1. 品質管理與管制 1 第 9 章 建立和延續全面品質的組織 （詳細的教材收錄於 CD-ROM 中）

2. 品質管理與管制 2 建立和延續全面品質的組織 許下對 TQ 的承諾 組織的文化和全面品質 文化的改變 立足於最佳的作法 在文化改變之際員工的角色 改變管理 建立 TQ 式文化的實施障礙

3. 品質管理與管制 3 建立和延續全面品質的組織 ( 續 ) 延續品質組織 視品質為一趟旅程 學習性的組織 自我評價的流程 以自我評價為槓桿：後續跟催的重要性 實施 ISO 9000 ， Baldrige ，和六標準差 對未來的觀點 品質實務： Eastman 的方式 品質實務： Honeywell 合併分歧的品質系統 個案：  Green Lawn 的寓言  通往品質的黃磚路  Westerfield 營造公司

4. 品質管理與管制 4 本章結束 THANKS!

5. 品質管理與管制 5

6. 6 Chapter 9 – Building and Sustaining Total Quality Organizations Selling TQ, Corporate culture, Baldrige core values, TQ vs. traditional management, Implementation mistakes, Best practices, Sustaining TQ

7. 7 Why Adopt TQ Philosophy? Reaction to competitive threat to profitable survival An opportunity to improve

8. 品質管理與管制 8 Selling the TQ Concept 1. Learn to think like top executives 2. Position quality as a way to address priorities of stakeholders 3. Align objectives with those of senior management 4. Make arguments quantitative 5. Make the first pitch to someone likely to be sympathetic 6. Focus on getting an early win, even if it is small 7. Ensure that efforts won ’ t be undercut by corporate accounting principles 8. Develop allies, both internal and external 9. Develop metrics for return on quality 10. Never stop selling quality THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

9. 品質管理與管制 9 Corporate Culture and Change Corporate culture is a company ’ s value system and its collection of guiding principles Cultural values often seen in mission and vision statements Culture reflected by management policies and actions THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

10. 品質管理與管制 10 Baldrige Core Values and Concepts Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility Managing for innovation Focus on the future Management by fact Public responsibility and citizenship Focus on results and creating value Systems perspective THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

11. 品質管理與管制 11 TQ vs. Traditional Management Organizational structures Role of people Definition of quality Goals and objectives Knowledge Management systems Reward systems Management ’ s role Union-management relations Teamwork Supplier relationships Control Customers Responsibility Motivation Competition THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

12. 品質管理與管制 12 Cultural Change Change can be accomplished, but it is difficult Imposed change will be resisted Full cooperation, commitment, and participation by all levels of management is essential Change takes time You might not get positive results at first Change might go in unintended directions THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

13. 品質管理與管制 13 Building on Best Practices Universal best practices  Cycle time analysis  Process value analysis  Process simplification  Strategic planning  Formal supplier certification programs THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

14. 品質管理與管制 14 Best Practices: Infrastructure Design (1 of 3) Low performers  Process management fundamentals  Customer response  Training and teamwork  Benchmarking competitors  Cost reduction  Rewards for teamwork and quality THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

15. 品質管理與管制 15 Best Practices: Infrastructure Design (2 of 3) Medium performers  Use customer input and market research  Select suppliers by quality  Flexibility and cycle time reduction  Compensation tied to quality and teamwork THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

16. 品質管理與管制 16 Best Practices: Infrastructure Design (3 of 3) High performers  Self-managed and cross-functional teams  Strategic partnerships  Benchmarking world-class companies  Senior management compensation tied to quality  Rapid response THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

17. 17 Implementing Total Quality: Key Players Senior management Middle management Workforce

18. 品質管理與管制 18 Strategic vs. Process Change Strategic change is broad in scope and stems from strategic objectives, which are generally externally focused and relate to significant customer, market, product/service, or technological opportunities and challenges. Process change is narrow in scope and deals with the operations of an organization. An accumulation of continuously improving process changes can lead to a positive and sustainable culture change.

19. 品質管理與管制 SJSU Bus. 142 - David Bentley19 Strategic vs. Process Change Strategic change  Broad in scope  Stems from strategic objectives  Generally externally focused Process change  Narrow in scope  Deals with internal operations  Can lead to positive, sustainable culture change THE MANAGEMENT AND CONTROL OF QUALITY, 6e, © 2005 South-Western/Thomson LearningTM

20. 品質管理與管制 SJSU Bus. 142 - David Bentley20 Common Mistakes in TQ Implementation (1 of 4) TQ regarded as a “ program ” Short-term results are not obtained Process not driven by focus on customer, connection to strategic business issues, and support from senior management Structural elements block change THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

21. 品質管理與管制 21 Common Mistakes in TQ Implementation (2 of 4) Goals set too low “ Command and control ” organizational culture Training not properly addressed Focus on products, not processes Little real empowerment is given THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

22. 品質管理與管制 SJSU Bus. 142 - David Bentley22 Common Mistakes in TQ Implementation (3 of 4) Organization too successful and complacent Organization fails to address fundamental questions Senior management not personally and visibly committed Overemphasis on teams for cross- functional problems THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

