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15.TotalQualityControl全面质量管理Part1IntroductionRightfromthedawnofhistory,peopleinallwalksoflifearoundtheglobehavebeenstrivingtosurviveinahighl

ycompetitiveword.Theindustrialscenarioisnodifferent.Corporateexecutiveshavebeenworkingovertimetoachievebusinessexcellencebystrivingtofindsolution

stothoseproblemswhichhavedefeatedtheircounterpartsinotherpartsoftheglobe.Themessageisamplyclear:thegospelofglobalizationha

scometooccupycenterstage.Thefocusonprice,whichhithertoruledthecompetition,hasshiftedtobothpriceandquality.引言有史以来，全世

界所有的人就在这个高度竞争的世界中奋斗。工业界也是如此。公司的主管们一直在努力寻求那些竞争对手应付不了的问题的解决办法，为了获取事业成就而加班加点。大量的信息显而易见地表露出:全球化成为了世界的主流。历来以价格作为的竞争焦点已经转变为了价格

和质量。Today,customersaredemandingonqualityinproducts,servicesandinlife.Theyhavebecomeincreasinglydiscerningandhavestartedlookingforoptionsmoreintun

ewiththeirbasicneeds,requirementsandself-esteem.Infact,theyarepreparedtopayapremiumforaqualityproductorservice.Oneoftheapproachesthats

eemstoprovidethesolutiontotheaforesaidchallengesisthemanagementphilosophyoftotalqualitymanagement(TQM).现今，顾客对产品，服务甚至生活质量的要求越来越高。他们已经越来越具有洞察力。顾客开始以他们

的基本需要，要求和自尊为基准进行选择。事实上，他们乐意为有质量保障的产品或服务进行额外支出。而针对上述的挑战的解决办法之一就是全面质量管理(TQM)的管理哲学。TQMisanapproachforcontinuouslyimprovi

ngthequalityofeveryaspectofbusinesslife,i.e.itisaever-endingprocessofimprovingforindividuals,groupsofpeopleandthewholeorganization.Itisani

ntegratedapproachandsetofpracticesthatemphasizes,interalia,managementcommitment,continuousimprovement,customerfo

cus,long-rangethinking,increasedemployeeinvolvementandteamwork,employeeempowerment,processmanagement,competitivebenchmarking,etc.TQM是

一种对商业活动中所有方面的质量进行持续改进的一种方法,也就是对个体、群体和整个的组织进行改良的持续过程。它是一种综合方法和实践的运用，尤其重视高层管理承诺、连续改进、以客户为中心、长远战略、员工参与和团队

合作、员工授权、流程管理、竞争标杆管理等等方面。TheoriginoftheTQMmovementdatesbacktotheearly20thcenturywhenWalterShewart,intheearly1920s,firs

tintroducedtheconceptofstatisticalprocesscontrol(SPC)tomonitorqualityinmassproductionmanufacturing.Thiswasfollowedbymany

qualitymanagementtoTQM.Crosby(1979),thefourabsolutes,Deming(1986),fourteenpoints,Feigenbaum(1993),tot

alqualitycontrol,Ishikawa(1985),qualitycontrolcircles,Juranetal.(1988),qualitytrilogyandTaguchi(1986),lossfunction,havep

rescribeddifferenttechniquesandorganizationalrequirementsforeffectiveimplementationofTQM.TQM运动的起始于20世纪初期。20世纪20年代早期，休瓦特首先提出了统计过程控

制(SPC)的概念，它用于检测大批量生产制造的产品的质量。随后，许多质量管理方面的大师和专家提出了多种理论：Crosby(1979),四项原则；Deming(1986)，戴明管理十四条；Feigenbaum(1993)，全面质量控制，Ish

ikawa(1985),质量控制圈；Juran(1988),质量三部曲；Taguchi(1986)，损失功能函数。这些已经成为TQM有效实施的技术规定和组织要求.Theevolutionofthequalityimprovementmovementisaconglo

merationofvariousJapaneseandUSphilosophies,precepts,strategiesandapproaches.EventhoughtheJapanesefirsttookthelead

insuccessfullyapplyingthestrategylaternamedTQMintheUSA,itisalsotruethatseveralAmericansarerecognizedinternationallyasthedriversbehindtheconcept

.Thegenesisofmodernmanagement/administrativetheory(letalonequalitymanagement)haditsrootsinthemanufacturingmilieuandblossomedunderthea

uspicesofthemanufacturingstalwartsrightfromtheearly20thcenturywhenFredricW.Taylorin1911,introducedtheconceptofscientificmana

gement.质量改进运动的演进是日本和美国不同哲学，训令，战略和方法的融合结果。尽管是日本人最初成功地应用了这种战略（随后由美国命名为TQM）,但确实美国人是国际公认的推动者。现代管理理论（包括质量管理理论）起源于制造环境。20世纪早期，自从泰勒于1911年提出科学管理

