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1、3.1 Benchmarking: is a systematic comparison of organizational processes and performance to create new standards or to improve processes. Benchmarking models are used to determine how well a business unit, division, organization or corporation is performing compared with other similar organizations.
2、 A benchmark is often used for improving communication, professionalizing the organizationprocesses or for budgetary reasons. The chart below shows the process of benchmarking: Cause focus attention on them. This technique can be used to stimulate discussion in a group, analyse information and deter
3、mine priorities. Tree diagrams: the Tree Diagram is used to map out systematically the full range of activities to be accomplished in order to reach a desired goal. I may also be used to identify all the factors contributing to a problem under consideration. As mentioned above, major factors identif
4、ied by an interrelationship diagram can be used as inputs for a Tree diagram. How to Draw a Hierarchical Tree Diagram? Place the home or index page at the top of the tree and organize the rest of the site into categories underneath. The tree branches should reflect how pages are linked to each other
5、, providing a road map through the web site. Matrix data analysis: Matrix Data Analysis is used to take data displayed in a matrix diagram and arrange them so that they can be more easily viewed and show the strength of the relationship between variables. It is used most often in marketing and produ
6、ct research. The concept behind Matrix Data Analysis is fairly simple, but its execution (including data gathering) is complex. The chart below is a MADC example of a toy store. As a result, improved packaging and promotion was sought for the better construction toys. Process Decision Programme Char
7、t (PDPC): is used to map out each event and contingency that can occur when progressing from a problem statement to its solution. The PDPC is used to anticipate the unexpected and plan for it. It includes plans for counter-measures on deviations. The PDPC is related to a failure mode and effect anal
8、ysis and its structure is similar to that of a Tree Diagram. The most simple explanation of the method is that one shows the possible tasks in a process and the task sequences of all the relevant alternatives. Quite simply, if the plan is displayed diagrammatically (typically in a Tree Diagram), the
9、n identified risks and countermeasures are added in subsequent boxes, as below. This may appear to be quite trivial, but as with many other tools, the construction and thought involved is as important as the final diagram. Arrow Diagram: Arrow diagrams display information about the operation of a pr
10、ocess by using arrows and nodes. Arrow diagrams can be thought of as a way to understand the operation of a process using time, cost, or other metrics. How to construct arrow diagrams? Use a team of people working on a job or project, e.g. a QDF team, to list all the tasks necessary to complete the
11、job, and write them on individual cards. On the bottom half of the card write the time required to complete the task. Then place related tasks together. Place them in chronological order. In the last place, summarise the cards on a chart. We can see from the example below that the whole task needs 6
12、 days. And all the processes and steps of the task have been showed in the chart. 33 Q u a l i t y G o a l s a n d M i s s i o n Q u a l i t y S t r a t e g y C r e a t i n g Q u a l i t y A w a r e n e s s a n d C o m m i t m e n t T r a i n i n g a n d D e v e l o p m e n t F e e d b a c k C y c l
13、 e P r o b l e m S o l v i n g O v e r v i e w I n c r e m e n t a l I m p l e m e n t a t i o n P l a n M e a s u r i n g I m p r o v e m e n t R e v i e w a n d R e f i n e a n d R e p o r t The chart above is an example of quality improvement program. It is a flowchart that shows the steps taken
14、within the process. I will give an explanation about each step. Quality goals and mission: A mission review gets an organization back to basics. The essential activity of determining whom you serve can be a wake-up call for organizations that have started to skew their activities to meet the needs o
15、ther stakeholders (such as their founders or lobby targets) and not their actual clients. Describe the overall purpose of an organization: what we do, who we do it for, and how and why we do it. All the concepts will drive the organization in a proper way of developing. Quality strategy: The quality
16、 strategy is the planning for the future of the organization. It should define the direction of the quality improvements for the organization. This should define the measures taken to monitor the quality improvement plan and timescales for achieving the improvements. What the organization should do
17、are as follows: 1. Describe an ideal future. 2. Answer the questions, what impact do we want to have on society? 3. Unite an organization in a common, coherent strategic direction. Creating quality awareness and commitment: the organization should convey a larger sense of organizational purpose, so
18、that employees can build a cathedral, rather than carrying stones. Empowering the workforce involves giving employees a degree of control over the organization operation. So when empowered, the employees will feel they are part of the organization quality circle. And some comities are also involved
19、in the process of managing quality, such as the Executive Steering Committee, Quality Management Board, and Process Action Team, they take actions of the approaches in the organization. Training and development: the organization also is responsible to train the employees about the concept of managin
