浅析QC小组活动对质量管理体系运行的推动作用

通过对QC小组活动特点及ISO9000质量管理体系原则分析，总结两者相互关系，提出QC小组对ISO9000质量管理体系运行的推动作用以及在ISO9000体系运行中QC小组持续发展途径。     

全面推进行业质量管理提升

正质量是企业竞争的焦点、市场的热点和低碳发展的亮点,而质量管理小组(QC小组)是实行全面质量管理的组织形式,云南电网有限责任公司(简称公司)以QC小组活动为契机,实现成果迅速转化,吸引了更多的员工积极参与到QC活动中来,越来越多QC科技成果的应用有效提高了公司设备安全运行水平,促进了企业安全生产,并直接转化为企业的竞争力,带动企业技术和管理的不断创新实践,成为直接推动企业竞争力提升的     

油田基层QC小组活动管理创新的探讨

围绕油田基层单位QC小组活动管理创新进行探讨,阐述了“搞好年度小组课题立项,需要运行‘三定’网络;搞好年度小组活动开展,需要推行‘三导’方法;搞好年度小组成果总结,需要开展‘三评’活动”的3个观点.通过对QC小组活动管理创新的课题论述,结论是:油田基层单位QC小组活动要持久有效开展、持续实现发展,需要在油田基层质量管理上不断探索、持续创新.     

广西武宣供电公司:以成果践行创先“落地”

正5月23日,当武宣武宣供电公司调度控制中心新防线QC小组再次入围广西区将于6月份召开的QC小组成果发布会时,武宣供电公司青年员工卓志龙满脸笑容,自豪地说:"保持电网的安全稳定运行和电力有效供应,是我们电力人的梦想"。这就是武宣供电公司青年员工想干事,会干事,干成事的一个缩影。立足岗位放飞梦想将电网比作"血脉",输送电源的变电站就是时刻跳动的"心脏"。作为电网运行的第一线,武宣供电公司电力调度     

如何建立基层QC小组发展的长效机制

QC小组是推动基层全面质量管理的重要手段之一,因此建立基层QC小组发展的长效机制势在必行。大庆油田有限责任公司第九采油厂通过有效引导与激励,发挥典型的引领作用,特别是跨行业（部门）组建小组,对建立基层长效发展机制起到了积极作用,并取得了明显的效果。     

不容忽视QC小组活动的过程管理

一、注重小组活动的全方位管理一般而言，QC小组活动的管理包括两个方面，一是指上级部门（质量管理部门及车间）对QC小组的管理；另一是指QC小组的自主管理。前者主要是从QC小组的组建、注册、课题审核、活动计划的审批、对活动的检查、组织成果发表、优秀成果评选及奖励等方面进行管理，使QC小组活动得以规范地开展下去。后者主要是在小组长的带领下，全组人员都参加小组活动的管理。因此，小组活动要充分体现活动的计划性、程序性和小组成员的参与性。只有这样，才能确保小组活动“过程”的完整性和规范性，真正解决生产实际问题。…     

QC小组应在创新中持续发展

QC小组活动是企业质量改进的有效手段，随着石油勘探开发市场的国际化，市场竞争越来越激烈，而竞争的焦点和实质是质量，QC小组活动是质量管理过程中最活跃的因子，并将得到进一步发展。所以，创新是QC小组持续发展的活力之源，QC小组如果没有创新，就会失去发展的机会，也将失去生命力。著名质量管理大师费根堡姆曾说过：“任何质量改进没有创新，就没有生命力”，而QC小组作为一种重要的群众性质量改进活动，只有持续不断地创新才能得以发展。     

QC小组创新发展方向探究

阐述QC小组活动对企业发展的积极作用,从QC小组的组织建设、选题方法、课题推进方面提出QC小组活动的创新点和突破点;掌握QC知识、相关技术和工作经验是QC小组活动创新的基础,创新才是QC小组发展的不竭动力。     

萧山供电局QC成果获“海洋王”杯全国一等奖

4月16日,从杭州萧山供电局传来喜讯,该局信息通信班E家人QC小组在第六届"海洋王"杯全国QC成果发表赛中荣获一等奖,并被评为2013年度全国优秀QC小组。据了解,E家人QC小组此次参赛的课题为《提高桌面终端修复及时率》。该小组以加快流程流转速度和"阳光化"受理为出发点,通过构建"阳光186"运维体系,优化人员分工,有效解决了维修等待、备件     

广西电力工业勘察设计研究院2000年度荣获多项各级优秀QC小组称号

20 0 0年度我院共有 8个 QC小组活动成果在院第十四次 QC小组成果发表会上发布 ,其中获得院级优秀 QC小组一等奖 4个 ,二等奖 4个。经向上级各主管部门推荐、申报 ,共有 8个成果分获 3项厅局级、1 0项省部级以上优秀 QC小组称号。其中获国家工程建设 (勘察设计 )优秀 QC小组奖 2项 ;自治区优秀 QC小组奖 2项 ;部级优秀 QC小组奖 3项 ;全国电力行业优秀 QC小组奖 3项 ;广西勘察设计系统优秀 QC小组奖 2项 ;广西电力有限公司先进 QC小组将 1项。详见附件。　　 2 0 0 0年获奖的 QC小组课题类型大多为公关型 ,只有一个管理型。这些 Q…     

