六標(biāo)準(zhǔn)差品質(zhì)課件

六標(biāo)準(zhǔn)差品質(zhì)課件品質(zhì)的策略計(jì)畫3全面品質(zhì)管理與六標(biāo)準(zhǔn)差Chapter3品質(zhì)的策略計(jì)劃2品質(zhì)的策略計(jì)畫3全面品質(zhì)管理與六標(biāo)準(zhǔn)差ChapterStrategicQualityPlanning

LeadershipforqualityLeadershipistheprocessbywhichaleaderinfluencesagrouptomovetowardstheattainmentofsuperordinategoals.全面品質(zhì)管理與六標(biāo)準(zhǔn)差Chapter3品質(zhì)的策略計(jì)劃3StrategicQualityPlanning

LeStrategicQualityPlanning

LeadershipforqualityForfollowerstohavepower,leadershipmustsharepower.Asaresultleadershipisaboutthesharingofpower.全面品質(zhì)管理與六標(biāo)準(zhǔn)差Chapter3品質(zhì)的策略計(jì)劃4StrategicQualityPlanning

LeStrategicQualityPlanning

LeadershipforqualityThispowertakesmanyforms:ThepowerofexpertiseRewardpowerCoercivepowerReferentpowerLegitimatepower全面品質(zhì)管理與六標(biāo)準(zhǔn)差Chapter3品質(zhì)的策略計(jì)劃5StrategicQualityPlanning

Le領(lǐng)導(dǎo)統(tǒng)御品質(zhì)，成也在領(lǐng)導(dǎo)統(tǒng)御，敗也在領(lǐng)導(dǎo)統(tǒng)御。領(lǐng)導(dǎo)統(tǒng)御是策劃品質(zhì)策略的先決條件。前奇異(GE)公司執(zhí)行長(zhǎng)魏爾契(Welch,2005)歸納出八項(xiàng)領(lǐng)導(dǎo)統(tǒng)御的法則:不斷地提昇團(tuán)隊(duì)能力。確定員工清楚願(yuàn)景，也要生活在願(yuàn)景裡。將活力及樂觀傳染給每一個(gè)員工。需得到信賴。決斷的勇氣。好奇心及懷疑的精神。承擔(dān)風(fēng)險(xiǎn)及永續(xù)學(xué)習(xí)。找機(jī)會(huì)表揚(yáng)鼓勵(lì)員工的成就。6領(lǐng)導(dǎo)統(tǒng)御品質(zhì)，成也在領(lǐng)導(dǎo)統(tǒng)御，敗也在領(lǐng)導(dǎo)統(tǒng)御。6前IBM的執(zhí)行長(zhǎng)葛思登(Gerstner,2002)的八項(xiàng)領(lǐng)導(dǎo)方法：用原則來領(lǐng)導(dǎo)與管理。市場(chǎng)決定我們公司該做的事項(xiàng)。相信品質(zhì)、競(jìng)爭(zhēng)策略、團(tuán)隊(duì)、表現(xiàn)與獎(jiǎng)勵(lì)、及倫理責(zé)任。討厭在公司內(nèi)玩政治的員工，我喜歡做事的人。參與策略的擬定。動(dòng)作要快。需要不斷地、坦誠(chéng)地、直接地溝通。盡力虛心學(xué)習(xí)。7前IBM的執(zhí)行長(zhǎng)葛思登(Gerstner,2002)的八項(xiàng)StrategicQualityPlanning

StrategyContentQualityimprovementinvolvesidentifyingpotentialareasforimprovementandplanningtheimplementationofprojectsandimprovements

8StrategicQualityPlanning

SStrategicQualityPlanning

TheimportanceoftimeinqualityimprovementTherearetwoaspectsoftime:ThetimeittakestoachievebusinessgoalsasaresultofqualityThespeedatwhichcompaniesimprove9StrategicQualityPlanning

ThStrategicQualityPlanning

TheimportanceoftimeinqualityimprovementWhengoalsareset,oneofthreethingswilloccur:PeoplewillachievethegoalsandincurpositiveresultsPeoplewilldistortthedataPeoplewilldistortthesystem10StrategicQualityPlanning