理论，在制造业茁壮成长的预兆里，现代管理理论走向了繁荣与发展。Thisdevelopmentcanbeattributedtothefactthattheentireindustrialworldwaspredominantlymanufacturingorien

tedandundergoingarevolutionwithaprimefocusonassemblylines,massproductionmanufacturing,supplierpartnerships,just-in-time(JIT

)productionandcellularmanufacturing,etc.Becauseofthesefactors,mostofthetechniquesandstrategiesofadministrati

vetheory,andnaturallyqualitymanagement,werequantitativeinnatureandtargetedtoaddresstheproblemsoftheproductionline.这个现象归因于以下事实：整个工业世界是以制造业为导向的

，并且工业界正在历经一场变革，人们更加关注装配线，大批量生产制造，供应商关系，准时生产和单元制造等方面。因为这些因素，管理理论（包括质量管理）的大部份的技术和策略都是定量的，并且针对性地解决生产线上的问题。Themanagementofse

rviceorganizationsandmarketingofserviceshasbeenaCinderellaamongtheorganizationalbehaviorandmarketingliteratureinthepast,incontrasttothemanagemento

fmanufacturingorganizationsandmarketingofgoods.Butwiththeblossomingoftheservicesectorinalmosteveryeconomy,qualityimperativesarenolong

erthesoleconcernandprovinceofmanufacturing.Oflate,serviceprovidersarefacingthesamegroundrealitiesthatconfro

ntedtheirmanufacturingcounterpartsinthepast.过去，与制造业的管理和商品行销相比，服务业的管理和行销服务是组织行为和行销学中的灰姑娘。但是随着服务业在经济各个领域的繁荣，质量命令不再是制

造业唯一的关心和主题了。最近，服务业正面临着他们的制造业同行所面临的基本事实.Thesubjectofqualitymanagementinmanufacturingindustryhasbeenamatterofgreatintere

standconcernforbusinessandacademiaalike.Severalworkshavethoroughlyinvestigatedthevariousdimensions,techni

quesandorganizationalrequirementsforeffectiveimplementationofTQM.Thesedimensionsincludetopmanagementcommitmentandleadershi

p,qualitypolicy,training,product/servicedesign,supplierqualitymanagement,processmanagement,qualitydataandreporting,employeerelations,workf

orcemanagement,customerfocus,customerinvolvement,benchmarking,SPC,employeeempowerment,employeeinvolve

ment,corporatequalitycultureandstrategicqualitymanagement.制造业的质量管理引起了商界和学术界广泛的关注。一些工厂为有效地实施TQM对不同的规模，技术和组织

需求进行了彻底地调查。这些方面包括高层管理层的承诺，领导力，质量方针，培训，产品/服务设计，供应商质量管理，流程管理，质量数据和报告，员工关系，劳动力管理，以客户为中心，顾客参与,标杆管理,SPC，员工授权，员工参与，企业质量文

化和战略质量管理。Thesedimensionsare,inessence,toolsoftheintellectthatwereforgetintheadministrativetheory,temperedinmanufacturingq

ualitymanagementandthereforearenaturallyexpectedtobehonedtocuttingsharpnessinservicequalityimprovement.Percontra,tho

ughmostofthesedimensionsandothertechniquesandstrategiesproposedbyvarioustheoristsandpractitioners,startingfromthebirt

hofthemanufacturingbusiness,theyarenotacompleteyardstickforservicequalityimprovement.实质上，这些方面是在管理理论中被遗忘的智能工具,调节了制造质量管理，所以很自然的被寄予重望能将服务业质量大大提升。但是，尽

管从制造业开始以来，众多理论家和实践者都提出了这些方面的理论和相关的技术、战略，但是它们都不能成为服务质量改善的完全标准。Thereasoninghereisthatalthoughfromalogicalpointofviewmostofthedimensionsofmanufacturing

qualitymanagementshouldnaturallyapplytoservices,thetransferabilityofmanufacturingqualitymanagementdimensi

onstoservicescallsforsomeserioussoul-searchingasservicesdifferfromthemanufactureofgoodsinanumberofdiffer

entways:Serviceintangibility,simultaneityofproduction,deliveryandconsumption,perishability,variabilityofexpectationsofthecustomersandthe

participatoryroleofcustomersintheservicedelivery.因为，虽然从逻辑观点看，制造质量管理的大多方面自然是适用于服务业的,但是当制造质量管理应用到服务业时，需

要深刻理解两个行业之间的不同:服务无形性，生产的同时性，输出和消费，非持久性，顾客的需求变化和顾客的角色参与等。Part2Interestingly,theliteratureonTQMwithrespecttoservices,i.e

.totalqualityservice(TQS),seemstobebereftofanintegrativeframeworkthatwillincludeallthecriticaldimensionsofTQSbyaddressingtheissue

ofpossibletransferabilityofmanufacturingqualitymanagementdimensionstoservices,andbyfocusingonthosedimensionsthatareuniquetoserviceorganizations.

