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在刺激生产在世界市场上具有竞争力的产品的欲望的驱使下，促使在企业范围内创立一种新方法以持续改进所有组织流程，生产和服务质量。这种方法被称为全面质量管理。在本文中，我将探索，讨论和分析这个主题。一开始，我将探索全面质量管理的历史，它的概念，原则和顽疾，以简单解释这种方法如何在阿联酋的组织内运作。
全面质量管理这一理念已成功地在日本和美国实践了多年。对于采用此方法的公司，最好的奖励就是公司获得了高质量的产品。全面质量管理的主要理念是，公司不仅要在产品质量上下功夫，同时也要在作为一个整体进行工作这方面下功夫，包括员工的工作。三个持续和并行的改进要点是：质量，流程组织的质量和员工的质量。在这些改进的帮助下，我们可以实现更快速和有效的业务发展。质量是由如下几方面定义的：比如客户需求的实施，财务增长以及员工对他们工作的满意度。全面质量管理涉及两个机制：质量保证（QA）-质量控制和质量改进（QI）-质量改进。“质量控制”保证质量，公司需要提供一定的保障以使客户对公司的产品或服务质量有信心。“质量改进”表明质量水平不仅要保持而且要分别增加，提高保障水平。全面质量管理的思想体系是加拿大知名质量专家乔治·拉斯洛所描述的。 The desire to stimulate production of goods that are competitive on the world markets, has initiated the creation of a new enterprise-wide method of continuous quality improvement of all organizational processes, production and service. This method is called total quality management. In this paper I am going to discover, discuss and analyze this theme. In the beginning I need to explore history of TQM, its concept, principles and deadly diseases in order to briefly explain how this philosophy practices in UAE organizations.
全面质量管理的历史——History of Total quality management
Total Quality Management is a philosophy of total quality management, has successfully launched many years ago in Japan and the US practice of awarding prizes to companies who have attained the highest quality products. The main idea of TQM is that the company should work not only on product quality, but also on quality of work as a whole, including the staff work. The continual and parallel improvement of these three components is: quality, quality of the process organization, and qualifications of staff. With the help of these components we can achieve more rapid and effective business development. Quality is defined by such categories as the degree of implementation of customer requirements, financial growth and employees’ satisfaction with their work. TQM involves two mechanisms: Quality Assurance (QA) - Quality Control and Quality Improvements (QI) - quality improvement. The first one – “quality control” maintains quality, and the company needs to provide certain guarantees, which give customers confidence in quality of the product or service. And the last one – “quality improvement” suggests that the level of quality is necessary not only to maintain but also to respectively increase, raising the level of guarantees. The ideology of TQM is described by a well-known Canadian expert on the quality George Laszlo.
什么是全面质量管理——What is total quality management?
According to free management library “TQM is a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement” (Free management library “Total Quality Management (TQM)” retrieved from www.managementhelp.org).
Total quality management is a management system based on production of quality products and services. TQM is defined as focused on quality, customer-focused, evidence-based, managed a team process. TQM aims at the systematic accomplishment of strategic goals of the organization through continuous improvement work. The principles of TQM are also known as “universal quality improvement”, “world class quality”, “continuous quality improvement”, “universal service quality” and “total quality management.” The word “universal” in the concept of “total quality management” means that everyone must be involved in this process in the organization. The word “quality” means “concern for customer satisfaction”, and the word “management” refers to the staff and processes needed to achieve a certain level of quality. Total quality management is not a program; it is a systematic, integrated and organized style of work, aimed at continuous improvement. This is not a management fad, this is a time-tested style of management that have successfully used for decades by companies all over the world.
全面质量管理的原则——The principles of TQM
According to Martin Murray a number of key principles can be identified in defining TQM, including:
Executive Management – Top management should act as the main driver for TQM and create an environment that ensures its success.
Training – Employees should receive regular training on the methods and concepts of quality.
Customer Focus – Improvements in quality should improve customer satisfaction.
Decision Making – Quality decisions should be made based on measurements.
Methodology and Tools – Use of appropriate methodology and tools ensures that non-conformances are identified, measured and responded to consistently.
Continuous Improvement – Companies should continuously work towards improving manufacturing and quality procedures.
Company Culture – The culture of the company should aim at developing employees ability to work together to improve quality.
Employee Involvement – Employees should be encouraged to be pro-active in identifying and addressing quality related problems (Martin Murray “Total Quality Management (TQM)” retrieved from www.logistics.about.com).