ThStrategicQualityPlanning

QualityasastrategyCostofQualityPAFParadigmPreventionCostsAppraisalCostsFailureCosts

11StrategicQualityPlanning

QuStrategicQualityPlanning

QualityasastrategyFailureCostsInternalfailurecostsExternalfailurecosts12StrategicQualityPlanning

QuStrategicQualityPlanning

QualityasastrategyDifferentiationthroughqualityFocusthroughqualityQualityasacorecompetency

13StrategicQualityPlanning

Qu策略(Strategy)

敏滋博格(Mintzberg)的策略四種涵意它可是一個(gè)計(jì)劃(Plan)它可是一個(gè)操作的模式(Pattern)它可以是一個(gè)企業(yè)組織的定位(Position)它是一個(gè)組織的行事專長(zhǎng)與特點(diǎn)(Perspective)。14策略(Strategy)敏滋博格(Mintzberg)的波特(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(zhì)策略。專注策略。15波特(Porter)的三種基本策略全面低成本策略。15策略思維(Strategicthinking)

布雷托博格和納洛伯佛(BrandenburgerandNalebuff)的策略思考陷阱：公司會(huì)完全接受並按照已安排好的規(guī)則及範(fàn)圍來行事。一般公司相信零和是遊戲的一定結(jié)果，不可能有都贏的局面。相信組織的專長(zhǎng)與產(chǎn)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策略思維(Strategicthinking)裘蘭(Juran)的大Q策略想法流程品質(zhì)問題顧客品質(zhì)目標(biāo)品質(zhì)衡量品質(zhì)訓(xùn)練品質(zhì)的協(xié)調(diào)與方向17裘蘭(Juran)的大Q策略想法流程17策略規(guī)劃(StrategicPlan)

弗斯特(Foster)六個(gè)策略規(guī)劃原則：企業(yè)領(lǐng)導(dǎo)者的眼光需透過企業(yè)的年度計(jì)劃而展現(xiàn)出來，並具以執(zhí)行。企業(yè)內(nèi)每個(gè)員工都需參與適合其層次的策略產(chǎn)出，這些策略應(yīng)呼應(yīng)企業(yè)領(lǐng)導(dǎo)者的眼光。每個(gè)企業(yè)組織內(nèi)的層級(jí)、部門都應(yīng)設(shè)定永續(xù)改進(jìn)計(jì)劃的優(yōu)先秩序。重點(diǎn)在永續(xù)改進(jìn)，而不一定是在一個(gè)預(yù)設(shè)的結(jié)果。在計(jì)劃的同時(shí)，也要預(yù)想執(zhí)行時(shí)可能會(huì)出現(xiàn)的狀況。計(jì)畫及行動(dòng)是依據(jù)問題的本源，而不是依據(jù)問題的表象。18策略規(guī)劃(StrategicPlan)弗斯特(FostAPSD定時(shí)複檢績(jī)效評(píng)比目標(biāo)中階經(jīng)理人員(HOW)計(jì)劃執(zhí)行團(tuán)隊(duì)(Empowered)高階領(lǐng)導(dǎo)者(WHAT)績(jī)效評(píng)比目標(biāo)目標(biāo)行動(dòng)改進(jìn)智識(shí)眼光中程、近程策略資源圖3-1控球模型19APSD定時(shí)複檢績(jī)效評(píng)比目標(biāo)中階經(jīng)理人員(HOW)計(jì)劃執(zhí)行團(tuán)圖3-2全面品管策略圖20圖3-2全面品管策略圖20StrategicQualityPlanning

QualityStrategyProcess

TheForcedChoiceModelStatementofthemissionInterrelatedfinancialandnon-financialobjectivesStatementofstrengthsandweaknessesForecastofoperations21StrategicQualityPlanning

QuStrategicQualityPlanning

QualityStrategyProcess

TheForcedChoiceModelMajorfutureoperationsBroadeconomicAssumptionsKeygovernment/regulatoryissuesMajortechnologicalforces22StrategicQualityPlanning

