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1、第第3章章 全球质量和国际质量标准全球质量和国际质量标准GLOBAL QUALITY AND INTERNATIONAL QUALITY AWARDS1马尔科姆马尔科姆鲍德里奇国家质量奖鲍德里奇国家质量奖Malcolm Baldrige National Award,MBNQAMalcolm Baldrige美国经贸部长（United States Secretary of Commerce）(1981-1987 里根）美国总统奖，总统颁发目的：l促进质量领悟 l认可美国公司的质量成就 l公开成功的质量战略2管理组织管理组织The Foundation for the Malcolm Bald
2、rige National Quality Award项目：Baldrige Performance Excellence Program,The National Institute of Standards and Technology(NIST)an agency of the U.S.Department of CommerceThe American Society for Quality(ASQ)The Board of Overseers Members of the Board of Examiners consisting of leading experts from U.
3、S.businesses and education,health care,and nonprofit organizationsvolunteer their time to evaluate award applications and prepare feedback reports for applicant organizations.the Alliance for Performance ExcellenceAward recipients share information on their successful performance and quality strateg
4、ies with other U.S.organizations.3管理组织管理组织4http:/ 构架构架 Baldrige Award Framework4Information and analysis3Customer andmarket focus6Processmanagement1Leadership7Businessresults2Strategic planning5HR develop.&managementOrganizational Profile:Environment,Relationships and Challenges7seven areas（1000分）分）
5、1.leadership;2.strategic planning;3.customer focus;4.measurement,analysis and knowledge management;5.workforce focus;6.process management;7.results 8Case Study2010_MEDRAD_Award_Application_Summary9Case Study2010_MEDRAD_Award_Application_Summary10Case Study2010_MEDRAD_Award_Application_Summary11Case
6、Study2010_MEDRAD_Award_Application_Summary12Case Study2010_MEDRAD_Award_Application_Summary13Case Study2010_MEDRAD_Award_Application_Summary14Case Study2010_MEDRAD_Award_Application_Summary151617181920212223243.4 The Malcolm Baldrige National Quality Awardsu最有效的自我评价机制之一最有效的自我评价机制之一u适用范围适用范围u关键特征关键特征
7、重成果重成果仅战略指令仅战略指令目标与过程的整合目标与过程的整合方法方法部署部署成果成果253.4 七大类别七大类别Category 1Award criteria for leadership.The extent to which top management is involved in creating and reinforcing goals,values,directions,customer involvement and other issues.Category 2Focuses on how the company establishes strategic direct
8、ions and how it sets it tactical actions plans to implement the strategic plans.Concerned with methods,measures,deployment,and evaluation.263.4 七大类别七大类别Category 3Addresses the customer and market focus.The processes for listening to and learning from customers and markets must be evaluated,improved,
9、and kept current.Category 4Information and analysis relates to the firms selection,management,and use of information to support company processes and to improve firm performance.273.4 七大类别七大类别Category 5Deals with human resources focus.The workforce is to be enabled to develop and use its full potent
10、ial,aligned with company objectives.Category 6Examines the key aspects of process management.This includes customer-focus in design,delivery process design for services and products,support processes,and processes relating to partners.283.4 七大类别七大类别Category 7Documents the results of the other six ca
11、tegories and requires a series of tables and graphs that demonstrate the operational and business results of the firm.293.4记记分分卡卡和和权权重重组织领导组织领导公众责任和公民义务1.1/280/40战略形成+战略展开战略展开2.1/240/45顾客与市场认知3.140客户关系与满意度客户关系与满意度3.245组织绩效的测量与分析组织绩效的测量与分析+信息管理4.1/250/40工作系统+员工教育、培训和发展5.1/235/25员工福利与满意度5.325产品与服务过程产品
12、与服务过程6.145经营过程+支持过程6.2/325/15以顾客为中心的成果以顾客为中心的成果7.1125财务与市场成果财务与市场成果7.2125人力资源成果人力资源成果7.380组织有效性成果组织有效性成果7.4120303.5 质量改进日本模式质量改进日本模式戴明：戴明：10项项日本的其它质量思想日本的其它质量思想1.JIT：减少浪费系统7大浪费：（过量生产、等待、运输、过程、库存、动作、次品）2.全面质量控制（14点其它）3.可见性4.过程检验5.N2技术6.全员参与7.5S（整理、整顿、清扫、清洁、素养）8.QC小组9.预防性维护（设备）313.5 5SThe Five Ss.The
13、five Ss are a sequential process that companies follow to literally“clean up their acts.”The Ss are:Seri:organizing by getting rid of the unnecessary.Seiton:neatness that is achieved by straightening offices and work areas.Seiso:cleaning plant and equipment to eliminate dirtiness that can hide or ob
14、scure problems.Seiketsu:standardizing locations for tools,files,equipment,and all other materials.Shetsuke:discipline in maintain the prior four Ss.323.6 质量改进欧洲模式质量改进欧洲模式欧洲质量奖（欧洲质量奖模式）欧洲质量奖模式）ISO 9000：2000333.6 欧洲质量奖模式欧洲质量奖模式European Quality Award Model领领导导力力人员管理人员管理过程过程经经营营成成果果政策战略政策战略资源资源员工满意员工满意顾
15、客满意顾客满意社会影响社会影响EnablersResults343.7 ISO 9000：2000概念：概念：ISO,Organization for international standards特点：特点：质量体系文档化质量体系文档化8个基本原则：个基本原则：6项要求：项要求：1.文件控制程序、文件控制程序、2.质量记录控制程序、质量记录控制程序、3.不合格品控制程序、不合格品控制程序、4.内部质量审核程序、内部质量审核程序、5.纠正措施程序（纠正措施程序（CAR，8D）6.预防措施程序。预防措施程序。3个标准：个标准：1.ISO9000：2000 概念和术语概念和术语2.ISO9001：
16、2000 要求要求3.ISO9004：2000 业绩改进指南业绩改进指南353.7 CAR和和8DCAR：corrective action requestD1：小组成立：小组成立 D2：问题说明：问题说明 D3：实施并验证临时措施：实施并验证临时措施 D4：确定并验证根本原因：确定并验证根本原因 D5：选择和验证永久纠正措施：选择和验证永久纠正措施 D6：实施永久纠正措施：实施永久纠正措施 D7：预防再发生：预防再发生 D8：小组祝贺：小组祝贺 http:/ 作业作业1.讨论题讨论题 17按组按组2.案例案例32 P106按组按组 下次课交和解答下次课交和解答37谢谢观看/欢迎下载BY FAITH I MEAN A VISION OF GOOD ONE CHERISHES AND THE ENTHUSIASM THAT PUSHES ONE TO SEEK ITS FULFILLMENT REGARDLESS OF OBSTACLES.BY FAITH I BY FAITH