15.TotalQualityControl全面質(zhì)量管理Part1Introduction

Rightfromthedawnofhistory,peopleinallwalksoflifearoundtheglobehavebeenstrivingtosurviveinahighlycompetitiveword.Theindustrialscenarioisnodifferent.

Corporateexecutiveshavebeenworkingovertimetoachievebusinessexcellencebystrivingtofindsolutionstothoseproblemswhichhavedefeatedtheircounterpartsinotherpartsoftheglobe.Themessageisamplyclear:thegospelofglobalizationhascometooccupycenterstage.Thefocusonprice,whichhithertoruledthecompetition,hasshiftedtobothpriceandquality.

引言有史以來，全世界所有的人就在這個高度競爭的世界中奮斗。工業(yè)界也是如此。公司的主管們一直在努力尋求那些競爭對手應(yīng)付不了的問題的解決辦法，為了獲取事業(yè)成就而加班加點。大量的信息顯而易見地表露出:

全球化成為了世界的主流。歷來以價格作為的競爭焦點已經(jīng)轉(zhuǎn)變?yōu)榱藘r格和質(zhì)量。Today,customersaredemandingonqualityinproducts,servicesandinlife.Theyhavebecomeincreasinglydiscerningandhavestartedlookingforoptionsmoreintunewiththeirbasicneeds,requirementsandself-esteem.Infact,theyarepreparedtopayapremiumforaqualityproductorservice.Oneoftheapproachesthatseemstoprovidethesolutiontotheaforesaidchallengesisthemanagementphilosophyoftotalqualitymanagement

(TQM).現(xiàn)今，顧客對產(chǎn)品，服務(wù)甚至生活質(zhì)量的要求越來越高。他們已經(jīng)越來越具有洞察力。顧客開始以他們的基本需要，要求和自尊為基準(zhǔn)進(jìn)行選擇。事實上，他們樂意為有質(zhì)量保障的產(chǎn)品或服務(wù)進(jìn)行額外支出。而針對上述的挑戰(zhàn)的解決辦法之一就是全面質(zhì)量管理(TQM)