ThepresentstudyattemptstodevelopaconceptualmodelofTQSbycomparingandcontrastingthecriticalityofthedifferentdimensionsofqualitymanagementi

nbothmanufacturingandserviceorganizations.有趣的是，在全面质量管理方面的文献，也就是全面质量服务，似乎丧失了一个综合框架，包括全面质量服务的所有临界尺寸，通过解决关于制造质量管理规模可转移

性的服务问题，并专注于特别服务组织的规模。当代研究尝试通过比较和对照不同的质量维度管理在制造业和服务机构发展一种全面质量服务的概念模型。TheresearchproblemItisevidentthattheresearchlitera

tureonmanufacturingTQMisquiteextensiveandexhaustive,coveringalltheaspectsofTQM,viz.•thecriticaldimensionsof

TQM;•therelationshipsbetweenqualitymanagementpracticesandorganizational/businessperformance;•thesoftissues(i.e.peopleorientedissues)ofTQM;•the

influenceofcontextualfactorsonTQM;•therelationshipsbetweenproductqualityandcustomers’perceptionsofproductquality;•thedemarcation

betweenTQMandnon-TQMfirms;•theeffectofTQMageonoperationalresults,etc.研究问题•很明显，对制造业的全面质量管理的研究文献相当广泛和详尽，涵盖了全面质量管理的所有方面。也就是：•全面质量管理的临界维数•质量管理的实践和组织

/经营业绩之间的关系•全面质量管理的软问题（以人为本）•对全面质量管理情境因素的影响•产品质量和产品质量的客户认知之间的关系•全面质量管理和非全面质量管理公司之间的界限•经营业绩对全面质量管理年龄的影响，等等。ConcerningtheliteratureonTQS,the

variousaspectsofTQMinserviceorganizationshavealsobeenindependentlysubjectedtoextensiveresearch,e.g.•customers’perceptionsof

servicequality;•theconceptof‘serviceculture’;•thecriticalroleofthepersonnelandHRMfunction;•theinfluenceofoper

ational,organizationalandhumanresourcesfactorsonservicequality;•theeffectofthe‘builtenvironment’;•customers

atisfaction,loyaltyandpurchaseintentions;•serviceswitching,serviceencounters,criticalincidentsandrecovery;•financialoutcomesofservicequalit

yinitiatives.关于全面质量服务方面的文献，在服务机构全面质量管理的各个方面也受到独立广泛的研究，例如：•服务质量的客户认知•服务文化的概念•人事和人力资源管理功能的关键角色•对服务质量的业务影响，组织和人力资源等因素•建筑环境的影响•客户

满意度，忠诚度和购买意愿•服务转化，服务接触，危机事件和恢复•财务结果对服务质量有积极作用ThecriticaldimensionsofTQSThepresentwork,basedonthethoroughreviewoftheprescriptive,conc

eptual,practitionerandempiricalliteratureonTQMandTQSspanningover100articles,identifies12dimensionsofqualitymanagementascriticalfor

theinstitutionofaTQMenvironmentinserviceorganizations.Thedimensionsthathavebeenidentifiedareasfollows:全面质量服务的临界尺寸在目前工作的基础上深入回顾全面质量服务和全面

质量服务的规定性、概念性、实践和经验的文献已经超越了100篇，确定12维度的质量管理在全面服务机构作为全面质量管理环境的重要制度。已确定的尺寸如下：•Topmanagementcommitmentandvisionaryleadership;•Humanresourcemana

gement;•Technicalsystem;•Informationandanalysissystem;•Benchmarking;•Continuousimprovement;•Customerfocus;•Employeesatisfaction;•Unionintervention;

•Socialresponsibility;•Servicescapes;•Serviceculture.•董事会的承诺和富有远见的领导•人力资源管理•技术体系•信息和分析系统•标杆管理•精益求精•顾客至上•员工满意度•欧盟干预•社会责任感•服务链•服务文化T

hesedimensionscanbebroadlygroupedunderthreecategoriesfollows:•Thosedimensionsofqualitymanagementthataregenerictobothmanufacturinga

ndserviceorganizations,butwhichwereinitiallypracticedinthemanufacturingset-upandlatertransferredtoservicemilieu(theseincludedimensionssuchasTopmana

gementcommitmentofvisionaryleadership,Humanresourcemanagement,Designandmanagementofprocesses,Informationandanalysis,Benchmarking,Conti

nuousimprovement,EmployeesatisfactionandCustomerfocusandsatisfaction).这些尺寸大致可分为以下三大类：•质量管理维度是通用的制造业和服务机构，

