企业质量管理体系拓展和深化的研究
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摘要
本文主要研究企业质量管理体系拓展和深化的理论和实践问题,包括大质量系统的协同、顾客价值与质量管理体系的关系、管理体系的一体化、卓越绩效与自我评估、绩效测量与平衡记分、可持续卓越经营等。
本论文通过对质量概念拓展演化过程的分析,提出为了适应形势发展的要求需要确立大质量的概念。大质量是一个综合的概念,它既包括产品形成全过程的质量,又包括管理全过程的决策质量和经营质量,是实物形态质量和价值形态质量的统一。企业的大质量系统是一个复杂的管理系统,它包括多个子系统。通过深入分析大质量系统的特征,并应用自组织理论来研究大质量系统遵循的一般规律,提出了大质量协同概念的内涵和特点,探讨了大质量协同模式与环境的关系。指出:在环境的稳定期,大质量系统协同的重点是强调子系统的整合、和谐和平衡记分;在环境的动荡期或超竞争情况下,大质量系统协同的重点是强调对环境的适应性和系统自身的柔性,在此,识别并正确选择序参量是关键,提出:组织学习是主导企业大质量系统进化的序参量。
质量管理体系是现代质量管理的基础,而质量信息系统是质量管理体系的一个重要方面。通过深入分析顾客价值与质量管理体系的关系,提出顾客价值的概念应该引入质量管理体系,企业的质量管理应向以丰富顾客价值为中心的管理转变。大质量要求大体系。随着管理体系标准的增多,一体化是企业当前面临的一个重要问题。从和谐管理的角度出发讨论了一体化建设的目标,就是要最大化各子体系的协同增效作用,并通过风险管理使负效应最小化。分析了企业文化对一体化功能实现的可能影响,并探讨了动态一体化体系的构建模式。大体系要求大优化。这要求企业采用卓越绩效模式,追求卓越经营。卓越绩效模式标准属成熟度标准,通过借鉴CMMI的理念,提出了企业管理体系成熟度的分级模型和连续模型并界定了其主要特征。卓越绩效模式标准的本质是自我评估,分析了自我评估的过程管理活动和采用模式的可能选择,并深入探讨了自我评估与组织学习的关系。绩效测量是现代管理的重要基石,通过分析传统绩效测量体系的不足,探讨平衡记分卡与卓越绩效模式结合的可能途径,提出了体现大质量理念的卓越经营记分卡的概念、体系模式和评价方法,并通过具体实践实证研究,验证了这种方法的可行性和有效性。在竞争环境保持稳定,或它的主要方面是以一种可预测的方式变化时,企业追求卓越经营,可由卓越绩效模式标准提供的框架来指导,实践证明是非常有效的。但在剧烈的不可预测的环境变化条件下,这些框架不再继续适用。为此,提出需要开发一种二元的管理模式,来促进企业可持续的卓越经营。
This paper mainly deals with the problems related to the theory and practice of the development and deepening of the quality management system in enterprises, which include synergism in big quality system, the relationship between customer value and system of quality management, integrated management system, performance excellence and self-assessment, performance measurement and balanced score, sustainable business excellence and so on.
This paper, through analyzing evolution in quality concept, suggests that big quality concept should be formed in response to the needs of the growingsituation. Big quality is an aggregative concept, which includes not only the quality in the whole process of producing products but also the decision-making quality and business quality in the whole process of management. It is the integration of the quality of physical form with the quality of value form. The big quality system of enterprises is a complicated management system, which includes several subsystems. Through analyzing the characteristics of the big quality system and applying the theory of self-organizing to study the general rule governed by big quality system, it proposes the intension and characteristics of synergetic concept of big quality and explores the relationship between the synergetic mode of big quality and environment. It points out that in the stable period the synergism in big quality system focusing on emphasizing reconstruction and integration of subsystems, harmony and balanced score while in the turbulent period or under the circumstance of extra-competition, the synergism in big quality system focusing on emphasizing the adaptability to the environment and the flexibility of the system itself, in which the key point is the identification and the right choice of order parameter. This paper suggests that organizational learning should be the leading order parameter of big quality system of enterprises in the evolution.The system of quality management is the base of modern quality management while quality information system is an important aspect of quality management system. Through further analyzing the relationship between customer value and quality management system, this paper suggests that the concept of customer value should be introduced into quality management system, and the quality management of enterprises should be transferred into the management focusing on enriching customer value. Big quality requires a big system. With the increase of management system standards, integration is a big problem faced by current enterprises. This paper discusses the goal of the development of integration from the angle of harmonious management, which is to maximize the synergism of subsystems and minimize the negative effects by risk management. It also analyzes the possible influence of enterprise culture on realizing integration and approaches the framing modes of dynamic integration system. A big system requires big optimization. It requires enterprises to adopt the mode of performance excellence and achieve business excellence. The standard of performance excellence is a mature standard. By using the ideas of CMMI, this paper raises the hierarchical model and the continuous model of maturity of management system in enterprises and defines its main characteristics.The innate character of the standard of performance excellence mode is self-assessment. This paper analyzes the process management activities in self-assessment and the possible choice in using models. Meanwhile, it further explores the relationship between self-assessment and organizational learning.Performance measurement is the foundation stone of modern management. Through analyzing the weak points of the traditional system of performance measurement, this paper explores the possible ways of combining the balanced scorecard with the model of business performance and raises the concept of the scorecard of business excellence, system models and assessment approaches, which are based on the idea of big quality. It tests and verifies the feasibility and the effectiveness of this approach by empirical research.It proves to be very effective that enterprises can achieve business excellence guided by the framework provided by the standard of performance excellence model when the competition environment keeps stable or its major trend is predictable. However, the framework will no longer be applicable under the condition of environmental changes in an intense and unpredictable way. Thus this paper suggests that a dual management mode should be developed to help enterprises to achieve sustainable business excellence.