QuStrategicQualityPlanning

QualityStrategyProcess

TheForcedChoiceModelSignificantmarketingopportunities/threatsExplicitcompetitorstrategiesforeachcompetitorGeneratingStrategicoptions23StrategicQualityPlanning

Qu六標(biāo)準(zhǔn)差品質(zhì)(SixSigma)策略六個(gè)策略步驟：首先需建立一個(gè)SixSigma的願(yuàn)景或遠(yuǎn)景。再來需要了解組織內(nèi)一定會(huì)有人或團(tuán)體會(huì)排斥SixSigma。這種排斥可能是個(gè)人的，可能是政治的也可能是屬於技術(shù)因素的排斥。SixSigma的企業(yè)是一個(gè)結(jié)合結(jié)果導(dǎo)向，正確心態(tài)，與適切行為的組織。SixSigma的文化必需在企業(yè)的系統(tǒng)及結(jié)構(gòu)裡反應(yīng)出來。企業(yè)不但要經(jīng)常衡量公司的流程績(jī)效及產(chǎn)出不良率，還要經(jīng)常檢查員工對(duì)SixSigma的接受程度。如果沒有高階經(jīng)理人員的全力支持，SixSigma在企業(yè)內(nèi)是沒有明天的。24六標(biāo)準(zhǔn)差品質(zhì)(SixSigma)策略六個(gè)策略步驟：24高階管理人員的品質(zhì)策略摩杜與桂(MaduandKuei,1994)列出九點(diǎn)注意事項(xiàng)。認(rèn)知(Awareness)顧客導(dǎo)向(CustomerFocus)管理哲學(xué)與態(tài)度(ManagementPhilosophy/Attitude)組織願(yuàn)景(OrganizationalVision)品質(zhì)願(yuàn)景(QualityVision)組織任務(wù)(OrganizationalMission)組織訊息(OrganizationalMessage)資源及承諾(ResourcesandCommitment)組織學(xué)習(xí)(OrganizationalLearning)25高階管理人員的品質(zhì)策略摩杜與桂(MaduandKuei,方針管理定義方針管理係一整體團(tuán)隊(duì)活動(dòng)之系統(tǒng)化經(jīng)營(yíng)管理活動(dòng)方法，其透過內(nèi)、外環(huán)境之探討，以孕育出企業(yè)遠(yuǎn)景、目標(biāo)及策略，進(jìn)而展開策略至各組織層次，執(zhí)行PDCA之管理循環(huán)，不斷地改善企業(yè)體質(zhì)，以達(dá)到企業(yè)之預(yù)期目標(biāo)，俾企業(yè)臻於永續(xù)經(jīng)營(yíng)之境界。26方針管理定義26圖3-3方針管理與TQM之關(guān)係達(dá)到個(gè)別部門每天之最大績(jī)效極力專注於從CEO到第一線員工之策略目標(biāo)達(dá)到所有相關(guān)功能之最高協(xié)調(diào)性與合作性日?？刂品结樄芾斫徊嬷δ苄怨芾眍櫩蛯?dǎo)向之主計(jì)畫27圖3-3達(dá)到個(gè)別部門極力專注達(dá)到所方針管理之基本原則所有管理者皆參與。個(gè)人自主與負(fù)責(zé)。專注於源流之原因(RootCauses)。不必完全繫於效率評(píng)估。品質(zhì)第一。接住任何方向的來球(CatchBall)。專注於程序。28方針管理之基本原則所有管理者皆參與。28圖3-4方針管理運(yùn)作系統(tǒng)圖年度計(jì)畫五年願(yuàn)景總經(jīng)理之每年診斷月份診斷細(xì)部之執(zhí)行展開到部門計(jì)畫稽核執(zhí)行29圖3-4方針管理運(yùn)作系統(tǒng)圖年度計(jì)畫五年願(yuàn)景總經(jīng)理之月份診斷StrategicQualityPlanning

DeployingQuality

HoshinKanriorPolicyDeploymentTheCompanydevelopsa3-5yearplanTheSeniorExecutivesdevelopthecurrentyearsobjectives.30StrategicQualityPlanning

DeStrategicQualityPlanning

DeployingQuality

HoshinKanriorPolicyDeploymentCatchballoccursTheprocessisinteractiveTeamsreportupManagementdeliversfeedback31StrategicQualityPlanning

DeStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment32StrategicQualityPlanning

DoStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment33StrategicQualityPlanning

DoStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment34StrategicQualityPlanning

DoStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment35StrategicQualityPlanning

DoStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment36StrategicQualityPlanning

DoStrategicQualityPlanning

SupplyChainStrategy

Logistics?Whenshallweship?Whatmodeoftransportationshallweuse?Howdoweoptimizeourshippingpractices?37StrategicQualityPlanning

SuStrategicQualityPlanning

SupplyChainStrategy

Suppliers?Whoareourpreferredsuppliers?Whatisourprocessforsupplierselection?Howdowedevelopsuppliers?Howdowelinkwithoursuppliers?Dowesourceglobally?38StrategicQualityPlanning

SuStrategicQualityPlanning

SupplyChainStrategy

Inventorymanagement?WheredoweoptimallystoreinventoryHowmuch?Howlong?Dowehaveperishablestock?Dowecarrysafetystock?AREwemaintaininggoodlevelsofservice?39StrategicQualityPlanning

SuStrategicQualityPlanning

SupplyChainStrategy

Products?Howmuchproductdowestock?Whatproductvarietyisnecessary?Howdowewinorders?Whereareourproductsintheirlifecycles?40StrategicQualityPlanning

SuStrategicQualityPlanning

SupplyChainStrategy

Service?Howdowedefineservicealongthesupplychain?Whatdoourcustomerswant?canwesegmentthesupplychain?Whoareourcustomers?41StrategicQualityPlanning

Su圖3-5基本程序與技術(shù)工具規(guī)劃過程年度計(jì)畫循環(huán)遠(yuǎn)景3-5年計(jì)畫年度目標(biāo)目標(biāo)之展開和計(jì)畫之發(fā)展日常進(jìn)度稽核年度稽核＋基於事實(shí)資料之問題解決方法，例如七個(gè)基本QC工具+達(dá)到一致性之計(jì)畫工具，例如管理計(jì)畫之七種工具事實(shí)基礎(chǔ)與方法＝-清楚的方向-所有階層確實(shí)之目標(biāo)和方法之承諾-透過執(zhí)行以達(dá)到不斷改善計(jì)畫-饋入下年度之計(jì)畫-獲得及維持整合性之組織能力提升一致性地達(dá)到

