Deming的Fourteen Points of Management[质量管理14要点]

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总结

Deming的14个问题的管理Deming生平简介

W Edwards Deming是同日本制造业腾飞紧密联系的美国统计学家,他也是全面质量管理Total Quality Management理论的发明人。 二战后,Deming来到日本的最初目的是帮助日本政府进行人口统计。 当时,他还传授日本工程师“统计流程控制”技术,使他们不用在生产机器上投入多少成本,就能制造出高质量的产品。 1960年他由日本皇帝授予奖牌为他的服务那个国家的产业。

后来,Deming返回了美国,过着默默无闻的平淡生活,直到1982年他的书作《转危为安》(Out of the Crisis)发表之后,Deming开始成为美国制造业的知名人物。 在这本书中,Deming提出了质量管理14要点,他认为美国制造业只有认真贯彻执行这14要点,才有可能在同日本企业的全球竞争中免遭灭顶之灾。
 

Deming博士的质量管理14要点浓缩了全面质量管理理论的精华,为人们展现了全面质量管理的精髓。
 

Deming的Fourteen Points of Management[质量管理14要点]

  1. 建立恒久目标,改善产品和服务。 比较: Hoshin Kanri[方针管理] - Policy Deployment[政策展开]。 (组织必须立足长远规划、研究和教育配置企业资源,不断改进产品和服务的设计。)
  2. 接受新的理念。 (政府规定如果成为企业发展的桎梏,就必须努力去除,企业需要不断转型。)
  3. 质量不能仅依赖于产品检验。 (质量控制必须被设计融入生产流程, 要防患于未然,而不能等到次品产生后再去把它们找出来)。
  4. 价格不是采购的唯一考量标准。 (组织应该与某一供应商建立长远合作关系。)
  5. 永续改进产品与服务。 (企业管理人员及员工要不断探寻提高产品质量和生产效率的方法。)
  6. 建立现代岗位培训方法。 (岗位培训绝非可有可无,不仅是必须的,而且要覆盖所有层面。)
  7. 改善领导方式。 (企业管理人员应该作为员工的领导者,而不是监督者。)
  8. 驱除恐惧。 (让员工畅所欲言,敢于提问和表达观点。)
  9. 打破部门壁垒。 (培育团队工作精神,能够解决很多管理问题,将有助于提高质量与产能。)
  10. 不对员工喊口号。 任何质量与产能问题都是由生产系统造成的,而不是个别人的行为, 口号喊得越多,越容易让员工感到挫折与不满。)
  11. 取消量化标准与目标定额。 (员工有可能生产次品、提供虚假报告,不择手段地完成定额。)
  12. 消除影响员工工作自豪感的因素。 (个人绩效回顾评估是员工自豪感的最大障碍。)
  13. 鼓励再教育及自我提高计划。 (为每一名员工提供继续学习教育的机会。)
  14. 落实到行动,完成大转型。 (上至高管下至普通员工,企业的每一名成员都要为实现上述13要点,积极努力,做出贡献。)

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The Second Principle of Deming: Quality Philosophy
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Dr. Deming's TQM Beliefs
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Total Quality Management has to Include Employee Participation
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Required Changes in Employee and Managers Roles and Behaviors in TQM
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专家提示

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Dr. Joseph M. Juran

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How Six Sigma Supports TQM

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信息来源

有关(总)质量管理的各种信息来源。在这里,您将找到Powerpoint,视频,新闻等可用于您自己的讲座和讲习班。


The Costs of DISsatisfied Customers

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Quality Process Improvement Tools and Techniques by Shoji Shiba

Improvement of Processes, Quality Process Improvement, Reactive Problem Solving
Prof. Shoji Shiba, Deming Prize winner and expert in Total Quality Management (TQM), sees quality process improvement fu (...)

Historic Background of Deming's 14 Points

Biography Deming, Grasping the Spirit of the Time, Documentary
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7 Steps of Problem Solving by Shoji Shiba

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Prof. Shoji Shiba sees quality process improvement fundamentally as a way of solving problems. After all: If there is n (...)

Steve Jobs on Dr. Joseph Juran: Back to the Basics

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Measuring Quality of Organizations

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比较: Quality Function Deployment[质量功能展开]  |  Hoshin Kanri[方针管理] - Policy Deployment[政策展开]  |  14 Principles of Management[14项管理原则] (法约尔)  |  Scientific Management[科学管理]  |  POSDCORB  |  Training Within Industry[业内训练]  |  Relationship Marketing[关系营销]  |  SERVQUAL[SERVQUAL法]  |  Eight Attributes of Management Excellence[卓越管理的八个属性]  |  Five Disciplines[五项修炼]  |  Ten Principles of Reinvention[企业型政府重塑10原则]  |  Deming Cycle[戴明循环]  |  EFQM[EFQM模型]  |  Kaizen[改善]  |  Theory XYZ[XYZ理论]  |  BPR[企业流程重组]


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