1、品質的策略計畫3全面品質管理與六標準差 Chapter 3 品質的策略計劃2Strategic Quality Planning Leadership for qualityLeadership is the process by which a leader influences a group to move towards the attainment of superordinate goals.全面品質管理與六標準差 Chapter 3 品質的策略計劃3Strategic Quality Planning Leadership for qualityFor followers to

2、have power, leadership must share power. As a result leadership is about the sharing of power.全面品質管理與六標準差 Chapter 3 品質的策略計劃4Strategic Quality Planning Leadership for qualityThis power takes many forms:The power of expertiseReward powerCoercive powerReferent powerLegitimate power全面品質管理與六標準差 Chapter 3

3、 品質的策略計劃5領導統御 品質，成也在領導統御，敗也在領導統御。 領導統御是策劃品質策略的先決條件。 前奇異(GE)公司執行長魏爾契(Welch, 2005)歸納出八項領導統御的法則:不斷地提昇團隊能力。 確定員工清楚願景，也要生活在願景裡。將活力及樂觀傳染給每一個員工。 需得到信賴。 決斷的勇氣 。好奇心及懷疑的精神 。承擔風險及永續學習 。找機會表揚鼓勵員工的成就。6前IBM的執行長葛思登(Gerstner, 2002)的八項領導方法： 用原則來領導與管理。市場決定我們公司該做的事項。 相信品質、競爭策略、團隊、表現與獎勵、及倫理責任。討厭在公司內玩政治的員工，我喜歡做事的人。 參與策略

4、的擬定。動作要快。 需要不斷地、坦誠地、直接地溝通。 盡力虛心學習。7Strategic Quality Planning Strategy ContentQuality improvement involves identifying potential areas for improvement and planning the implementation of projects and improvements 8Strategic Quality Planning The importance of time in quality improvementThere are two a

5、spects of time:The time it takes to achieve business goals as a result of qualityThe speed at which companies improve9Strategic Quality Planning The importance of time in quality improvementWhen goals are set, one of three things will occur:People will achieve the goals and incur positive resultsPeo

6、ple will distort the dataPeople will distort the system10Strategic Quality Planning Quality as a strategy Cost of QualityPAF ParadigmPrevention CostsAppraisal CostsFailure Costs 11Strategic Quality Planning Quality as a strategy Failure CostsInternal failure costsExternal failure costs12Strategic Qu

7、ality Planning Quality as a strategy Differentiation through qualityFocus through qualityQuality as a core competency 13策略 (Strategy) 敏滋博格(Mintzberg)的策略四種涵意它可是一個計劃 (Plan) 它可是一個操作的模式(Pattern) 它可以是一個企業組織的定位 (Position) 它是一個組織的行事專長與特點 (Perspective) 。 14波特 (Porter)的三種基本策略 全面低成本策略。 差異化策略。最常使用的差異化策略首推品質策略。

8、 專注策略。 15策略思維 (Strategic thinking) 布雷托博格和納洛伯佛 (Brandenburger and Nalebuff) 的策略思考陷阱：公司會完全接受並按照已安排好的規則及範圍來行事。一般公司相信零和是遊戲的一定結果，不可能有都贏的局面。相信組織的專長與產品的特性是不容易被他人模仿的。一般公司傾向於以管窺天，盲人摸象。公司傾向於照單全收那些流行的策略理論及方法。16裘蘭 (Juran) 的大Q策略想法 流程品質問題顧客品質目標品質衡量品質訓練品質的協調與方向 17策略規劃 (Strategic Plan) 弗斯特(Foster)六個策略規劃原則：企業領導者的眼光需

9、透過企業的年度計劃而展現出來，並具以執行。企業內每個員工都需參與適合其層次的策略產出，這些策略應呼應企業領導者的眼光。每個企業組織內的層級、部門都應設定永續改進計劃的優先秩序。重點在永續改進，而不一定是在一個預設的結果。在計劃的同時，也要預想執行時可能會出現的狀況。計畫及行動是依據問題的本源，而不是依據問題 的表象。 18APSD定時複檢績效評比目標中階經理人員(HOW)計劃執行團隊(Empowered)高階領導者(WHAT)績效評比目標目標行動改進智識眼光中程、近程策略資源圖3-1 控球模型19圖3-2 全面品管策略圖20Strategic Quality Planning Quality

10、Strategy Process The Forced Choice ModelStatement of the missionInterrelated financial and non-financial objectives Statement of strengths and weaknessesForecast of operations21Strategic Quality Planning Quality Strategy Process The Forced Choice ModelMajor future operationsBroad economic Assumption

