CS战略的测评及导入分析

本文从质量管理的角度对CS及CSI进行了分析研究。首先界定了CS及CSI的内涵,并说明了企业导入CS的重要意义及CS战略的目标;在此基础上,进一步对CS及CSI的量化测评进行了探讨,使CS战略的导入具有实际可操作性。     

公共部门全面质量管理的应用策略

随着越来越多的组织运用全面质量管理(TQM)作为提高竞争优势的途径。TQM已超出了竞争性企业的范围，而逐渐被推广到公共部门中来。文章探讨了公共部门应用TQM的策略，进而讨论TQM在我国政府管理中的推广问题。     

面向客户的项目管理:一种新型模式

外部环境的不断变化使得传统项目管理的局限性彰显,面向客户的项目管理是从传统项目管理发展而来的,能使企业更好地应对环境变化和市场不确定性的一种新型模式。同传统的项目管理相比,面向客户的项目管理具有更广泛的适用范围和更完善的流程设计,其倡导以客户为中心,以客户满意为最高目标,强调客户在整个项目管理运作中的作用,主要通过质量的持续改善和高客户关系管理来达到客户的更高满意度,最终形成长期合作共赢关系。     

基于TQM的车站服务优化

本文运用全面质量管理(TQM)的思想和方法,从人、设备、方法、环境和客货因素五个方面分析了车站服务的弊病和问题,有针对性地提出了改进措施,并在PDCA循环的框架下不断改进,最终可使车站的服务质量更高,作业程序更优化。     

全面质量管理对创新的影响:积极抑或消极?

本文首先简要回顾了全面质量管理的发展,继而着重分析了近年来国内外学者在全面质量管理与创新相互关系方面所做的有益探索。得出的结论是全面质量管理与创新存在着积极关系,亦存在着消极关系,两者之间不是简单的线性因果关系,二者间的关系有待于进一步进行理论探讨和实证研究。     

统计数据质量管理体系要素分析、问题及建议：TQM视角

统计数据质量已成为影响政府统计部门社会声誉乃至我国政府国际形象的关键制约因素。本文依据全面质量管理（TQM）理论,分析了统计数据质量管理体系应包含的各个要素,构建了包含＂人、机、料、法、环、用户＂六个质量环节在内的统计数据全面质量管理体系,并依据构建的管理框架,考察了我国统计数据质量管理各环节存在的问题。最后认为,要提高我国统计数据质量,必须从人力资本、设备和资金投入,源数据规范,统计方法和技术健全,统计数据生产环境改善,满足数据用户需求六个方面改善我国统计数据质量管理。     

Environmental technical and administrative innovations in the Canadian manufacturing industry

This paper explores whether the adoption of an EMS and/or TQM, both administrative innovations, lead to the development of cleaner technological innovations. We draw on the stakeholder influence literature and Daft's (1978) dual core model of organizational innovation to determine the factors affecting a facility's decision to undertake cleaner technological innovations. Using Canadian facility level manufacturing data, we find that an EMS reduces the likelihood that a facility will implement environmental technologies that change the production process (clean technologies) while TQM increases the likelihood that the facility will implement clean technologies. We also find that administrative pressures (corporate headquarters and shareholders/investors) have no impact on technological innovations while external stakeholders such as regulators, community groups and environmental groups as well as customers and suppliers each increase the likelihood that facilities will use cleaner technologies. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Proposal and validity of Patent Value Appraisal Model ＂TJS-PVAM＂-- Development of ＂Science TQM＂ in the corporate strategy

This paper proposes ＂TJS-PVAM＂ （Total Job Quality Management System-Patent Value Appraisal Model） that contributes to corporate strategy by utilizing ＂Science TQM, New Quality Management Principle＂. Improvement of ＂patent value＂ signifies engineers＇ value creation at work （invention）. The author established a ＂high performance business model which raises patent quality＂. This model consists of several elements each for ＂inventive technique＂ and ＂patent right＂ in order to explain the indispensable elements of inventive technique and patent right for a strategic patent, and verified the validity of the model at major enterprises such as Toyota. Furthermore, standardization has been carried out in order to spread the effectiveness of ＂TJS-PVAM＂, and ＂A-PPM＂ software （Amasaka＇s Laboratory Patent Performance Model） has been created and its effectiveness has been investigated through trial application at major enterprises.     

Total Quality Management in Ghana: Critical Success Factors and Model for Implementation of a Quality Revolution

In this study, the authors aim to identify the critical success factors and challenges of total quality management (TQM) implementation and propose a model for the successful implementation of a quality revolution in Ghana. The approach in this study was to review existing literature followed by case studies of 15 firms. Three employees (quality manager/director and any two “ordinary employees”) were interviewed to identify the critical success factors that would be appropriate for the implementation of a quality revolution in Ghana as well as the main challenges of quality management they face. Findings revealed that top management commitment, empowerment and involvement of employees, resource availability, competition and increased customer awareness, and a well-functioning quality network are the major factors that are critical and essential if any TQM program is to be successful. Three main problems—management resistance, employee resistance, and resource paucity—were identified as principal impediments to TQM programs.