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1、©2007,HarringtonInstitute,Inc.OrganizationalExcellence卓越组织五大支柱ChinaDec.13,2007Dr.H.JamesHarringtonCEO,HarringtonInstitute詹姆士·哈林顿博士©2007,HarringtonInstitute,Inc.FordMotorCompany QualityImprovementPlan福特汽车公司质量改进计划Slogancontest-“Qualityanddemandgohand-i
2、n-hand”竞赛口号－“质量和产量两手同时抓”Postercampaign-Fordandsuppliers-prideinindividualperformance海报宣传活动－福特和供应商－为各自的绩效而骄傲Monthlyqualitycontrolpublications-givecreditforachievements月度QC出版物－对所取得的成就给予肯定Plantachievementawards工厂成就奖©2007,HarringtonInstitute,Inc.FordMoto
3、rCompany QualityImprovementPlan(cont’d)福特汽车公司质量改进计划（续）Statisticalqualitycontrol-togetproductsbetterthanthebest统计质量控制－把产品做得比最好的产品更好Managementandemployeetraining管理层和员工培训Supplierimprovement供应商改进SuppliertrainingonSPC对供应商进行SPC（统计过程控制）培训©2007,HarringtonIns
4、titute,Inc.WhyHighlightFord’sImprovementProcess?为何特别介绍福特的改进过程？ThesewereimprovementactivitiesatFordinthelate1940s,asreportedina1950issueofIndustrialQualityControl在上世纪40年代后期，福特进行了一系列改进活动，并在1950年出版的一期《工业质量控制》中加以报道。©2007,HarringtonInstitute,Inc.Confusion
5、ReignsSupreme多种主流思想并存PhilipB.Crosby’s14Steps克劳什比的十四步质量改进法Dr.W.EdwardsDeming’s14Points,ornewanddifferent14Pointsof“ProfoundKnowledge”戴明的质量管理新十四要点Dr.ArmandV.Feigenbaum’s10BenchmarksforQualitySuccess费根堡姆的质量成功十个基准Dr.JosephM.Juran’sStep-By-StepsImprovemen
6、t朱兰的循序渐进改进法Dr.KaoruIshikawa’sSixCategoriesforTransformation石川馨的改革的六种方法©2007,HarringtonInstitute,Inc.©2007,HarringtonInstitute,Inc.PagesfromScienceFictionnovelsarebeingcutandpastedintosciencetextbooks.©2007,HarringtonInstitute,Inc.IMPOSSIBLE©2007,Harr
7、ingtonInstitute,Inc.Don’tjustthink outsideofthebox.不要仅仅在盒子里进行突破性思考TearDownTheWallsits拆掉四面围墙©2007,HarringtonInstitute,Inc.©2007,HarringtonInstitute,Inc.OrganizationalExcellence(OE)istheprocessofbuildinganorganizationthatEXCELS!组织卓越是打造卓越组织的过程©2007,Harr
8、ingtonInstitute,Inc.卓越组织资源变革项目知识过程©2007,HarringtonInstitute,Inc.ThePillarsofOrganizationalExcellence14thOct2003-DubaiStructured,InnovativeManagementProcessProjectsChangeKnowledgeResourcesPerformanceExcellence卓越绩效ValuetoallStakeHolders为所有利益相关方创造价值卓越组织