The effects of knowledge attribute, alliance characteristics, and absorptive capacity on knowledge transfer performance

The main purpose of this study is to examine the effects of knowledge attribute, alliance characteristics, and firm's absorptive capacity on the performance of knowledge transfer. Regression analysis was used to test the hypotheses in a sample of 137 alliance cases. The findings suggest that knowledge transfer performance is positively affected by the explicitness of knowledge and firm's absorptive capacity; that equity-based alliance will transfer tacit knowledge more effectively while contract-base alliance is more effective for the transfer of explicit knowledge; and that trust and adjustment have positive effects while conflict possesses a curvilinear effect on knowledge transfer performance.     

基于改进遗传算法的模具零件孔群加工路径优化

为提高孔群模具的加工效率,提出了一种最近邻、遗传算法和禁忌搜索相融合的改进遗传算法。采用最近邻算法选取一系列好的初始种群,同时将禁忌搜索中"禁忌"的思想引入到遗传算法中,并在进化过程中随机引入部分新个体,进行迭代搜索。根据孔群加工特点建立了类似旅行商问题的数学模型,并用改进算法求解最短加工路径,在分布复杂的孔类模具上进行数值实验。轮胎实例应用结果表明,改进算法优化后路径长度比CAM系统算法优化后路径长度缩短5.31%,比X向路径法缩短77.88%,比Y向路径法缩短77.63%,比最近邻算法缩短4.52%;当实验参数相同时,改进算法路径长度比遗传算法缩短14.65%,且运行时间平均缩短了63.60%。改进算法的路径长度明显缩短,有效提高了孔群的数控加工效率。其通用性较好,在提升数控系统孔群加工效率方面具有参考价值。     

The Role of Globalization, Time Acceleration, and Virtual Global Teams in Fostering Successful Global Product Launches

The present article presents a conceptualization of how firms can respond to the issues of globalization and time‐based competition through the use of virtual global teams to foster successful global product launches. It is argued that by combining input, managerial, and transformation‐based competencies effectively, the firm can configure a repertoire of strategic choices (e.g., marketing plans throughout the product development process) based on the national competitive environment, while at the same time being mindful of the need to maintain consistency within the firm's intermediaries operations—both in product development and global product launch. It is further argued that the linkages between globalization and time‐based competition necessitate managerial adjustments in decision frameworks to incorporate accelerated timescapes to maximize effectiveness in global product launch. In an effort to capture the varying impact of time on global decision makers a timescapes perspective is employed, where timescapes are analogous to landscapes because they include the temporal features of socioeconomic events in a variety of socially constructed contexts inclusive of timeframe, tempo, degree of path dependency, synchronization of events, sequence, anticipation, and ubiquity. The recognition of timescapes accentuates the contextual complexity of competition and creates the interface among events, environments, and individuals beyond the traditional numeric concept of clock time, thus requiring modification of a manager's decision‐making perspective. Further, it is argued that due to the rapid pace of globalization, many multinationals in their global product launches require that products, services, technical support, and prices throughout the world need to be coordinated. To effectively accomplish this goal of coordination as an accommodation, firms and their networks can form global virtual teams (i.e., culturally diverse, geographically dispersed, electronically communicating work group of members, who think and act in concert with the diversity of the global environment and intermediary needs–expectations) to enhance global product launch success. Lastly, it is argued that the hypercompetitive global marketplace cannot be managed ex post due to the level of cognitive complexity but must be managed ex ante by developing strategies capable of maintaining flexibility. To accomplish the task of competing in a hypercompetitive landscape, management must understand and incorporate a timescape of events that integrates the various perspectives of those involved in the global product development and launch decision‐making processes. Without a well‐articulated perspective of social time, managers will limit their ability to effectively coordinate global product development and launch across markets, thus hindering the firm's ability to maximize returns.     

我国废物犯罪立法初探

随着我国经济的发展,环境问题越来越严重,尤其是废物处理问题,成为我们所面临的一个迫切需要解决的问题。对废物处理中的一般的违法行为,可以追究行为人的民事责任、行政责任,对于那些严重的违法行为即废物犯罪问题则应由刑法加以规制。我国刑法规定了废物犯罪．但是仍然存在不足,难以有效地惩治和预防废物犯罪,在刑事立法方面,对废物犯罪需要加以完善。     

Competitive positioning within and across a strategic group structure: the performance of core,secondary, and solitary firms

Drawing from economic and cognitive theories, researchers have argued that firms within an industry tend to cluster together, following similar strategies. Their positioning in strategic groups, in turn, is argued to influence firm actions and firm performance. We extend this research to examine performance implications of competitive positioning not just among but also within groups. We find that performance differences within groups are significantly larger than across groups, suggesting that some firms within groups develop better resource or competitive positions. We also find that secondary firms within a group outperform both core firms within the group and solitary firms, the latter being those not belonging to any multifirm strategic group. This suggests that secondary firms may be able to effectively balance the benefits of strategic distinctiveness with institutional pressures for similarity. We conclude that the primary implication of strategic groups does not relate to the ability of firms to create stable, advantageous market segments through collusion. Instead, strategic groups represent a range of viable strategic positions firms may stake out and use as reference points. Moreover, our results concerning secondary firms indicate that firm positioning within a group structure can have performance implications. Copyright © 2002 John Wiley & Sons, Ltd.     