20、g quality, to make the least defects, closely to the zero defect. The managers should be developed with the latest concept of quality management for the changes of the organization in the future within the organization. form and train a team to implement the initiative, and work with the team to foc
21、us on the needs and priorities defined by users of their health services. These steps are described in other sections of the Guide. Incremental implementation plan: after planning the process above, implementing and then monitoring it, you must decide whether it is worth continuing that particular p
22、lan. Feedback cycle: the feedback is provided by the measurement of the organization department. If it consumed too much of your time, was difficult to adhere to, or even led to no improvement of the quality of the products, you may consider aborting the change and planning a new one. Problem solvin
23、g overview: it is a step to see whether the problems are solved. There are many approaches to problem solving, depending on the nature of the problem and the people involved in the problem. The more traditional, rational approach is typically used and involves, eg, clarifying description of the prob
24、lem, analyzing causes, identifying alternatives, assessing each alternative, choosing one, implementing it, and evaluating whether the problem was solved or not. Measuring and improvement: it is a process of monitoring and evaluating the solutions. How did the solutions work? What needs to be change
25、d? A small project in the beginning serves as a tool for learning about quality improvement and as a catalyst for change. Review refine and report: If the scope of the problem is manageable, resolution is more likely and learning is more focused. It is essential that the first problem solving cycle
26、be a success! It is a process of refine the experience of solving problems, the approaches could be recycled in the future to solve similar problems. And the report will be claimed to the whole organization about the approaches of quality improvement, and how they work? The conclusion should be made
27、. 3.4 The major quality awards. Which are now in place to promote Total Quality Management, include: Deming price, Baldrige National Quality Award, and European Quality Award. Deming price: Deming was invited to Japan by the Union of Japanese Scientists and Engineers (JUSE) in July 1950 for lectures
28、. In appreciation, JUSE (English), created a prize to commemorate Dr. Demings contribution and friendship and to promote the continued development of quality control in Japan. The prize was established in 1950 and annual awards are still given each year. As shown in the table below, the categories o
29、f the Deming Prize are the Deming Prize for Individuals, the Deming Application Prize and the Quality Control Award for Operations Business Units. For individuals or groups The Deming Prize for Individuals Given to those who have made outstanding contributions to the study of TQM or statistical meth
30、ods used for TQM, or those who have made outstanding contributions in the dissemination of TQM For organizations or divisions of organizations that manage their business autonomously The Deming Application Prize Given to organizations or divisions of organizations that have achieved distinctive perf
31、ormance improvement through the application of TQM in a designated year For operations business units of an organization The Quality Control Award for Operations Business Units Given to operations business units of an organization that have achieved distinctive performance improvement through the ap
32、plication of quality control/management in the pursuit of TQM in a designated year These activities, together with an enhanced quality consciousness, have allowed companies to provide customers with quality products and services that are matched with customer requirements and company policies and th
33、at have been properly planned, developed, designed, produced and installed. As a result, there have been reductions in development and design troubles, parts defects, production defects, installation defects, service defects and market claims and complaints. Expected product and service quality has
34、been achieved, and it has become possible to provide products and services with attractive quality that positively satisfy customers. The Baldrige Award: was established in 1987 to promote quality awareness, understand the requirements for quality excellence, and share information about successful q
35、uality strategies and benefits. There are three eligibility categories: manufacturing, services, and small firms. Unlike the Deming Prize, public or not-for- profit organizations are not qualified. Also, there is no category in which all applicants that satisfy a given level of performance receive a
36、 quality prize. Since its foundation, there are only five companies who received this prize. According to its principles, the role of quality data collection and analysis as the basis for managerial decisions is paramount. Furthermore, quality efforts should not concentrate only on the elimination o
37、f defects but also encompass creative activities that will influence customer satisfaction. Among Baldrige winners, there are no service companies. European Quality Award: is awarded annually by the European Foundation for Quality Management to the organization that is the best proponent in Europe o
38、f Total Quality Management. The award is based on the EQFM Excellence Model which is defined by people results, customer results, society results and key performance results. European Quality Prizes are awarded each year to organizations which can demonstrate role-model performance in business excellence. The use of quality awards such as the European Quality Award has the effect of focussing quality improvement across a variety of industries. In addition they bring improvements, new practices, research and new techniques to add further improvements in quality.