23. 品質管理與管制 SJSU Bus. 142 - David Bentley23 Common Mistakes in TQ Implementation (4 of 4) Employees operate under belief that more data are always desirable Management fails to recognize that quality improvement is personal responsibility Organization does not see itself as collection of interrelated processes THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

24. 品質管理與管制 24 Sustaining the Quality Organization (1 of 2) View quality as a journey ( “ Race without a finish line ” ) Recognize that success takes time Create a “ learning organization ”  Planning  Execution of plans  Assessment of progress  Revision of plans based on assessment findings THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

25. 品質管理與管制 25 Sustaining the Quality Organization (2 of 2) Use Baldrige assessment and feedback Share internal best practices (internal benchmarking) THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

26. 品質管理與管制 SJSU Bus. 142 - David Bentley26 Key Activities of Learning Organizations Systematic problem solving Experimentation with new approaches Learning from their own experiences and history Learning from the experiences and best practices of others Transferring knowledge quickly and efficiently throughout the organization THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

27. 品質管理與管制 27 Self Assessment: Basic Elements Management involvement and leadership Product and process design Product control Customer and supplier communications Quality improvement Employee participation Education and training Quality information THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM

28. 品質管理與管制 SJSU Bus. 142 - David Bentley28 Importance of Follow-Up of Self- Assessment Results Many organizations derive little benefit from conducting self-assessment and achieve few of the process improvements suggested by self- study Reasons:  Managers do not sense a problem  Managers react negatively or by denial  Managers don ’ t know what to do with the information THE MANAGEMENT AND CONTROL OF QUALITY, 6e, © 2005 South-Western/Thomson Learning TM

29. 品質管理與管制 SJSU Bus. 142 - David Bentley29 Leveraging Self-Assessment Findings Prepare to be humbled Talk through the findings Recognize institutional influences Grind out the follow-up THE MANAGEMENT AND CONTROL OF QUALITY, 6e, © 2005 South-Western/Thomson Learning TM

30. 品質管理與管制 SJSU Bus. 142 - David Bentley30 Implementing ISO 9000 Start with a quality policy that identifies key objectives and basic procedures Develop a quality manual to document the procedures Use internal audits to maintain procedures Provide adequate resources THE MANAGEMENT AND CONTROL OF QUALITY, 6e, © 2005 South-Western/Thomson Learning TM

31. 品質管理與管制 SJSU Bus. 142 - David Bentley31 Implementing Six Sigma 6  Committed leadership Integration with existing initiatives, business strategy, and performance measurement Process thinking Disciplined customer and market intelligence gathering THE MANAGEMENT AND CONTROL OF QUALITY, 6e, © 2005 South-Western/Thomson Learning TM

32. 品質管理與管制 SJSU Bus. 142 - David Bentley32 Implementing Six Sigma 6  A bottom line orientation Leadership in the trenches Training Continuous reinforcement and rewards THE MANAGEMENT AND CONTROL OF QUALITY, 6e, © 2005 South-Western/Thomson Learning TM

33. 品質管理與管制 33

34. 品質管理與管制 34 Baldrige Core Values and Concepts Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility Managing for innovation Focus on the future Management by fact Public responsibility and citizenship Focus on results and creating value Systems perspective

35. 品質管理與管制 35

36. 品質管理與管制 36 Key Idea Building and sustaining a TQ organization requires a readiness for change, the adoption of sound practices and implementation strategies, and an effective organizational infrastructure.

37. 品質管理與管制 37 Key Idea Culture is reflected by the management policies and actions that a company practices. Therefore, organizations that believe in the principles of total quality are more likely to implement the practices successfully. Conversely, actions set culture in motion. As total quality practices are used routinely within an organization, its people learn to believe in the principles, and cultural changes can occur.

38. 品質管理與管制 38 Key Idea Impatient managers often seek immediate cultural change by adopting off-the-shelf quality programs and practices, or by imitating other successful organizations. In most cases, this approach is setting themselves up for failure.

39. 品質管理與管制 39 Key Idea Organizations contemplating change must answer some tough questions, such as, Why is the change necessary? What will it do to my organization (department, job)? What problems will I encounter in making the change? and perhaps the most important one — What’s in it for me?

40. 品質管理與管制 40 Contrasts

41. 品質管理與管制 41 Key Idea Numerous barriers exist to successfully transform organizations to a sustained culture of total quality. Understanding these barriers can help significantly in managing change processes. Perhaps the most significant failure encountered in most organizations is a lack of alignment between components of the organizational system.

42. 品質管理與管制 42 Key Idea Organizations are dynamic entities. Managers must consider the dynamic component in order to deal with instability in the environment, imperfect plans, the need for innovation, and the common human desire for variety and change.

43. 品質管理與管制 43 Key Idea Self-assessment should identify both strengths and opportunities for improvement, creating a basis for evolving toward higher levels of performance. Thus, a major objective of most self-assessment projects is the improvement of organizational processes based on opportunities identified by the evaluation.

44. 品質管理與管制 44 Key Idea Following up requires senior leaders to engage in two types of activities: action planning and subsequently tracking implementation progress.