的管理哲學(xué)。TQMisanapproachforcontinuouslyimprovingthequalityofeveryaspectofbusinesslife,i.e.itisaever-endingprocessofimprovingforindividuals,groupsofpeopleandthewholeorganization.Itisanintegratedapproachandsetofpracticesthatemphasizes,interalia,managementcommitment,continuousimprovement,customerfocus,long-rangethinking,increasedemployeeinvolvementandteamwork,employeeempowerment,processmanagement,competitivebenchmarking,etc.TQM是一種對商業(yè)活動中所有方面的質(zhì)量進(jìn)行持續(xù)改進(jìn)的一種方法,也就是對個體、群體和整個的組織進(jìn)行改良的持續(xù)過程。它是一種綜合方法和實踐的運用，尤其重視高層管理承諾、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)隊合作、員工授權(quán)、流程管理、競爭標(biāo)桿管理等等方面。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運動的起始于20世紀(jì)初期。20世紀(jì)20年代早期，休瓦特首先提出了統(tǒng)計過程控制(SPC)的概念，它用于檢測大批量生產(chǎn)制造的產(chǎn)品的質(zhì)量。隨后，許多質(zhì)量管理方面的大師和專家提出了多種理論：Crosby(1979),四項原則；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；Taguchi(1986)，損失功能函數(shù)。這些已經(jīng)成為TQM有效實施的技術(shù)規(guī)定和組織要求.TheevolutionofthequalityimprovementmovementisaconglomerationofvariousJapaneseandUSphilosophies,precepts,strategiesandapproaches.EventhoughtheJapanesefirsttooktheleadinsuccessfullyapplyingthestrategylaternamedTQMintheUSA,itisalsotruethatseveralAmericansarerecognizedinternationallyasthedriversbehindtheconcept.Thegenesisofmodernmanagement/administrativetheory(letalonequalitymanagement)haditsrootsinthemanufacturingmilieuandblossomedundertheauspicesofthemanufacturingstalwartsrightfromtheearly20thcenturywhenFredricW.Taylorin1911,introducedtheconceptofscientificmanagement.質(zhì)量改進(jìn)運動的演進(jìn)是日本和美國不同哲學(xué)，訓(xùn)令，戰(zhàn)略和方法的融合結(jié)果。盡管是日本人最初成功地應(yīng)用了這種戰(zhàn)略（隨后由美國命名為TQM）,但確實美國人是國際公認(rèn)的推動者?，F(xiàn)代管理理論（包括質(zhì)量管理理論）起源于制造環(huán)境。20世紀(jì)早期，自從泰勒于1911年提出科學(xué)管理理論，在制造業(yè)茁壯成長的預(yù)兆里，現(xiàn)代管理理論走向了繁榮與發(fā)展。Thisdevelopmentcanbeattributedtothefactthattheentireindustrialworldwaspredominantlymanufacturingorientedandundergoingarevolutionwithaprimefocusonassemblylines,massproductionmanufacturing,supplierpartnerships,just-in-time(JIT)productionandcellularmanufacturing,etc.Becauseofthesefactors,mostofthetechniquesandstrategiesofadministrativetheory,andnaturallyqualitymanagement,werequantitativeinnatureandtargetedtoaddresstheproblemsoftheproductionline.這個現(xiàn)象歸因于以下事實：整個工業(yè)世界是以制造業(yè)為導(dǎo)向的，并且工業(yè)界正在歷經(jīng)一場變革，人們更加關(guān)注裝配線，大批量生產(chǎn)制造，供應(yīng)商關(guān)系，準(zhǔn)時生產(chǎn)和單元制造等方面。因為這些因素，管理理論（包括質(zhì)量管理）的大部份的技術(shù)和策略都是定量的，并且針對性地解決生產(chǎn)線上的問題。ThemanagementofserviceorganizationsandmarketingofserviceshasbeenaCinderellaamongtheorganizationalbehaviorandmarketingliteratureinthepast,incontrasttothemanagementofmanufacturingorganizationsandmarketingofgoods.Butwiththeblossomingoftheservicesectorinalmosteveryeconomy,qualityimperativesarenolongerthesoleconcernandprovinceofmanufacturing.Oflate,serviceprovidersarefacingthesamegroundrealitiesthatconfrontedtheirmanufacturingcounterpartsinthepast.過去，與制造業(yè)的管理和商品行銷相比，服務(wù)業(yè)的管理和行銷服務(wù)是組織行為和行銷學(xué)中的灰姑娘。但是隨著服務(wù)業(yè)在經(jīng)濟(jì)各個領(lǐng)域的繁榮，質(zhì)量命令不再是制造業(yè)唯一的關(guān)心和主題了。最近，服務(wù)業(yè)正面臨著他們的制造業(yè)同行所面臨的基本事實.Thesubjectofqualitymanagementinmanufacturingindustryhasbeenamatterofgreatinterestandconcernforbusinessandacademiaalike.Severalworkshavethoroughlyinvestigatedthevariousdimensions,techniquesandorganizationalrequirementsforeffectiveimplementationofTQM.Thesedimensionsincludetopmanagementcommitmentandleadership,qualitypolicy,training,product/servicedesign,supplierqualitymanagement,processmanagement,qualitydataandreporting,employeerelations,workforcemanagement,customerfocus,customerinvolvement,benchmarking,SPC,employeeempowerment,employeeinvolvement,corporatequalitycultureandstrategicqualitymanagement.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。一些工廠為有效地實施TQM對不同的規(guī)模，技術(shù)和組織需求進(jìn)行了徹底地調(diào)查。這些方面包括高層管理層的承諾，領(lǐng)導(dǎo)力，質(zhì)量方針，培訓(xùn)，產(chǎn)品/服務(wù)設(shè)計，供應(yīng)商質(zhì)量管理，流程管理，質(zhì)量數(shù)據(jù)和報告，員工關(guān)系，勞動力管理，以客戶為中心，顧客參與,標(biāo)桿管理,SPC，員工授權(quán)，員工參與，企業(yè)質(zhì)量文化和戰(zhàn)略質(zhì)量管理。Thesedimensionsare,inessence,toolsoftheintellectthatwereforgetintheadministrativetheory,temperedinmanufacturingqualitymanagementandthereforearenaturallyexpectedtobehonedtocuttingsharpnessinservicequalityimprovement.Percontra,thoughmostofthesedimensionsandothertechniquesandstrategiesproposedbyvarioustheoristsandpractitioners,startingfromthebirthofthemanufacturingbusiness,theyarenotacompleteyardstickforservicequalityimprovement.實質(zhì)上，這些方面是在管理理論中被遺忘的智能工具,調(diào)節(jié)了制造質(zhì)量管理，所以很自然的被寄予重望能將服務(wù)業(yè)質(zhì)量大大提升。但是，盡管從制造業(yè)開始以來，眾多理論家和實踐者都提出了這些方面的理論和相關(guān)的技術(shù)、戰(zhàn)略，但是它們都不能成為服務(wù)質(zhì)量改善的完全標(biāo)準(zhǔn)。Thereasoninghereisthatalthoughfromalogicalpointofviewmostofthedimensionsofmanufacturingqualitymanagementshouldnaturallyapplytoservices,thetransferabilityofmanufacturingqualitymanagementdimensionstoservicescallsforsomeserioussoul-searchingasservicesdifferfromthemanufactureofgoodsinanumberofdifferentways:Serviceintangibility,simultaneityofproduction,deliveryandconsumption,perishability,variabilityofexpectationsofthecustomersandtheparticipatoryroleofcustomersintheservicedelivery.因為，雖然從邏輯觀點看，制造質(zhì)量管理的大多方面自然是適用于服務(wù)業(yè)的,但是當(dāng)制造質(zhì)量管理應(yīng)用到服務(wù)業(yè)時，需要深刻理解兩個行業(yè)之間的不同:服務(wù)無形性，生產(chǎn)的同時性，輸出和消費，非持久性，顧客的需求變化和顧客的角色參與等。Part2Interestingly,theliteratureonTQMwithrespecttoservices,i.e.totalqualityservice(TQS),seemstobebereftofanintegrativeframeworkthatwillincludeallthecriticaldimensionsofTQSbyaddressingtheissueofpossibletransferabilityofmanufacturingqualitymanagementdimensionstoservices,andbyfocusingonthosedimensionsthatareuniquetoserviceorganizations.ThepresentstudyattemptstodevelopaconceptualmodelofTQSbycomparingandcontrastingthecriticalityofthedifferentdimensionsofqualitymanagementinbothmanufacturingandserviceorganizations.