但它最初在制造业实行设置，后来转移到这些服务环境（包括富有远见的领导作为最高管理层的承诺，人力资源管理，设计和流程管理，信息和分析，标杆管理，精益求精，员工满意度和顾客至上）。•Thosedimensionsthatareseldomaddressedintheliter

aturebutare,nevertheless,keyelementsofTQMinbothmanufacturingandserviceorganizations(e.g.UnioninterventionandSo

cialresponsibility).•Finally,thosefactorsthatareuniquetoserviceorganizations(namely,Servicescapes—theman-madephysicalenvironment—andServic

eculture).•这些维度很少在文献中提及，然而，全面质量管理的关键因素在制造业和服务机构都有体现（例如欧盟干预和社会责任感）。•最后，这些因素所特有的服务机构（也就是服务链——人因环境和服务文化）。Table1brieflyexplainsth

e12criticalfactorsofTQS.Severalworkshaveunderlinedtheimportanceofthesedimensions.Giventhefactthatserviceshavecertainuniquech

aracteristics,thedifferentrolesthateachofthesedimensionsplayandthevariousaspectsthattheybringintothepicture(likeskills,values,tools,techniquesandot

herrequirements)varyfrommanufacturingtoserviceorganizations.Table2comparesandcontraststhesignificancean

drelevanceofthevariousqualitymanagementdimensionsinmanufacturingandserviceorganizations.表1简要介绍了全面质量服务的12个关键因素。几部作品都强调了这些方面的重要性。鉴于所提供的服务有一定独特

特征的事实，它们各自发挥不同的角色和各方面所携带的图片（如技能，价值，工具，技术和其他要求）不同于制造业和服务组织。表2对比了不同质量管理维数在制造业和服务组织方面的意义和相关性。Part3Table1.ThecriticaldimensionsofTQSNo.Reiticaldimension

sExplanationofthecriticaldimensions1.Topmanagementcommitmentandvisionaryleadership高层管理人员的承诺和有远见的领导人Topmanagementcommitmentisaprerequisiteforeffectiv

eandsuccessfulTQSimplementation.Althoughdifferentresearchersproclaimvarioustheoriesontheorganizationalrequirementsforeffectivei

mplementationofTQS,allwouldagreethattheimpetusforanyqualityimprovementeffortshouldcomefromthetop.Visionaryleade

rshipistheartofleadingandespousingamental,strategicandspiritualchangeintheorganizationbytheformulationofalong-rangevisionforthedevel

opmentoftheorganization,propagatingthevisionthroughouttheorganization,devisinganddevelopingaplanofactionandfinallysti

mulatingtheentireorganizationtowardstheaccomplishmentofthevision.高层管理人员的承诺是TQS成功有效执行的先决条件。虽然不同的研究者宣告多种组织需求的有利于TQS有效执行的理论，但

推动质量改进的努力都应该从最高层做起。有远见的领导是领导和支持精神的艺术，具有在战略和精神上规划组织长远发展的洞察力，在组织中传播这种洞察力，设计和发展行为计划最终刺激整个组织的成就。2.humanresourcemanagement人

力资源管理Thisreferstothenumberoforganizationalbehaviorissues（rangingfromselectionandrecruitment,traininganded

ucation,employeeempowermenttoemployeeinvolvement）thatformthecornerstoneuponwhichthecorporatestrategyisb

uilt.Themootpointhereisthatonlyiftheemployerstreattheiremployeesaspreciouswouldtheemployees,inturn,treattheircustomersasv

aluable.Therefore,itisindispensableforserviceorganizationstolookuponHRMasasourceofcompetitiveadvantage这关系到构成了企业战略的基石的组织行为问题的数量(从选料、招聘

、培训、教育、授权对员工参与)。在这里争论的焦点是只有当雇主珍视自己的雇员，反过来，雇员才会珍视顾客。因此,它是服务机构在人力资源管理作为竞争优势的一个不可缺少的来源。3.technicalsystem技术体系Th

etechnicalsystemincludesdesignqualitymanagementandprocessmanagement.Soundandreliableservicedesignechoesanorganizati

on’sstrategicqualityplanningabilitiesandenablestheorganizationtosurmountcustomers’needs,expectationsanddesires,consequent

lyresultinginimprovebusinessperformanceServiceprocessmanagementessentiallyinvolvestheprocedures,systemsandtechnologyt

hatarerequiredtostreamlinetheservicedeliverysothatcustomerscanreceivetheservicewithoutanyhassles,i.e.itdelineatesthe

non-humanelementofservicedelivery,asopposedtohumanelementwhichiscapturedinthedimension‘serviceculture’.技术体系包括设计质量管理和流程管理.。健

全和可靠的服务设计呼应组织的战略规划能力，使质量组织超越顾客的需求，期望和欲望，最终来提高经营业绩。服务流程管理的本质上所涉及的程序、制度和技术要求,流线型的服务,使客户能获得服务没有任何困难,如下。它揭示了非人类的元素的

服务,是在服务文化中和人的因素相反的。4.informationandanalysissystem信息和分析系统Services,unlikemanufacturedgoods,cannotbeinventoriedandusedintimesofemergencyordemand

.Therefore,duringrushorpeakperiods,unlessorganizationskeepthemselvespreparedforanysucheventualities,theymaynotbeabletoprovidequalityservicetocus

tomers.Thiscanonlybeachievedbyequippingtheemployeeswithinformationregardingtheprocessandthecustomers.Prompt,sufficientandpertinentda

tathatarecriticaltotheimplementationandpracticeofTQMconstituteinformationandanalysis.InaTQSambiencepeoplenee

dtocommunicateacrossorganizationallevels,functionsandlocationstoworkoutcurrentproblems,eschewnewonesandimplementchang

e.Measuresforproactivepreventionratherthanreactivecorrectionareemployedtomonitorqualityinordertosustainatruecustomerfocus.服务,不像制成品,不能在紧急时刻