本论文通过对质量概念拓展演化过程的分析,提出为了适应形势发展的要求需要确立大质量的概念。大质量是一个综合的概念,它既包括产品形成全过程的质量,又包括管理全过程的决策质量和经营质量,是实物形态质量和价值形态质量的统一。企业的大质量系统是一个复杂的管理系统,它包括多个子系统。通过深入分析大质量系统的特征,并应用自组织理论来研究大质量系统遵循的一般规律,提出了大质量协同概念的内涵和特点,探讨了大质量协同模式与环境的关系。指出:在环境的稳定期,大质量系统协同的重点是强调子系统的整合、和谐和平衡记分;在环境的动荡期或超竞争情况下,大质量系统协同的重点是强调对环境的适应性和系统自身的柔性,在此,识别并正确选择序参量是关键,提出:组织学习是主导企业大质量系统进化的序参量。
质量管理体系是现代质量管理的基础,而质量信息系统是质量管理体系的一个重要方面。通过深入分析顾客价值与质量管理体系的关系,提出顾客价值的概念应该引入质量管理体系,企业的质量管理应向以丰富顾客价值为中心的管理转变。大质量要求大体系。随着管理体系标准的增多,一体化是企业当前面临的一个重要问题。从和谐管理的角度出发讨论了一体化建设的目标,就是要最大化各子体系的协同增效作用,并通过风险管理使负效应最小化。分析了企业文化对一体化功能实现的可能影响,并探讨了动态一体化体系的构建模式。大体系要求大优化。这要求企业采用卓越绩效模式,追求卓越经营。卓越绩效模式标准属成熟度标准,通过借鉴CMMI的理念,提出了企业管理体系成熟度的分级模型和连续模型并界定了其主要特征。卓越绩效模式标准的本质是自我评估,分析了自我评估的过程管理活动和采用模式的可能选择,并深入探讨了自我评估与组织学习的关系。绩效测量是现代管理的重要基石,通过分析传统绩效测量体系的不足,探讨平衡记分卡与卓越绩效模式结合的可能途径,提出了体现大质量理念的卓越经营记分卡的概念、体系模式和评价方法,并通过具体实践实证研究,验证了这种方法的可行性和有效性。在竞争环境保持稳定,或它的主要方面是以一种可预测的方式变化时,企业追求卓越经营,可由卓越绩效模式标准提供的框架来指导,实践证明是非常有效的。但在剧烈的不可预测的环境变化条件下,这些框架不再继续适用。为此,提出需要开发一种二元的管理模式,来促进企业可持续的卓越经营。
This paper mainly deals with the problems related to the theory and practice of the development and deepening of the quality management system in enterprises, which include synergism in big quality system, the relationship between customer value and system of quality management, integrated management system, performance excellence and self-assessment, performance measurement and balanced score, sustainable business excellence and so on.
This paper, through analyzing evolution in quality concept, suggests that big quality concept should be formed in response to the needs of the growingsituation. Big quality is an aggregative concept, which includes not only the quality in the whole process of producing products but also the decision-making quality and business quality in the whole process of management. It is the integration of the quality of physical form with the quality of value form. The big quality system of enterprises is a complicated management system, which includes several subsystems. Through analyzing the characteristics of the big quality system and applying the theory of self-organizing to study the general rule governed by big quality system, it proposes the intension and characteristics of synergetic concept of big quality and explores the relationship between the synergetic mode of big quality and environment. It points out that in the stable period the synergism in big quality system focusing on emphasizing reconstruction and integration of subsystems, harmony and balanced score while in the turbulent period or under the circumstance of extra-competition, the synergism in big quality system focusing on emphasizing the adaptability to the environment and the flexibility of the system itself, in which the key point is the identification and the right choice of order parameter. This paper suggests that organizational learning should be the leading order parameter of big quality system of enterprises in the evolution.The system of quality management is the base of modern quality management while quality information system is an important aspect of quality management system. Through further analyzing the relationship between customer value and quality management system, this paper suggests that the concept of customer value should be introduced into quality management system, and the quality management of enterprises should be transferred into the management focusing on enriching customer value. Big quality requires a big system. With the increase of management system standards, integration is a big problem faced by current enterprises. This paper discusses the goal of the development of integration from the angle of harmonious management, which is to maximize the synergism of subsystems and minimize the negative effects by risk management. It also analyzes the possible influence of enterprise culture on realizing integration and approaches the framing modes of dynamic integration system. A big system requires big optimization. It requires enterprises to adopt the mode of performance excellence and achieve business excellence. The standard of performance excellence is a mature standard. By using the ideas of CMMI, this paper raises the hierarchical model and the continuous model of maturity of management system in enterprises and defines its main characteristics.The innate character of the standard of performance excellence mode is self-assessment. This paper analyzes the process management activities in self-assessment and the possible choice in using models. Meanwhile, it further explores the relationship between self-assessment and organizational learning.Performance measurement is the foundation stone of modern management. Through analyzing the weak points of the traditional system of performance measurement, this paper explores the possible ways of combining the balanced scorecard with the model of business performance and raises the concept of the scorecard of business excellence, system models and assessment approaches, which are based on the idea of big quality. It tests and verifies the feasibility and the effectiveness of this approach by empirical research.It proves to be very effective that enterprises can achieve business excellence guided by the framework provided by the standard of performance excellence model when the competition environment keeps stable or its major trend is predictable. However, the framework will no longer be applicable under the condition of environmental changes in an intense and unpredictable way. Thus this paper suggests that a dual management mode should be developed to help enterprises to achieve sustainable business excellence.
引文
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