主要目標(biāo)執(zhí)行42圖3-5基本程序與技術(shù)工具規(guī)劃過程年遠(yuǎn)景3-5年計(jì)畫年度方針管理展開細(xì)目（一）遠(yuǎn)景-5年細(xì)目目的技術(shù)（1）建議公司方向發(fā)展遠(yuǎn)景KI法／ID法（2）衝突分析設(shè)定衡量基準(zhǔn)ID法／樹枝圖（3）遠(yuǎn)景建議案測(cè)試遠(yuǎn)景樹枝圖（4）與部門討論審查方法建議案KJ／矩陣（5）構(gòu)造長(zhǎng)程遠(yuǎn)景遠(yuǎn)景定案43方針管理展開細(xì)目（一）遠(yuǎn)景-5年細(xì)目目的技術(shù)（1）建議公司方針管理展開細(xì)目（二）年度計(jì)畫細(xì)目技術(shù)（1）依據(jù)遠(yuǎn)景釐清年度作業(yè)項(xiàng)目ID法／樹枝圖（2）分析公司內(nèi)外因素經(jīng)濟(jì)指標(biāo)、預(yù)期社會(huì)變遷、工程資訊ID法／樹枝圖（3）設(shè)定待解作業(yè)項(xiàng)目a.透過總裁診斷、分析全公司問題b.了解全公司之計(jì)畫與事實(shí)並分析其差異c.展開機(jī)能作業(yè)項(xiàng)目KJ法矩陣旗幟ID法／樹枝圖（4）排定優(yōu)先順序矩陣44方針管理展開細(xì)目（二）年度計(jì)畫細(xì)目技術(shù)（1）依據(jù)遠(yuǎn)景釐清年方針管理展開細(xì)目（三）部門展開細(xì)目技術(shù)（1）構(gòu)建方法以達(dá)成目標(biāo)樹枝圖（2）部門改善項(xiàng)目審核a.依據(jù)年度計(jì)畫b.依據(jù)以前結(jié)果矩陣柏拉圖分析（3）設(shè)定部門目標(biāo)單一事件遞漸改善混合維持樹枝圖旗幟（4）與主計(jì)畫及記錄結(jié)合旗幟45方針管理展開細(xì)目（三）部門展開細(xì)目技術(shù)（1）構(gòu)建方法以達(dá)成方針管理展開細(xì)目（四）執(zhí)行細(xì)目技術(shù)（1）擬定詳細(xì)的執(zhí)行計(jì)畫箭頭圖（2）擬定偶發(fā)事件計(jì)畫PDPC（3）構(gòu)建執(zhí)行報(bào)告箭頭圖46方針管理展開細(xì)目（四）執(zhí)行細(xì)目技術(shù)（1）擬定詳細(xì)的執(zhí)行計(jì)畫方針管理展開細(xì)目（五）每月診斷細(xì)目技術(shù)（1）審查管理機(jī)能矩陣（2）安排作業(yè)KJ法（3）分析問題ID法（4）解決問題系統(tǒng)圖47方針管理展開細(xì)目（五）每月診斷細(xì)目技術(shù)（1）審查管理機(jī)能矩方針管理展開細(xì)目（六）總裁診斷細(xì)目技術(shù)評(píng)審規(guī)劃及執(zhí)行上之優(yōu)缺點(diǎn)矩陣／改善報(bào)告／ID法48方針管理展開細(xì)目（六）總裁診斷細(xì)目技術(shù)評(píng)審規(guī)劃及執(zhí)行上之結(jié)論聖吉(Senge)：今日的問題常源自於昨日的解答。(Today‘sproblemscomefromyesterday’ssolutions)全面品管或六標(biāo)準(zhǔn)差品管是一個(gè)遠(yuǎn)程的旅行，它需要的持續(xù)力常常是與我們已經(jīng)習(xí)慣的速食文化是相衝突的。49結(jié)論聖吉(Senge)：今日的問題常源自於昨日的解答。(六標(biāo)準(zhǔn)差品質(zhì)課件品質(zhì)的策略計(jì)畫3全面品質(zhì)管理與六標(biāo)準(zhǔn)差Chapter3品質(zhì)的策略計(jì)劃51品質(zhì)的策略計(jì)畫3全面品質(zhì)管理與六標(biāo)準(zhǔn)差ChapterStrategicQualityPlanning

LeadershipforqualityLeadershipistheprocessbywhichaleaderinfluencesagrouptomovetowardstheattainmentofsuperordinategoals.全面品質(zhì)管理與六標(biāo)準(zhǔn)差Chapter3品質(zhì)的策略計(jì)劃52StrategicQualityPlanning

LeStrategicQualityPlanning

LeadershipforqualityForfollowerstohavepower,leadershipmustsharepower.Asaresultleadershipisaboutthesharingofpower.全面品質(zhì)管理與六標(biāo)準(zhǔn)差Chapter3品質(zhì)的策略計(jì)劃53StrategicQualityPlanning

LeStrategicQualityPlanning

LeadershipforqualityThispowertakesmanyforms:ThepowerofexpertiseRewardpowerCoercivepowerReferentpowerLegitimatepower全面品質(zhì)管理與六標(biāo)準(zhǔn)差Chapter3品質(zhì)的策略計(jì)劃54StrategicQualityPlanning