有趣的是，在全面質(zhì)量管理方面的文獻(xiàn)，也就是全面質(zhì)量服務(wù)，似乎喪失了一個綜合框架，包括全面質(zhì)量服務(wù)的所有臨界尺寸，通過解決關(guān)于制造質(zhì)量管理規(guī)?？赊D(zhuǎn)移性的服務(wù)問題，并專注于特別服務(wù)組織的規(guī)模。當(dāng)代研究嘗試通過比較和對照不同的質(zhì)量維度管理在制造業(yè)和服務(wù)機(jī)構(gòu)發(fā)展一種全面質(zhì)量服務(wù)的概念模型。Theresearchproblem

ItisevidentthattheresearchliteratureonmanufacturingTQMisquiteextensiveandexhaustive,coveringalltheaspectsofTQM,viz.

?thecriticaldimensionsofTQM;

?therelationshipsbetweenqualitymanagementpracticesand

organizational/businessperformance;

?thesoftissues(i.e.peopleorientedissues)ofTQM;

?theinfluenceofcontextualfactorsonTQM;

?therelationshipsbetweenproductqualityandcustomers’perceptionsofproductquality;

?thedemarcationbetweenTQMandnon-TQMfirms;

?theeffectofTQMageonoperationalresults,etc.

研究問題很明顯，對制造業(yè)的全面質(zhì)量管理的研究文獻(xiàn)相當(dāng)廣泛和詳盡，涵蓋了全面質(zhì)量管理的所有方面。也就是：全面質(zhì)量管理的臨界維數(shù)質(zhì)量管理的實踐和組織/經(jīng)營業(yè)績之間的關(guān)系全面質(zhì)量管理的軟問題（以人為本）對全面質(zhì)量管理情境因素的影響產(chǎn)品質(zhì)量和產(chǎn)品質(zhì)量的客戶認(rèn)知之間的關(guān)系全面質(zhì)量管理和非全面質(zhì)量管理公司之間的界限經(jīng)營業(yè)績對全面質(zhì)量管理年齡的影響，等等。ConcerningtheliteratureonTQS,thevariousaspectsofTQMinserviceorganizationshavealsobeenindependentlysubjectedtoextensiveresearch,e.g.

?customers’perceptionsofservicequality;

?theconceptof‘serviceculture’;

?thecriticalroleofthepersonnelandHRMfunction;

?theinfluenceofoperational,organizationalandhumanresourcesfactorsonservicequality;

?theeffectofthe‘builtenvironment’;

?customersatisfaction,loyaltyandpurchaseintentions;

?serviceswitching,serviceencounters,criticalincidentsandrecovery;

?financialoutcomesofservicequalityinitiatives.

關(guān)于全面質(zhì)量服務(wù)方面的文獻(xiàn)，在服務(wù)機(jī)構(gòu)全面質(zhì)量管理的各個方面也受到獨立廣泛的研究，例如：服務(wù)質(zhì)量的客戶認(rèn)知服務(wù)文化的概念人事和人力資源管理功能的關(guān)鍵角色對服務(wù)質(zhì)量的業(yè)務(wù)影響，組織和人力資源等因素建筑環(huán)境的影響客戶滿意度，忠誠度和購買意愿服務(wù)轉(zhuǎn)化，服務(wù)接觸，危機(jī)事件和恢復(fù)財務(wù)結(jié)果對服務(wù)質(zhì)量有積極作用ThecriticaldimensionsofTQS

Thepresentwork,basedonthethoroughreviewoftheprescriptive,conceptual,practitionerand

empiricalliteratureonTQMandTQSspanningover100articles,identifies12dimensionsofqualitymanagementascriticalfortheinstitutionofaTQMenvironmentinserviceorganizations.

Thedimensionsthathavebeenidentifiedareasfollows:

全面質(zhì)量服務(wù)的臨界尺寸在目前工作的基礎(chǔ)上深入回顧全面質(zhì)量服務(wù)和全面質(zhì)量服務(wù)的規(guī)定性、概念性、實踐和經(jīng)驗的文獻(xiàn)已經(jīng)超越了100篇，確定12維度的質(zhì)量管理在全面服務(wù)機(jī)構(gòu)作為全面質(zhì)量管理環(huán)境的重要制度。已確定的尺寸如下：

?Topmanagementcommitmentandvisionaryleadership;

?Humanresourcemanagement;

?Technicalsystem;

?Informationandanalysissystem;

?Benchmarking;

?Continuousimprovement;

?Customerfocus;

?Employeesatisfaction;

?Unionintervention;

?Socialresponsibility;

?Servicescapes;

?Serviceculture.