清点或使用。因此，在繁忙或高峰期，除非组织保持对任何这种可能性做好准备，他们未必能够为客户提供优质的服务。要实现这一点，只有员工提供与过程和顾客相关的信息。提示，充足和相关的执行和实践TQM的资料是信息

和分析系统构成的关键。在TQS氛围中人们需要不同等级、功能、工作区域的组织交流当前存在的问题，避开新问题，实施新的变化。积极预防，而不是被动的改正措施来监测质量，以维持真正以客户为中心。5.Benchmarking标杆超越Benchmarkingisacomparisonac

omparisonstandardthatconsistsofanalyzingthebestproducts/servicesandprocessesofthebestorganizationintheworldandthe

nanalyzingandusingthatinformationtoimproveone’sownproductcharacteristics,process。Whileinmanufacturing,standardsuchasproductcharacteristic,pro

cess,cost,strategy,etc.areusedasbenchmarks,itisallthemoredifficulttobenchmarkservices.Becauseoftheverypuzz

lingnatureofservicesandtheconsequentorganizationalcontingenciesthatitwarrantsforitsdesign,production,deliveryandconsumptions,organizati

onsneedtofocusonbenchmarkingnotonlyharddata,butalsocertainbehavioralfeaturessuchascustomersatisfactionandemployeesatisfaction

,apartfromcomparingtheservicesandprocessesthroughwhichtheyaredelivered.标杆管理是一个比较标准，比较分析最好的产品/服务和世界上最好的组织进程，然后分析和利用这些信息来改善自己的产品特性和工艺。而在以制造、标准,

如产品特点、工艺、成本、战略等作为基准,它就更加难以进行标杆化的服务。因为后续服务使人困惑的性质,为保证组织或其产品的设计、生产、运输和设想,组织需要集中精力标杆管理不仅需要确凿的数据,通过这些服务和过程的比较，而且需要某些行为特征,如客户满意度和员工满意度。6.Continuousimpro

vement持续改进Thequestforqualityimprovementisnotaspecificdestinationbutacontinuousjourneythatthrowsupmoreandmoreopportunitiesforimprovement.

Improvementshouldbeviewedasanongoingprocessinthesenseoncetargetsaremet,newonesmustbeset,aimingforevenhigherlevelsofserviceefficiency.Itisaracewhi

chhasnofinishlinebuthasthesoleobjectiveofstrivingforcontinuousimprovement,andlookingforbreakthroughswithrevolutionaryorderofmagnitudechangesthatwil

lresultinthetransmogrificationoftheorganizationintoaworld-classone.追求品质改善不是一个特定的目标，但在持续的过程中将引发更多的改进和更多的机会。改进应被视为一个持续的

过程，在某种意义上一旦达到目标，必须设置新的服务效率更高的目标。这是一场没有终点线的比赛,其唯一的目的,持续改进,追求寻找突破和改革,这将导致组织的变形成为世界一流的。7.Customerfocus以顾客为中心Customerfocusistheultimategoalofa

nyTQSprogrambecauseorganizationscanoutscoretheircompetitorsbyeffectivelyaddressingcustomers’needsanddemandsanda

nticipatingandrespondingandrespondingtotheirevolvinginterestsandwants.Focusingoncustomerneedsandwantsen

ablesorganizationstohaveabettermarketorientationthaneverbeforebyprovidingacompetitiveedgeovertheirrivals,therebyresultinginenha

ncedbusinessperformance.以客户为中心是任何TQS计划最终的目标，组织可以通过有效地解决客户的需求和要求，并预测和响应，应对其不断发展的利益，达到超过他们的竞争对手的最终目标。关注客户的需求和愿望使企业能够通过提供比竞争对手更好的任何时候的市场定位

，从而在提高业务水平。7.Customerfocus以顾客为中心Inserviceorganizations,ascustomerexpectationsarehighlydynamicandcomplexinnature,focusingonlyoncustomer-defin

edareassoastosatisfythecustomerswillnotyieldfruit.Intoday’sworldofintensecompetition,satisfyingcustomersma

ynotbeenough.Thecompetitiveadvantageinaqualityrevolutioncomesonlyfromcustomerdelight.Customersatisfactionisashort-termconceptwhichmayorm

aynotleadtocommitment.Themanagement’sresponsibilityistoensurethatsatisfactionmanifestsitselfascommitmentinthelongrun.在服务机构，顾客的