11、sKey government/regulatory issuesMajor technological forces22Strategic Quality Planning Quality Strategy Process The Forced Choice ModelSignificant marketing opportunities/threatsExplicit competitor strategies for each competitorGenerating Strategic options23六標準差品質(Six Sigma)策略六個策略步驟：首先需建立一個 Six Sig

12、ma 的願景或遠景。再來需要了解組織內一定會有人或團體會排斥 Six Sigma 。這種排斥可能是個人的，可能是政治的也可能是屬於技術因素的排斥。Six Sigma 的企業是一個結合結果導向，正確心態，與適切行為的組織。Six Sigma 的文化必需在企業的系統及結構裡反應出來。企業不但要經常衡量公司的流程績效及產出不良率，還要經常檢查員工對 Six Sigma 的接受程度。如果沒有高階經理人員的全力支持， Six Sigma 在企業內是沒有明天的。24高階管理人員的品質策略摩杜與桂(Madu and Kuei, 1994)列出九點注意事項。認知(Awareness) 顧客導向(Custome

13、r Focus) 管理哲學與態度(Management Philosophy/Attitude) 組織願景(Organizational Vision)品質願景(Quality Vision)組織任務(Organizational Mission)組織訊息(Organizational Message)資源及承諾(Resources and Commitment) 組織學習(Organizational Learning) 25方針管理 定義方針管理係一整體團隊活動之系統化經營管理活動方法，其透過內、外環境之探討，以孕育出企業遠景、目標及策略，進而展開策略至各組織層次，執行PDCA之管理循環，

14、不斷地改善企業體質，以達到企業之預期目標，俾企業臻於永續經營之境界。26 圖3-3 方針管理與 TQM之關係達到個別部門每天之最大績效 極力專注 於從CEO 到第一線 員工之策略目標 達到所有相關功能 之最高 協調性與 合作性日?？刂品结樄芾斫徊嬷δ苄怨芾眍櫩蛯蛑饔嫯?7方針管理之基本原則 所有管理者皆參與。個人自主與負責。專注於源流之原因(Root Causes)。不必完全繫於效率評估。品質第一。接住任何方向的來球(Catch Ball)。專注於程序。28圖3-4 方針管理運作系統圖年度計畫五年願景總經理之每年診斷月份診斷細部之執行展開到部門計畫稽核 執行29Strategic Qua

15、lity Planning Deploying Quality Hoshin Kanri or Policy DeploymentThe Company develops a 3 - 5 year planThe Senior Executives develop the current years objectives.30Strategic Quality Planning Deploying Quality Hoshin Kanri or Policy DeploymentCatchball occursThe process is interactiveTeams report upM

16、anagement delivers feedback31Strategic Quality Planning Does Quality Lead to Better Business Results? Quality and PriceCostProductivityProfitabilityEnvironment32Strategic Quality Planning Does Quality Lead to Better Business Results? Quality and PriceCostProductivityProfitabilityEnvironment33Strateg

17、ic Quality Planning Does Quality Lead to Better Business Results? Quality and PriceCostProductivityProfitabilityEnvironment34Strategic Quality Planning Does Quality Lead to Better Business Results? Quality and PriceCostProductivityProfitabilityEnvironment35Strategic Quality Planning Does Quality Lea

18、d to Better Business Results? Quality and PriceCostProductivityProfitabilityEnvironment36Strategic Quality Planning Supply Chain Strategy Logistics?When shall we ship?What mode of transportation shall we use?How do we optimize our shipping practices?37Strategic Quality Planning Supply Chain Strategy

19、 Suppliers?Who are our preferred suppliers?What is our process for supplier selection?How do we develop suppliers?How do we link with our suppliers?Do we source globally?38Strategic Quality Planning Supply Chain Strategy Inventory management?Where do we optimally store inventoryHow much? How long?Do

20、 we have perishable stock?Do we carry safety stock?ARE we maintaining good levels of service?39Strategic Quality Planning Supply Chain Strategy Products?How much product do we stock?What product variety is necessary?How do we win orders?Where are our products in their life cycles?40Strategic Quality

21、 Planning Supply Chain Strategy Service?How do we define service along the supply chain?What do our customers want?can we segment the supply chain?Who are our customers?41圖3-5 基本程序與技術工具規劃過程年度計畫循環遠景3-5年計畫年度目標 目標之展開 和計畫之發展日常進度稽核年度稽核基於事實資料之問題解決方法，例如七個基本QC工具+達到一致性之計畫工具，例如管理計畫之七種工具 事實基礎與方法-清楚的方向-所有階層確實之目 標和方法之承諾-透過執行以達到不 斷改善計畫-饋入下年度之計畫-獲得及維持整合性