?董事會的承諾和富有遠(yuǎn)見的領(lǐng)導(dǎo)?人力資源管理?技術(shù)體系?信息和分析系統(tǒng)?標(biāo)桿管理?精益求精?顧客至上

?員工滿意度?歐盟干預(yù)

?社會責(zé)任感?服務(wù)鏈?服務(wù)文化Thesedimensionscanbebroadlygroupedunderthreecategoriesfollows:

?Thosedimensionsofqualitymanagementthataregenerictobothmanufacturingandserviceorganizations,butwhichwereinitiallypracticedinthemanufacturingset-upandlatertransferredtoservicemilieu(theseincludedimensionssuchasTopmanagementcommitmentofvisionaryleadership,Humanresourcemanagement,Designandmanagementofprocesses,Informationandanalysis,Benchmarking,Continuousimprovement,EmployeesatisfactionandCustomerfocusandsatisfaction).

這些尺寸大致可分為以下三大類：?質(zhì)量管理維度是通用的制造業(yè)和服務(wù)機(jī)構(gòu)，但它最初在制造業(yè)實行設(shè)置，后來轉(zhuǎn)移到這些服務(wù)環(huán)境（包括富有遠(yuǎn)見的領(lǐng)導(dǎo)作為最高管理層的承諾，人力資源管理，設(shè)計和流程管理，信息和分析，標(biāo)桿管理，精益求精，員工滿意度和顧客至上）。

?

Thosedimensionsthatareseldomaddressedintheliteraturebutare,nevertheless,keyelementsofTQMinbothmanufacturingandserviceorganizations

(e.g.UnioninterventionandSocialresponsibility).

?

Finally,thosefactorsthatareuniquetoserviceorganizations(namely,Servicescapes—theman-madephysicalenvironment—andServiceculture).

?這些維度很少在文獻(xiàn)中提及，然而，全面質(zhì)量管理的關(guān)鍵因素在制造業(yè)和服務(wù)機(jī)構(gòu)都有體現(xiàn)（例如歐盟干預(yù)和社會責(zé)任感）。?最后，這些因素所特有的服務(wù)機(jī)構(gòu)（也就是服務(wù)鏈——人因環(huán)境和服務(wù)文化）。Tabl安e1己brie欲fly楊expl顧ains歡the肚12白crit良ical洲fac行tors島of直TQS.月Sev貢eral鑄wor售ksh訊ave油unde號rlin朝edt挑hei識mpor勞tanc拒eof潤the茄sed貧imen獅sion疊s.G洗iven迫the旺fac玩tth趙ats尼ervi則ces廳have媽cer妖tain民uni獲que斬char疊acte臥rist友ics,紹the掛dif展fere鄭ntr閑oles洽tha召tea投cho協(xié)fth黎ese帽dime術(shù)nsio濫nsp扶lay菜and岸the怠vari暮ous闖aspe肆cts道that護(hù)the煎ybr宅ing罷into定the嚷pic猴ture癢(li睛kes漢kill希s,v暑alue摟s,t繳ools疑,te蘭chni默ques暑and青oth郵err飽equi勉reme供nts運)va賽ryf枝rom愧manu深fact迅urin盲gto竿ser業(yè)vice絲式org在aniz曠atio曾ns.秀Tabl炊e2棟comp蛙ares盯and孕con槐tras后tst匹hes嘆igni潮fica訓(xùn)nce笛a(bǔ)nd班rele縣vanc諒eof雁the碼var威ious廣qua暴lity塌man斑agem課ent喉dime姓nsio來nsi暑nma霜nufa夸ctur陡ing寨and脖serv炸ice瓶orga爭niza姻tion如s.表1簡要介紹撥了全面質(zhì)薯量服務(wù)的12個關(guān)鍵塌因素。綱幾部作前品都強(qiáng)煩調(diào)了這娛些方面央的重要籃性。鑒罵于所提盆供的服謝務(wù)有一騎定獨特戚特征的磨事實，饒它們各含自發(fā)揮姐不同的艘角色和獅各方面撿所攜帶殘的圖片英（如技粗能，價比值，工麻具，技石術(shù)和其歷他要求杰）不同層于制造壓業(yè)和服悄務(wù)組織絞。表2對比了云不同質(zhì)瓜量管理兵維數(shù)在鹽制造業(yè)炎和服務(wù)承組織方藏面的意棍義和相豬關(guān)性。Part鵲3Tabl物e1榮.T伐hec蜂riti奪cal茶dime趨nsio課nso籌fTQ挖SNo.Reiticaldimensions

Explanationofthecriticaldimensions1.Topmanagementcommitmentandvisionaryleadership高層管理人員的承諾和有遠(yuǎn)見的領(lǐng)導(dǎo)人