期望是高度复杂和动态的，如果仅以客户定义的领域为重点以满足顾客是不会取得成果的.在当今竞争激烈的世界，满足客户可能是不够的。竞争优势来源于顾客青睐的质量改革。顾客满意是一个短期的概念，它可能会或可能不会作为保证。管理层的责任是确保满意度表现为长远的承诺。Part48.Employ

eesatisfaction员工满意Employeesatisfactionisamulti-dimensionalconcept,whichisdefinedasthedegreetowhichemployeesofa

norganizationbelievethattheirneedsandwantsarecontinuouslysatisfiedbytheorganization.Anorganizationmustnotonlyhaveafocusonservicequality/customers,but

alsoconcentrateonemployeesatisfaction,asresearchhasshownmuchevidenceofstrongrelationshipsbetweenemployeeperception

sofemployeewell-beingandcustomerperceptionsofservicequalityandsatisfaction.员工满意是一个多维概念，它是指使企业的员工认为他们的需要和需求被企业提供的满意程度。一个组织不可以只关注服务质量，客户还要关注员工

满意。正如研究显示，员工感知和客户感知有着紧密联系。9.Unionintervention工会干涉Withamajorchunkoftheworkforceinbothdevelopedanddevelopingnationswo

rkinginserviceorganizations,industrialrelationsissuesareascrucial(ifnotmore)astheyareinmanufacturingindustries.A

sTQMisanorganization-wideapproach,itssuccessisgreatlyinfluencedbyitsemployeeunion.Theseemployeerelationsissues

affecttheorganizationalsystemandconsequentlydeterminethenatureandextentofTQMimplementation.And,withthetechnologicalgrowth(intermsofcomputerization,n

etworking,etc.)grippingtheservicesector,andtheknownaversionsandapprehensionsoftheunionstowardssuchadvancements,itcouldbeconcludedthatunion

attitudesplayacriticalroleinanyqualityimprovementeffort.在发达和发展中国家，服务业的劳工管理在使用中，劳资关系(如果不更多)尽可能的起到决定作用，像制造业一样。TQM是企业范围的方法，他的成

功极大的影响员工组织。雇员关系影响了组织系统并最终决定TQM实施的程度和效果。随着服务部门技术的发展（计算机化，网络化等）工会对这种进步又爱又恨，工会的态度在质量改进中扮演了重要角色。10.Socialresponsibility社会责任Thecon

ceptofcorporatecitizenshipshouldcometotheforeifanorganizationhastobesuccessfulandprogresstowardsachievingbusinessexcellence.Thiscanbeachievedbyf

ulfillingitsmission.Atthesametime,anorganizationmustalsogrowandhaveagoodimage,i.e.itshouldmeetitssocialandc

ommunityobligations.Attheendoftheday,itisnotjusttheprofitorrevenuethatcountsforanorganization,butanindomitablebeliefincorporateresp

onsibilitytoitssocietybecomesindispensable.如果企业想获得成功的商业成就，公司义务便显得尤为重要。毫无疑问，商业和工业企业的存在是为了获取利润。这可以通过完成目标来实现。同时，组织必须成长和有一个好的前景。它必须履行社会和集体义务。一天工作结束时，企业

不仅要计算利润和税务，还要有强烈的社会责任这种信念，这必不可少的。10.Socialresponsibility社会责任Withtheentireworldundergoinganupheaval—aqualityrevolution–itisthisattitudethatwill

certainlygiveanorganizationacompetitiveedgeinthelongrunovermanyotherswhovieforgreaterhonorsintermsofprofits,returnoninvestments(ROI),mar

ketshare,etc.completelyignoringthebutnonethelesspowerfuldimensionsendsstrongsignalstowardsimprovingtheorganization’

simageandgoodwill,andconsequentlyeffectingthecustomers’overallsatisfactionwiththeservicesandtheirloyaltytotheorganization.全世界正

在经历一场变革，质量革命，从长远看，它是这个态度，那当然给企业以竞争优势，在匆匆浏览很多方面后，谁适合巨大的荣誉竞争依据利润，投资收益(ROI)，市场份额，等等。这细微的，但是仍旧强有力的特征把强信号送向改进企业的形象和友好，并且从而影响用户对服务的满意度和他们对组织的忠诚度。11.Servic

escapes服务范围Thetangiblefacetsoftheservicefacility,i.e.theman-madephysicalenvironment(suchasequipment,machinery,signageande

mployeeappearance—theservicescape),stronglyinfluencebothemployeesandcustomersinphysiological,psychological,emotional,sociologicalandcognitivewa

ys,particularlyasthecoreservicebecomesmoreintangible.服务设施的有形的方面，即人为的物质环境(例如设备，机器，标记和雇员出现－服务范围)，强烈影响雇员和用户在生理，心理，感情，社会学和认识方面，尤其核心服务变得更难以捉摸.12.se

rviceculture服务文化Inserviceorganizationstheboundaryseparatingthecustomersandemployeesisveryfrailandpervious,withtheresultthatthephysicalandps

ychologicalpropinquitybetweenthemissointensethatonlyafirm’sculturethatstressesservicequalitythroughouttheorg

anizationcouldestablishtheseamlessnessintheservicedelivery.Servicecultureisactuallytheextenttowhichtheemployeesatalllevelsrealizethattherealpurpos

eoftheirexistenceis‘servicetocustomers’.在服务业组织中区分用户和雇员的边界是脆弱和可渗透的，正因为如此，他们之间物质上和精神上是如此强烈接近，仅有促使整个组织处在服务质量的督促下，公司文化才能在服务交货内建立地毫无破