爱德华·戴明提出的14个管理通用原则——14 universal principles of managements by Edward Deming
1. Set your goals with a plan to improve quality. 2. Adopt a new philosophy of quality. Everyone from top management to the lowest position of the employee, should accept the challenge of improving quality, learn their responsibilities and adhere to the requirements of a new philosophy. Production of poor quality should never reach the customer. 3. Put an end to negative depending on the too-frequent inspection and audit quality. The purpose of inspections is the process improvement and cost reduction, rather than just searching for defects. The need for frequent inspections may disappear by providing original quality. 4. Discontinue the practice of choosing suppliers based solely on the value of their goods and services. 5. Identify problems and work continuously to improve quality control system. Organizations must continuously improve management and quality control. Many managers tend to think that the structure of these programs have a beginning, middle and end. Total quality management has no end, it is a continuous process. The phrase “constant improvement” should be a common concern within the organization. 6. Establish training. It is important to adopt modern methods of a formal training, especially for new employees. 7. Educate and establish leadership. The aim of leadership should not only be an indication of what work to perform, but also help to better carry out this work. 8. Eradicate fear at work. The company should create an atmosphere of trust and innovation that each employee could work effectively for the benefit of improving the organization as a whole. Employees should not be afraid to introduce new ideas, and the organization must tolerate failures when employees experiment with new ideas. 9. Eliminate barriers between departments. The senior management must be established between the entities interaction rather than the competition. 10. Avoid empty slogans in workplace. Management should eliminate slogans and calls for the complete eradication of defects and errors, improving productivity without giving employees tools and describe methods to achieve such heights. 11. Minimize (or optimize) performance standards and quantitative indicators in workplace. 12. Eliminate management based on aspirations. The managers should develop methods to improve quality and attract a guide to help employees achieve their personal goals. Give your employees proud of their craftsmanship. Organizations should abolish the system of merit ratings, and not blame employees in failure of systems that are beyond their control. 13. Promote and encourage the detailed educational programs, and re-training. Enter the training relating to the statistical representation of the organization, and then expand it to common vision processes. This will give an idea of the organization as a whole, as a single organism. 14. Convert. Point each employee to make let the small change, but to improve the entire company. Create something like the information center to inform all employees about the progress.#p#分页标题#e#
These fourteen principles form the basis of Total Quality Management. They are the cure for seven deadly diseases that can destroy a company.
Deming admits that the main seven deadly diseases can be summarized as:
Lack of constancy of purpose to plan products and services.
Emphasis on short-term profits.
Personal review systems for managers and management by objectives.
Job hopping by managers.
Using only visible data in decision making.
Excessive medial costs.
Excessive costs of liability driven up by lawyers those work on contingency (the article “Quality and total quality management” retrieved from www.referenceforbusiness.com).
阿联酋的“Blackcat”组织是如何实行全面质量管理原则的——How TQM principles are practiced in “Blackcat” organization in UAE
Blackcat is a security organization that offers security guard services with military solutions. A firm conviction in Total Quality Management (TQM) has allowed Blackcat to become a brand with an enviable reputation of reliability and worth for money. This reputation has been strengthened further with each Blackcat new product initiated over the years. This organization is popular with the crowds because it adheres to TQM principles. This allows it to be out of competition in the labor market. Their main goal is to satisfy the customer who pays for service. If the user of the product is not a buyer, then the user and the buyer must be satisfied, even though the person who pays for the service gets priority. There are a chain of customers in the organization - each product improvement and its implementation is carried out for sale to the external client. Each employee strives not only to meet the internal customer directly, but he should look for the chain to try to satisfy the final customer. Moreover, employees receive regular training on the methods and concepts of quality. Blackcat principles are to satisfy external customer’s quality goods and services, as well as domestic customers to the company to meet the internal and external suppliers to continuously improve processes by working more efficiently and using special qualitative methods.
To sum up the above-stated information it is important to note that TQM is a philosophy, a way of attitude. And its adoption should begin with education and staff training. Quality culture is the result of sustained efforts, the reward for that is strong competitive positions in the market. I can draw a conclusion that long-term benefits expected from Total Quality Management it is the growth of team moral tone, high productivity, reduction costs and development of customer confidence. These benefits may lead to promote and enhance the status of the company in society.
Free management library “Total Quality Management (TQM)” retrieved from www.managementhelp.org
Martin Murray “Total Quality Management (TQM)” retrieved from www.logistics.about.com
The article “Quality and total quality management” retrieved from www.referenceforbusiness.com
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