TopmanagementcommitmentisaprerequisiteforeffectiveandsuccessfulTQSimplementation.AlthoughdifferentresearchersproclaimvarioustheoriesontheorganizationalrequirementsforeffectiveimplementationofTQS,allwouldagreethattheimpetusforanyqualityimprovementeffortshouldcomefromthetop.Visionaryleadershipistheartofleadingandespousingamental,strategicandspiritualchangeintheorganizationbytheformulationofalong-rangevisionforthedevelopmentoftheorganization,propagatingthevisionthroughouttheorganization,devisinganddevelopingaplanofactionandfinallystimulatingtheentireorganizationtowardstheaccomplishmentofthevision.高層管理人員的承諾是TQS成功有效執(zhí)行的先決條件。雖然不同的研究者宣告多種組織需求的有利于TQS有效執(zhí)行的理論，但推動質(zhì)量改進(jìn)的努力都應(yīng)該從最高層做起。有遠(yuǎn)見的領(lǐng)導(dǎo)是領(lǐng)導(dǎo)和支持精神的藝術(shù)，具有在戰(zhàn)略和精神上規(guī)劃組織長遠(yuǎn)發(fā)展的洞察力，在組織中傳播這種洞察力，設(shè)計和發(fā)展行為計劃最終刺激整個組織的成就。2.humanresourcemanagement人力資源管理Thisreferstothenumberoforganizationalbehaviorissues（rangingfromselectionandrecruitment,trainingandeducation,employeeempowermenttoemployeeinvolvement）thatformthecornerstoneuponwhichthecorporatestrategyisbuilt.Themootpointhereisthatonlyiftheemployerstreattheiremployeesaspreciouswouldtheemployees,inturn,treattheircustomersasvaluable.Therefore,itisindispensableforserviceorganizationstolookuponHRMasasourceofcompetitiveadvantage這關(guān)系到構(gòu)成了企業(yè)戰(zhàn)略的基石的組織行為問題的數(shù)量(從選料、招聘、培訓(xùn)、教育、授權(quán)對員工參與)。在這里爭論的焦點是只有當(dāng)雇主珍視自己的雇員，反過來，雇員才會珍視顧客。因此,它是服務(wù)機(jī)構(gòu)在人力資源管理作為競爭優(yōu)勢的一個不可缺少的來源。3.technicalsystem 技術(shù)體系Thetechnicalsystemincludesdesignqualitymanagementandprocessmanagement.Soundandreliableservicedesignechoesanorganization’sstrategicqualityplanningabilitiesandenablestheorganizationtosurmountcustomers’needs,expectationsanddesires,consequentlyresultinginimprovebusinessperformanceServiceprocessmanagementessentiallyinvolvestheprocedures,systemsandtechnologythatarerequiredtostreamlinetheservicedeliverysothatcustomerscanreceivetheservicewithoutanyhassles,i.e.itdelineatesthenon-humanelementofservicedelivery,asopposedtohumanelementwhichiscapturedinthedimension‘serviceculture’.技術(shù)體系包括設(shè)計質(zhì)量管理和流程管理.。健全和可靠的服務(wù)設(shè)計呼應(yīng)組織的戰(zhàn)略規(guī)劃能力，使質(zhì)量組織超越顧客的需求，期望和欲望，最終來提高經(jīng)營業(yè)績。服務(wù)流程管理的本質(zhì)上所涉及的程序、制度和技術(shù)要求,流線型的服務(wù),使客戶能獲得服務(wù)沒有任何困難,如下。它揭示了非人類的元素的服務(wù),是在服務(wù)文化中和人的因素相反的。4.informationandanalysissystem

信息和分析系統(tǒng)Services,unlikemanufacturedgoods,cannotbeinventoriedandusedintimesofemergencyordemand.Therefore,duringrushorpeakperiods,unlessorganizationskeepthemselvespreparedforanysucheventualities,theymaynotbeabletoprovidequalityservicetocustomers.Thiscanonlybeachievedbyequippingtheemployeeswithinformationregardingtheprocessandthecustomers.Prompt,sufficientandpertinentdatathatarecriticaltotheimplementationandpracticeofTQMconstituteinformationandanalysis.InaTQSambiencepeopleneedtocommunicateacrossorganizationallevels,functionsandlocationstoworkoutcurrentproblems,eschewnewonesandimplementchange.Measuresforproactivepreventionratherthanreactivecorrectionareemployedtomonitorqualityinordertosustainatruecustomerfocus.服務(wù),不像制成品,不能在緊急時刻清點或使用。因此，在繁忙或高峰期，除非組織保持對任何這種可能性做好準(zhǔn)備，他們未必能夠為客戶提供優(yōu)質(zhì)的服務(wù)。要實現(xiàn)這一點，只有員工提供與過程和顧客相關(guān)的信息。提示，充足和相關(guān)的執(zhí)行和實踐TQM的資料是信息和分析系統(tǒng)構(gòu)成的關(guān)鍵。在TQS氛圍中人們需要不同等級、功能、工作區(qū)域的組織交流當(dāng)前存在的問題，避開新問題，實施新的變化。積極預(yù)防，而不是被動的改正措施來監(jiān)測質(zhì)量，以維持真正以客戶為中心。5.Benchmarking標(biāo)桿超越Benchmarkingisacomparisonacomparisonstandardthatconsistsofanalyzingthebestproducts/servicesandprocessesofthebestorganizationintheworldandthenanalyzingandusingthatinformationtoimproveone’sownproductcharacteristics,process。Whileinmanufacturing,standardsuchasproductcharacteristic,process,cost,strategy,etc.areusedasbenchmarks,itisallthemoredifficulttobenchmarkservices.Becauseoftheverypuzzlingnatureofservicesandtheconsequentorganizationalcontingenciesthatitwarrantsforitsdesign,production,deliveryandconsumptions,organizationsneedtofocusonbenchmarkingnotonlyharddata,butalsocertainbehavioralfeaturessuchascustomersatisfactionandemployeesatisfaction,apartfromcomparingtheservicesandprocessesthroughwhichtheyaredelivered.標(biāo)桿管理是一個比較標(biāo)準(zhǔn)，比較分析最好的產(chǎn)品/服務(wù)和世界上最好的組織進(jìn)程，然后分析和利用這些信息來改善自己的產(chǎn)品特性和工藝。而在以制造、標(biāo)準(zhǔn),如產(chǎn)品特點、工藝、成本、戰(zhàn)略等作為基準(zhǔn),它就更加難以進(jìn)行標(biāo)桿化的服務(wù)。因為后續(xù)服務(wù)使人困惑的性質(zhì),為保證組織或其產(chǎn)品的設(shè)計、生產(chǎn)、運輸和設(shè)想,組織需要集中精力標(biāo)桿管理不僅需要確鑿的數(shù)據(jù),通過這些服務(wù)和過程的比較，而且需要某些行為特征,如客戶滿意度和員工滿意度。6.Continuousimprovement