绽。服务文化实际上是雇员在多大程度上他们存在地真正意图是维顾客服务。12.serviceculture服务文化WhilecustomerfocusisseenasagoaloftheTQSmovement,ser

vicecultureisanorganizationalstrategythatmotivatestheemployeestohaveaserviceorientation.Anorganizationcharacterizedbysucha

serviceorientationismorelikelytoofferareliable,responsive,empatheticservicetocustomersandprovidethemwithassuranceinconv

eyingtrustandconfidencehatwillresultinimprovedqualityinservicedelivery,which,inturn,willleadtohigherperceivedservicequalityfromthecustomers’pointofv

iew.AstronginternalculturehelpsanorganizationtoeffectandsustainanorganizationchangethatwillmaketheTQSapproachmoreeffective.以客户为中心看起来是TQS运动地目标，服务文化

是一种组织策略，它激励员工建立一种他们地服务定位。以这样的服务定向很可能提供可靠，应答服务给用户和在表现自信时提供给他们信任感。以客户的观点看，将导致更好的服务质量。强有力的内部文化帮助组织影响和支持组织变化，使TQS更加

有效。Table2.significanceofthequalitymanagementdimensionsinmanufacturingandservicesettings表2.在制造业和服务业部门中管理的意义Function/dimension作用/特点

Manufacturing制造业Service服务业Impetus推动力Topmanagementcommitmentandvisionaryleadership高层管理承诺和愿景领导Topmanagementcommitmentandvisionary

leadership.高层管理承诺和愿景领导OrganizationalsystemHRM人力资源管理的组织系统Recruitmentandselection招聘和选择Task-orientedskill

s,teamwork,technicalskillsandqualityvalues面向工作的技能，团队精神技术技能和质量价值Interpersonalrelations,teamworkandqualityvalue

s人际关系,团队精神和质量价值Trainingandeducation训练和教育Hardtopics:accounting,engineering,statistics,etc.硬学科：会计学，工程，统计，等等

Softtopics:communicationSkills,interpersonalrelations,teamwork,employeebehaviorandcustomerservice软学科:通讯技能，人际关系，团队精神，雇员行为和顾客服务Employ

eeempowerment员工授权Supportinginfrastructuresuchasrequiredresourceandtechnicalassistance,increasingautonomyandres

ponsibility;emphasisonshop-floorworkers支持基础设施，例如被要求的资源和技术帮助，增加自治权和责任；重点在车间工人Providingpower,information,rewardsandunforese

enbehaviorduringcustomerservice;emphasisoncustomercontactpersonnel提供能力，在顾客服务期间的信息，报酬和未预见到的行为；重点在用户接触

人员Employmentinvolvement员工参与Qualitycontrolcircles,problemhitsquads,qualityimprovementteams,suggestionschemes,brainstorming,Gordontechnique,et

c.质量控制圈,问题攻击班，质量改进团队，建议计划，头脑风暴，戈登技术，等等Qualitycontrolcircles,problemhitsquads,qualityimprovementteams,suggestionsch

emes,brainstorming,Gordontechnique,etc.;greateremphasisonemployeeinvolvementinserviceorganizationsastheyruntheserviceoperation,markett

heservicesandareequatedwiththeservicebythecustomers.质量控制圈,问题攻击班，质量改进团队，建议计划，头脑风暴，戈登技术，等等。服务操作服务组织员工参与的重点是服务操作，售后服务并于顾客

相配套Part5Technicalsystem技术体系DesignqualitymanagementQualityfunctiondevelopment,houseofquality,Taguchi’sdesignofexperiment,errorpreventionandzerofaults

trategy,failuremodeeffectanalysis,poke-yoke,etc.Errorpreventionandzerofaultstrategy;gapanalysis;criticalincidenttechnique设计质量管理质量功能展开，房子品质，田口实验设计，

错误预防和零故障的战略，失效模式效应分析等错误预防和零故障策略;差距分析;关键事件法ProcessmanagementStatisticalprocesscontrol,statisticalQualitycontrol,just-in-timeproduction

,Cellularmanufacturing,sixsigmaquality,5Sapproach,sevenoldandnewtoolsofQuality,etc.Systematization,standardization

,Simplificationandstreamliningoftheservicedeliveryprocesses;Computerization;networkingofoperations,etc.过程管理

统计过程控制，统计质量控制，实时生产，单元制造，六西格玛质量，5S的方法，七个新老工具等等系统化，标准化，简单化，精简的提供服务过程;计算机化;实际的行动InformationsystemDatarelatedtocostandfinancialaccounting

,sales,marketing,Purchasing,etc.Datarelatedtocustomersatisfaction,servicequalityandemployeesatisfaction.信息系统对费用，财务会计，卖，推销，采购等进行归纳处理大体的了解客户满

