组织品质管理成功之道-Vibrant

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1、TheSixSigmaRevolution第二章TheStrategyofSixSigma王德榮90423027/22/20211TotalQualityManagementOverview組織品質管理成功之道-Vibrant,vocal,knowledgeable,andmostimportant,involvedmanagement.本章闡述管理階層如何確保品質改善計畫能成功。事實上，我們不能怪罪管理階層的不參與－Humannaturetellsuswekeepdoingthethongsthatworkforus.以TheWestinTaborCenter為案例貫穿本章。7/22

2、/20212TotalQualityManagementEffectivenessandEfficiencyEffectiveness效益/效果－thedegreetowhichanorganizationmeetsandpreferablyexceedsacustomer’sneedandrequirement.Efficiency效率－referstotheresourcesconsumedinattemptingtobecomeeffective.作者調查知－Anaverageorganizationexperiencesover50﹪isefficiencyandover70﹪i

3、seffectiveness.7/22/20213TotalQualityManagementTheeightessentialstepsStep1－CreationandAgreementofStrategicBusinessObjectives策略目標的建立與共識Toobtainsupportandactiveinvolvementofmanagement,thequalityinitiativemustbelinkedtotheongoingstrategicbusinessobjectivesoftheorganization.品質管理必須與公司的策略目標結合7/22/20214

4、TotalQualityManagementCreationandAgreementofStrategicBusinessObjectivesBusinessObjectivesofTheWestinTaborCenter1.GOPAR－GrossOperatingProfitperAvailableRoom追求每一個客房的最佳利潤2.MaintenanceofTheirAAAFour-StarRatingAAA－AmericanAutomobileAssociation3.EmployeeSatisfaction－員工滿意是客戶能滿意的保證，這對旅館業是特別重要。TheWest

5、inTaborCenter在這些地方都需要改善7/22/20215TotalQualityManagementStep2－CreationofCore,KeySub-,andEnablingProcess功能式組織都相信它自己具效益與效率，其實不盡然。功能式組織某一單位的的目標可能與公司整體目標相違背。組織必須確認其達成目標的coreandsub-process。CoreprocessesofWestinareRooms,EventsandOutlets.Roomscoreprocess是策略目標GOPAR的關鍵。Enablingprocess－notnecessarilybelongt

6、oanyonecoreprocess,forexamplethepayrollprocess,employeeacquisitionprocess.7/22/20216TotalQualityManagementStep3－IdentificationofProcessOwner每一processowner指派到每一Core,KeySub-,andEnablingProcess.Processowner並非單位主管莫屬Processowner應具備下列能力－Sub-process領域知識，領導及説服才能，瞭解及鑑賞businessprocessmanagement，能體會流程成功與失

7、敗之滋味，能尊敬其他前後流程的每一個人。7/22/20217TotalQualityManagementIdentificationofProcessOwnerEnablingprocess有時也應如Sub-process一般管理BusinessPerformanceManagement－將重要關鍵的Enablingprocess提昇成為Coreprocess以Westin為例－employeedevelopment也變成Core