持續(xù)改進(jìn)Thequestforqualityimprovementisnotaspecificdestinationbutacontinuousjourneythatthrowsupmoreandmoreopportunitiesforimprovement.Improvementshouldbeviewedasanongoingprocessinthesenseoncetargetsaremet,newonesmustbeset,aimingforevenhigherlevelsofserviceefficiency.Itisaracewhichhasnofinishlinebuthasthesoleobjectiveofstrivingforcontinuousimprovement,andlookingforbreakthroughswithrevolutionaryorderofmagnitudechangesthatwillresultinthetransmogrificationoftheorganizationintoaworld-classone.追求品質(zhì)改善不是一個特定的目標(biāo)，但在持續(xù)的過程中將引發(fā)更多的改進(jìn)和更多的機(jī)會。改進(jìn)應(yīng)被視為一個持續(xù)的過程，在某種意義上一旦達(dá)到目標(biāo)，必須設(shè)置新的服務(wù)效率更高的目標(biāo)。這是一場沒有終點線的比賽,其唯一的目的,持續(xù)改進(jìn),追求尋找突破和改革,這將導(dǎo)致組織的變形成為世界一流的。7.Customerfocus

以顧客為中心CustomerfocusistheultimategoalofanyTQSprogrambecauseorganizationscanoutscoretheircompetitorsbyeffectivelyaddressingcustomers’needsanddemandsandanticipatingandrespondingandrespondingtotheirevolvinginterestsandwants.Focusingoncustomerneedsandwantsenablesorganizationstohaveabettermarketorientationthaneverbeforebyprovidingacompetitiveedgeovertheirrivals,therebyresultinginenhancedbusinessperformance.以客戶為中心是任何TQS計劃最終的目標(biāo)，組織可以通過有效地解決客戶的需求和要求，并預(yù)測和響應(yīng)，應(yīng)對其不斷發(fā)展的利益，達(dá)到超過他們的競爭對手的最終目標(biāo)。關(guān)注客戶的需求和愿望使企業(yè)能夠通過提供比競爭對手更好的任何時候的市場定位，從而在提高業(yè)務(wù)水平。7.Customerfocus

以顧客為中心Inserviceorganizations,ascustomerexpectationsarehighlydynamicandcomplexinnature,focusingonlyoncustomer-definedareassoastosatisfythecustomerswillnotyieldfruit.Intoday’sworldofintensecompetition,satisfyingcustomersmaynotbeenough.Thecompetitiveadvantageinaqualityrevolutioncomesonlyfromcustomerdelight.Customersatisfactionisashort-termconceptwhichmayormaynotleadtocommitment.Themanagement’sresponsibilityistoensurethatsatisfactionmanifestsitselfascommitmentinthelongrun.在服務(wù)機(jī)構(gòu)，顧客的期望是高度復(fù)雜和動態(tài)的，如果僅以客戶定義的領(lǐng)域為重點以滿足顧客是不會取得成果的.在當(dāng)今競爭激烈的世界，滿足客戶可能是不夠的。競爭優(yōu)勢來源于顧客青睞的質(zhì)量改革。顧客滿意是一個短期的概念，它可能會或可能不會作為保證。管理層的責(zé)任是確保滿意度表現(xiàn)為長遠(yuǎn)的承諾。

