,investors,authorities,etc.) 利益相關(guān)者資產(chǎn)（與公共社團(tuán)、投資者以及權(quán)威機(jī)構(gòu)關(guān)系和聲譽(yù)） (successfulfactorof:athree-starrestaurant,BurgerKing,asmalllocalrestaurant)（三星級(jí)餐館、BurgerKing、小地域餐館成功原因）2023/4/2462醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第62頁(yè)KnowledgeandIntellectualCapitalModel

知識(shí)和腦力資本模型Substituteknowledgeassetsforexpensivephysicalassets. 用知識(shí)資產(chǎn)取代昂貴實(shí)物資產(chǎn)Ultimately,intellectualassetsaremoreimportantthananyother.Onlybymeansofknowledgecancompaniesdifferentiatefromcompetitors.Theothersourcesofcompetitiveadvantage-accesstocapital,materials,markets,equipment-areeasytoduplicate. 基本上，腦力資產(chǎn)比其它任何資產(chǎn)都主要。只有依靠知識(shí)才能使企業(yè)區(qū)分于競(jìng)爭(zhēng)者。競(jìng)爭(zhēng)優(yōu)勢(shì)其它資源——有權(quán)使用資產(chǎn)、材料、市場(chǎng)、設(shè)備——都很輕易被模仿。2023/4/2463醫(yī)療行業(yè)業(yè)績(jī)卓越獎(jiǎng)及波多里奇獎(jiǎng)第63頁(yè)

UsingdetailedfiguresfromSixSigmaprogram,GEtracksproductivitygaincamefromnewequipment(spendingmoney)and/ornewidea(fromthinking).

使用6西格瑪中詳細(xì)數(shù)據(jù)，通用電氣企業(yè)追蹤依據(jù)新設(shè)備（花費(fèi)金錢）和/或新理念（源自于思想）而提升生產(chǎn)率百分比。

IntheEuropeanlightingbusiness,usedtobeadol