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

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Total Quality Management[全面质量管理]与 Fourteen Points of Management[质量管理14要点]的解析,Edward Deming的生平介绍。

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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。)

质量管理14要点(Deming) 小组


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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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