Part閉48.Employeesatisfaction員工滿意Employeesatisfactionisamulti-dimensionalconcept,whichisdefinedasthedegreetowhichemployeesofanorganizationbelievethattheirneedsandwantsarecontinuouslysatisfiedbytheorganization.Anorganizationmustnotonlyhaveafocusonservicequality/customers,butalsoconcentrateonemployeesatisfaction,asresearchhasshownmuchevidenceofstrongrelationshipsbetweenemployeeperceptionsofemployeewell-beingandcustomerperceptionsofservicequalityandsatisfaction.員工滿意是一個多維概念，它是指使企業(yè)的員工認(rèn)為他們的需要和需求被企業(yè)提供的滿意程度。一個組織不可以只關(guān)注服務(wù)質(zhì)量，客戶還要關(guān)注員工滿意。正如研究顯示，員工感知和客戶感知有著緊密聯(lián)系。9.Unionintervention工會干涉Withamajorchunkoftheworkforceinbothdevelopedanddevelopingnationsworkinginserviceorganizations,industrialrelationsissuesareascrucial(ifnotmore)astheyareinmanufacturingindustries.AsTQMisanorganization-wideapproach,itssuccessisgreatlyinfluencedbyitsemployeeunion.TheseemployeerelationsissuesaffecttheorganizationalsystemandconsequentlydeterminethenatureandextentofTQMimplementation.And,withthetechnologicalgrowth(intermsofcomputerization,networking,etc.)grippingtheservicesector,andtheknownaversionsandapprehensionsoftheunionstowardssuchadvancements,itcouldbeconcludedthatunionattitudesplayacriticalroleinanyqualityimprovementeffort.在發(fā)達(dá)和發(fā)展中國家，服務(wù)業(yè)的勞工管理在使用中，勞資關(guān)系(如果不更多)盡可能的起到?jīng)Q定作用，像制造業(yè)一樣。TQM是企業(yè)范圍的方法，他的成功極大的影響員工組織。雇員關(guān)系影響了組織系統(tǒng)并最終決定TQM實施的程度和效果。隨著服務(wù)部門技術(shù)的發(fā)展（計算機(jī)化，網(wǎng)絡(luò)化等）工會對這種進(jìn)步又愛又恨，工會的態(tài)度在質(zhì)量改進(jìn)中扮演了重要角色。10.Socialresponsibility社會責(zé)任Theconceptofcorporatecitizenshipshouldcometotheforeifanorganizationhastobesuccessfulandprogresstowardsachievingbusinessexcellence.Thiscanbeachievedbyfulfillingitsmission.Atthesametime,anorganizationmustalsogrowandhaveagoodimage,i.e.itshouldmeetitssocialandcommunityobligations.Attheendoftheday,itisnotjusttheprofitorrevenuethatcountsforanorganization,butanindomitablebeliefincorporateresponsibilitytoitssocietybecomesindispensable.

如果企業(yè)想獲得成功的商業(yè)成就，公司義務(wù)便顯得尤為重要。毫無疑問，商業(yè)和工業(yè)企業(yè)的存在是為了獲取利潤。這可以通過完成目標(biāo)來實現(xiàn)。同時，組織必須成長和有一個好的前景。它必須履行社會和集體義務(wù)。一天工作結(jié)束時，企業(yè)不僅要計算利潤和稅務(wù)，還要有強(qiáng)烈的社會責(zé)任這種信念，這必不可少的。10.Socialresponsibility社會責(zé)任Withtheentireworldundergoinganupheaval—aqualityrevolution–itisthisattitudethatwillcertainlygiveanorganizationacompetitiveedgeinthelongrunovermanyotherswhovieforgreaterhonorsintermsofprofits,returnoninvestments(ROI),marketshare,pletelyignoringthebutnonethelesspowerfuldimensionsendsstrongsignalstowardsimprovingtheorganization’simageandgoodwill,andconsequentlyeffectingthecustomers’overallsatisfactionwiththeservicesandtheirloyaltytotheorganization.全世界正在經(jīng)歷一場變革，質(zhì)量革命，從長遠(yuǎn)看，它是這個態(tài)度，那當(dāng)然給企業(yè)以競爭優(yōu)勢，在匆匆瀏覽很多方面后，誰適合巨大的榮譽(yù)競爭依據(jù)利潤，投資收益(ROI)，市場份額，等等。這細(xì)微的，但是仍舊強(qiáng)有力的特征把強(qiáng)信號送向改進(jìn)企業(yè)的形象和友好，并且從而影響用戶對服務(wù)的滿意度和他們對組織的忠誠度。11.Servicescapes服務(wù)范圍Thetangiblefacetsoftheservicefacility,i.e.theman-madephysicalenvironment(suchasequipment,machinery,signageandemployeeappearance—theservicescape),stronglyinfluencebothemployeesandcustomersinphysiological,psychological,emotional,sociologicalandcognitiveways,particularlyasthecoreservicebecomesmoreintangible.服務(wù)設(shè)施的有形的方面，即人為的物質(zhì)環(huán)境(例如設(shè)備，機(jī)器，標(biāo)記和雇員出現(xiàn)－服務(wù)范圍)，強(qiáng)烈影響雇員和用戶在生理，心理，感情，社會學(xué)和認(rèn)識方面，尤其核心服務(wù)變得更難以捉摸.12.serviceculture服務(wù)文化Inserviceorganizationstheboundaryseparatingthecustomersandemployeesisveryfrailandpervious,withtheresultthatthephysicalandpsychologicalpropinquitybetweenthemissointensethatonlyafirm’sculturethatstressesservicequalitythroughouttheorganizationcouldestablishtheseamlessnessintheservicedelivery.Servicecultureisactuallytheextenttowhichtheemployeesatalllevelsrealizethattherealpurposeoftheirexistenceis‘servicetocustomers’.