GNSS抗干扰中LCMV算法研究及仿真

由于GNSS卫星信号强度极小,容易受到强信号干扰,针对如何有效抗干扰问题,将基于功率倒置天线阵列LCMV算法在一定的数学模型基础上利用理论进行推演,并稍加改进避免了矩阵求逆,然后通过Matlab仿真加以验证,最后为该算法的实现进行了硬件设计。提出了以FPGA结合DSP的处理方案,利用FPGA完成射频采集,由DSP进行抗干扰处理以及LCMV算法实现。     

Examining the positive and negative effects of <Emphasis Type="Italic">guanxi</Emphasis> practices: A multi-level analysis of <Emphasis Type="Italic">guanxi</Emphasis> practices and procedural justice perceptions

In this research, we compared and contrasted the effects of managers’ interpersonal level guanxi practice and group level guanxi practice on employees’ procedural justice perceptions. Results indicated that interpersonal guanxi practice was associated with increased employee fairness perceptions whereas group level guanxi practice (the sense that guanxi is used often to make human resource decisions within a management group) was negatively related to perceived fairness. Thus, while individuals may like the personal favors of managers’ interpersonal guanxi practice, their sense of justice is undermined by the broad use of guanxi. In addition, group level guanxi practice moderated the relationship between interpersonal guanxi practice and procedural justice such that this relationship was stronger in work units with high levels of group level guanxi practice. Thus, when employees see many others affected by guanxi, their sense of justice is even more strongly influenced by interpersonal guanxi practice.     

What Keeps Managers Away from a Losing Course of Action? Go/Stop Decisions in New Product Development

The purpose of this experimental study is to test whether specific approaches can reduce escalation of commitment—namely, decision‐makers' tendency to persist with an innovation project despite negative feedback that the initial investment has not reached its goals. This study focuses on the decision process for 137 research and development managers who must decide whether to abandon previously chosen courses of action or to continue in the face of probable and increasing losses in a stage‐gate system. The results show that visual decision aids and consultant advice reduce managers' decisions to continue funding a losing course of action. The results also show that using both approaches simultaneously has the strongest effect. Finally, the study reveals that the escalation of commitment issue can be reduced more effectively before an innovation project is commercialized while using both approaches.     

工程纠纷ADR解决方式的研究

传统的诉讼解决纠纷机制由于费用高、时间长受到愈来愈多的批评和指责,而替代性纠纷解决机制（ADR）因其灵活、高效、友善引起关注,迅速在各行各业广泛使用。ADR的实质是一程序群,主要类型包括有协商、调解、调停、裁决、小型审理和租借法官等。通过国际工程中主要使用的ADR程序,对ADR机制的几种办法与诉讼进行比较,分析了ADR机制的关键成功因素,并对我国工程领域实施ADR机制提出了建议。     

Coordination of Design Supply Chains for Bundling Physical and Software Products*

Research on product development management has concentrated on physical products or on software, but not both. This article explores a special new product development (NPD) approach in which the internal development of core physical products is augmented by bundled and largely outsourced software features. We studied a medical device producer that has established a new medical information product group (MIPG) within their NPD organization to create software features that are bundled with their core physical products. The MIPG has conceptualized these software features as multiple software development projects, and then coordinated their realization largely through the use of external software suppliers. This case study centers on the question: how can firms effectively coordinate such product development processes? Our analysis of case evidence and related literature suggests that such product bundling processes, when pursued through design supply chains (DSC), are more complex than is typical for the development of streams of either physical products or software products individually. We observe that DSC coordination transcends the requirements associated with traditional “stage‐gate” NPD processes used for physical product development. Managers in DSC settings face a tension inherent to distributed work: keeping internal and external development efforts separate to exploit the design capabilities within a network of software suppliers, while ensuring effective delivery of a stream of bundled products. Many managers face this coordination tension with little, if any, prior knowledge of how to create a streamlined and effective DSC. Our research indicates that these managers need to make a series of interrelated decisions: the number of suppliers to qualify and include in or exclude from the DSC; the basis for measuring and modifying the scope of the suppliers' work; the need to account for asymmetric cost structures and expertise across the DSC; the mechanisms for synchronizing development work across elements of the DSC; and the approaches for developing skills—both technical and administrative—that project managers need for utilizing in‐house competencies while acquiring and assimilating design know‐how from external development organizations. When managers take a flexible approach toward these decisions based on a modular set of software development projects, they can improve their NPD outcomes through technical and organizational experimentation and adjust their own resource deployment to best utilize the suppliers' capabilities within their DSC.