《管理学专业英语教程（第四版下）》课件Unit 4 Quality Management and Improvement

Why need Quality ManagementRapid technological changesProduct variety proliferationGlobal competitionEmphasisA strategic management of operationsThe management of qualityTo gain competitive advantageContinuous improvementPerform wellCostQualityDelivery dependability and speedInnovation and flexibilityContinuous improvement of operation processesImproving PerformanceTotal quality management(TQM)Just in time(JIT)Performance measurementBusiness process re-engineering(BPR)BenchmarkingMany othersTQM is based on the principle of continuous improvement of products and processes aimed at continually satisfying customer expectations regarding quality,cost,delivery and service.BPR also aims at satisfying customer expectations regarding quality,cost,delivery and service however its approach to improvements is more radicalHowever Operational management practicesCompetitive strategyMisalignmentUnsuccessful TQM implementationsAlignmentvDeveloping a reference modelnFrom customer expectationsnFrom strategic decisions nFrom prioritising improvement actionsFailure CasesvTQM and reengineering are powerful means.But many are the failure cases.Inherent drawbacksvLimitations of TQM and reengineeringnredesign can be divorced from strategy in an era of volatile and rapidly changing markets and technologyStrategic improvement DeploymentsStrategic positioningOperational strategiesCompetitive advantagevJapanese case:nthrough the vertically groupsnnot through the horizontal processes workflowFailure vSuccess one:nDeriving improvement actions from customer expectations and strategic decisions through business processes,and prioritising improvement actions that will most contribute to strategic objectives.A Systematic PrioritisationCompetitive dimensions are prioritised for improvement based on customer expectations and performance on such dimensions against competition;Priority processes for improvement are selected based on the impact of such a processes on dimensions taken as improvement priorities as well as on qualitative and/or quantitative diagnostic of performance;Priority improvement actions are selected based on extent of their contribution to levering process performance.Elements of The Improvement Deployment MethodElements of The Improvement Deployment MethodvIdentification of prioritiesBy considering customer satisfactionvMapping business processesUnderstand the flow of information and resources through the business processes of the internal value chain.vPerformance assessmentDiagnose the root causes of problems or weakness so as to determine what areas or activities are the weak points and need to be addressed.Elements of The Improvement Deployment MethodvImprovement actionsFunctional benchmarkingA process of continuously measuring and comparing an organisations business process against business leaders anywhere in the world to gain information which will help the organisation to take action to improve its performance.Quality toolsISO 9001 standardTQM and innovationTQMInnovation?vA few questions:To what extent are TQM practices positively related to innovation and what is the nature of the relationship?Do TQM practices that lead to high quality performance have different configuration from those that lead to high innovation performance?To what extent can the difference be examined?To what extent are TQM practices affected by different organizational contexts,particularly the business environment and the organizational strategy as well as the organizational culture?Can these factors explain the different outcomes resulting from various configurations of TQM practices?A Research FrameworkHypothesis 1vThere is a significant relationship between TQM practices and quality performance.Hypothesis 2vThere is a significant relationship between TQM practices and innovation performance.TQM-quality/innovation performance relationshipvSpencers(1994)TQM practices reflecting an organismic model are supportive of innovation.Those practices that are associated with a mechanistic model will hinder innovation.Requires different practices from those required for pursuing qualityHow about by investigating the correlation between quality performance and innovation performance?Hypothesis 3vThere is a significant relationship between quality performance and innovation performance.The impact of the three factorsvMiller(1988)There is a correlation between an organizations strategy and its environment.There is also a correlation between an organizations strategy and its structure.There is no significant correlation found in the relationship between an organizations environment and its structure.Hypothesis 4vThere is a relationship between the business environment and an organizations strategy.Hypothesis 5vThere is a relationship between an organizations strategy and TQM practices.The relationship between organizational culture and organizational strategyvStrategy formulationStrategy that makes the most effective use of these core resources and capab