在服務(wù)業(yè)組織中區(qū)分用戶和雇員的邊界是脆弱和可滲透的，正因為如此，他們之間物質(zhì)上和精神上是如此強(qiáng)烈接近，僅有促使整個組織處在服務(wù)質(zhì)量的督促下，公司文化才能在服務(wù)交貨內(nèi)建立地毫無破綻。服務(wù)文化實際上是雇員在多大程度上他們存在地真正意圖是維顧客服務(wù)。12.serviceculture服務(wù)文化WhilecustomerfocusisseenasagoaloftheTQSmovement,servicecultureisanorganizationalstrategythatmotivatestheemployeestohaveaserviceorientation.Anorganizationcharacterizedbysuchaserviceorientationismorelikelytoofferareliable,responsive,empatheticservicetocustomersandprovidethemwithassuranceinconveyingtrustandconfidencehatwillresultinimprovedqualityinservicedelivery,which,inturn,willleadtohigherperceivedservicequalityfromthecustomers’pointofview.AstronginternalculturehelpsanorganizationtoeffectandsustainanorganizationchangethatwillmaketheTQSapproachmoreeffective.以客戶為中心看起來是TQS運動地目標(biāo)，服務(wù)文化是一種組織策略，它激勵員工建立一種他們地服務(wù)定位。以這樣的服務(wù)定向很可能提供可靠，應(yīng)答服務(wù)給用戶和在表現(xiàn)自信時提供給他們信任感。以客戶的觀點看，將導(dǎo)致更好的服務(wù)質(zhì)量。強(qiáng)有力的內(nèi)部文化幫助組織影響和支持組織變化，使TQS更加有效。Tab鎖le2房誠.竊sig墳nif綠ica添nce幅of豆th藍(lán)eq敘ual裕ity裳ma廟nag么eme書nt蟲dim頑ens寒ion夢si皮nm驅(qū)anu鬼fac業(yè)tur國ing界an礎(chǔ)ds議erv捐ice秤se卡tti拿ngs表2.在制造寇業(yè)和服福務(wù)業(yè)部亮門中管鞋理的意領(lǐng)義Function/dimension作用/特點Manufacturing制造業(yè)Service服務(wù)業(yè)Impetus推動力Topmanagementcommitmentandvisionaryleadership高層管理承諾和愿景領(lǐng)導(dǎo)Topmanagementcommitmentandvisionaryleadership.高層管理承諾和愿景領(lǐng)導(dǎo)OrganizationalsystemHRM人力資源管理的組織系統(tǒng)Recruitmentandselection招聘和選擇Task-orientedskills,teamwork,technicalskillsandqualityvalues面向工作的技能，團(tuán)隊精神技術(shù)技能和質(zhì)量價值Interpersonalrelations,teamworkandqualityvalues人際關(guān)系,團(tuán)隊精神和質(zhì)量價值Trainingandeducation訓(xùn)練和教育Hardtopics:accounting,engineering,statistics,etc.硬學(xué)科：會計學(xué)，工程，統(tǒng)計，等等Softtopics:communicationSkills,interpersonalrelations,teamwork,employeebehaviorandcustomerservice軟學(xué)科:通訊技能，人際關(guān)系，團(tuán)隊精神，雇員行為和顧客服務(wù)Employeeempowerment員工授權(quán)Supportinginfrastructuresuchasrequiredresourceandtechnicalassistance,increasingautonomyandresponsibility;emphasisonshop-floorworkers支持基礎(chǔ)設(shè)施，例如被要求的資源和技術(shù)幫助，增加自治權(quán)和責(zé)任；重點在車間工人Providingpower,information,rewardsandunforeseenbehaviorduringcustomerservice;emphasisoncustomercontactpersonnel提供能力，在顧客服務(wù)期間的信息，報酬和未預(yù)見到的行為；重點在用戶接觸人員Employmentinvolvement員工參與Qualitycontrolcircles,problemhitsquads,qualityimprovementteams,suggestionschemes,brainstorming,Gordontechnique,etc.質(zhì)量控制圈,問題攻擊班，質(zhì)量改進(jìn)團(tuán)隊，建議計劃，頭腦風(fēng)暴，戈登技術(shù)，等等Qualitycontrolcircles,problemhitsquads,qualityimprovementteams,suggestionschemes,brainstorming,Gordontechnique,etc.;greateremphasisonemployeeinvolvementinserviceorganizationsastheyruntheserviceoperation,markettheservicesandareequatedwiththeservicebythecustomers.

質(zhì)量控制圈,問題攻擊班，質(zhì)量改進(jìn)團(tuán)隊，建議計劃，頭腦風(fēng)暴，戈登技術(shù)，等等。服務(wù)操作服務(wù)組織員工參與的重點是服務(wù)操作，售后服務(wù)并于顧客相配套Par拳t5Technicalsystem技術(shù)體系DesignqualitymanagementQualityfunctiondevelopment,houseofquality,Taguchi’sdesignofexperiment,errorpreventionandzerofaultstrategy,failuremodeeffectanalysis,poke-yoke,etc.Errorpreventionandzerofaultstrategy;gapanalysis;criticalincidenttechnique設(shè)計質(zhì)量管理質(zhì)量功能展開，房子品質(zhì)，田口實驗設(shè)計，錯誤預(yù)防和零故障的戰(zhàn)略，失效模式效應(yīng)分析等錯誤預(yù)防和零故障策略;差距分析;關(guān)鍵事件法Processmanagemen