意度，服务质量，员工满意度CultureThoughtheimportanceofcultureisacknowledgedeveninthemanufacturingliterature,theemphasi

shasbeenmoreontechnologySeamlessnessinservicedelivery,momentsoftruth,criticalincidentandrecovery文化文化的重要性被承认即使在生产中，甚至也比技术还

重要无缝连接在提供服务，真理的时刻，重要时刻被利用SocialresponsibilityEnvironmentalmanagement,ISO14000,etc.Corporatecitizenship—toleadasacorporate

citizenbypromotingethicalconductineverythingtheorganizationdoes社会责任环境管理，ISO14000的企业公民化——促进企业员工在做每一件事都要遵守职业道德，用这来指导他们TangiblesNot

applicableAmbientconditionssuchastemperature,ventilation,noise,odor,etc.signs,symbols,advertisementboards,pamphlets,employeeappe

aranceandotherartifactsintheorganization;physicallayoutofpremisesandotherfurnishings现实不适用环境条件例如温度，通风，噪音，气味，等等。标志，符号，广告板，小册子，雇员形象，其他集团的形象;门面的布局和其他室

内陈设IndustrialrelationsRoleplayedbytheUnioninestablishingthepoliciesstrategiesandproceduresoftheorganization;U

nion’sinfluenceinrecruitment,selectionandcareerdevelopmentprograms,andtheextentofautomationRoleplayedbytheUnioninestablishingth

epolicies,strategiesandproceduresoftheorganization;Union’sinfluenceinrecruitment,selectionandcareerdevelopmentprogra

ms,andtheextentofautomation;Union’ssupportandcooperationinthedriveforcustomerfocus,qualityconsciouscultureandcontinu

ousimprovement劳资关系这在建立政策和组织程序的时候都有体现；工会对招聘，甄拔和事业发展方案，自动化程度的影响这在建立政策和组织程序的时候都有体现；工会对招聘，甄拔和事业发展方案，自动化程度的影响；企业支持和合作的方面在顾客关注的事物，自觉的保证质量和可持续的发展Benchmarki

ngProductcharacteristics,processes,cost,strategy,etc.Behavioralfeaturessuchascustomersatisfaction,employeesatisfactionandserv

icequalityapartfromtheserviceproductandprocessesthroughwhichtheyaredelivered标杆管理产品特点，过程，成本，战略等行为的特征例如客户满意度，员工满意度，服务质量除了

他们所做的服务产品和过程Goals目标CustomerfocusThoughcustomersatisfactionandemployeesatisfactionareacknowledgedasvitalelementsofTQM,theyarenotseenasgoalsofaTQMp

rocess.Thefocusisonproductquality,eliminationofdefects,conformancetospecifications,requirements,reliability,durability,fitnessf

oruse,etc.Customerdelightandloyalty,favorablepurchaseintentions,repeatbusiness,etc.customersaretreatedasproductivehumanresources,substitutesforlead

ershipandasorganizationalconsultants以客户为中心虽然客户满意度，员工满意度由于全面质量管理被承认为重要的元素，他们却没有被视为一个的目标全面质量管理得进程。他们主要致力于产品质量，缺陷的消除，与规格一致，需求，可靠性，耐久性，品质是否适用顾客兴

趣和诚意，有利的收购计划，再一次的交易，等等。顾客被当成生产力资源，代替领导成为组织的顾问EmployeesatisfactionEmployeesatisfactionandcommitment—recognitionforsmallaswellasbigqualitycontr

ibutionsandachievements,betterbehavior,workvalues,ethics,etc.员工满意度不论大小贡献和成就的员工满意度和承诺承认，有助于其有更好的行为，工作价值观，道德

，等等。AmbienceContinuousimprovementContinuousimprovement气氛持续改进持续改进SummaryAsfirmsaspiretospreadtheirwingsi

ntheglobalmarket,TQMpromisestoprovideapotentialsolutiontomanyoftheirbusiness-relatedproblems.Thoughmanycorporationsthroughouttheglob

ehavealreadysetoutonthisnever-endingodysseyandmanyothershavestartedexploringwhatisrequiredinordertoembarkonaTQMjourney,thequestionofhowtos

tartaTQMprogramisstillshroudedinuncertainty.Asdecision-makersbecomemoreinvolvedinimplementingTQM,questionsareraisedaboutwhichmanagementpracticesshoul

dbeaccentuated.Thisscenariogainsevenmoresignificance,especiallyinaservicebusinesswheretheveryconceptofqualityitselfisdifficulttodefi

ne.摘要由于公司渴望在全球市场传播他们的产品，全面质量管理承诺对他们许多的有关商业的问题进行一定的解决。虽然很多公司提出全球已经开始了一场没有终点的奥德赛并且许多人开始了探索在全面质量管理旅程中需要具备

什么东西，如何开始一个全面质量管理方案依旧不确定。由于决策者更多的参与进全面质量管理，问题被提高到那种管理做法将被强调。这个情景更加具有意义，尤其在一个服务业它质量的概念很难确定。