Le領(lǐng)導(dǎo)統(tǒng)御品質(zhì)，成也在領(lǐng)導(dǎo)統(tǒng)御，敗也在領(lǐng)導(dǎo)統(tǒng)御。領(lǐng)導(dǎo)統(tǒng)御是策劃品質(zhì)策略的先決條件。前奇異(GE)公司執(zhí)行長(zhǎng)魏爾契(Welch,2005)歸納出八項(xiàng)領(lǐng)導(dǎo)統(tǒng)御的法則:不斷地提昇團(tuán)隊(duì)能力。確定員工清楚願(yuàn)景，也要生活在願(yuàn)景裡。將活力及樂觀傳染給每一個(gè)員工。需得到信賴。決斷的勇氣。好奇心及懷疑的精神。承擔(dān)風(fēng)險(xiǎn)及永續(xù)學(xué)習(xí)。找機(jī)會(huì)表揚(yáng)鼓勵(lì)員工的成就。55領(lǐng)導(dǎo)統(tǒng)御品質(zhì)，成也在領(lǐng)導(dǎo)統(tǒng)御，敗也在領(lǐng)導(dǎo)統(tǒng)御。6前IBM的執(zhí)行長(zhǎng)葛思登(Gerstner,2002)的八項(xiàng)領(lǐng)導(dǎo)方法：用原則來領(lǐng)導(dǎo)與管理。市場(chǎng)決定我們公司該做的事項(xiàng)。相信品質(zhì)、競(jìng)爭(zhēng)策略、團(tuán)隊(duì)、表現(xiàn)與獎(jiǎng)勵(lì)、及倫理責(zé)任。討厭在公司內(nèi)玩政治的員工，我喜歡做事的人。參與策略的擬定。動(dòng)作要快。需要不斷地、坦誠(chéng)地、直接地溝通。盡力虛心學(xué)習(xí)。56前IBM的執(zhí)行長(zhǎng)葛思登(Gerstner,2002)的八項(xiàng)StrategicQualityPlanning

StrategyContentQualityimprovementinvolvesidentifyingpotentialareasforimprovementandplanningtheimplementationofprojectsandimprovements

57StrategicQualityPlanning

SStrategicQualityPlanning

TheimportanceoftimeinqualityimprovementTherearetwoaspectsoftime:ThetimeittakestoachievebusinessgoalsasaresultofqualityThespeedatwhichcompaniesimprove58StrategicQualityPlanning

ThStrategicQualityPlanning

TheimportanceoftimeinqualityimprovementWhengoalsareset,oneofthreethingswilloccur:PeoplewillachievethegoalsandincurpositiveresultsPeoplewilldistortthedataPeoplewilldistortthesystem59StrategicQualityPlanning

ThStrategicQualityPlanning

QualityasastrategyCostofQualityPAFParadigmPreventionCostsAppraisalCostsFailureCosts

60StrategicQualityPlanning

QuStrategicQualityPlanning

QualityasastrategyFailureCostsInternalfailurecostsExternalfailurecosts61StrategicQualityPlanning

QuStrategicQualityPlanning

QualityasastrategyDifferentiationthroughqualityFocusthroughqualityQualityasacorecompetency

62StrategicQualityPlanning

Qu策略(Strategy)

敏滋博格(Mintzberg)的策略四種涵意它可是一個(gè)計(jì)劃(Plan)它可是一個(gè)操作的模式(Pattern)它可以是一個(gè)企業(yè)組織的定位(Position)它是一個(gè)組織的行事專長(zhǎng)與特點(diǎn)(Perspective)。63策略(Strategy)敏滋博格(Mintzberg)的波特(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(zhì)策略。專注策略。64波特(Porter)的三種基本策略全面低成本策略。15策略思維(Strategicthinking)

布雷托博格和納洛伯佛(BrandenburgerandNalebuff)的策略思考陷阱：公司會(huì)完全接受並按照已安排好的規(guī)則及範(fàn)圍來行事。一般公司相信零和是遊戲的一定結(jié)果，不可能有都贏的局面。相信組織的專長(zhǎng)與產(chǎn)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。65策略思維(Strategicthinking)裘蘭(Juran)的大Q策略想法流程品質(zhì)問題顧客品質(zhì)目標(biāo)品質(zhì)衡量品質(zhì)訓(xùn)練品質(zhì)的協(xié)調(diào)與方向66裘蘭(Juran)的大Q策略想法流程17策略規(guī)劃(StrategicPlan)

弗斯特(Foster)六個(gè)策略規(guī)劃原則：企業(yè)領(lǐng)導(dǎo)者的眼光需透過企業(yè)的年度計(jì)劃而展現(xiàn)出來，並具以執(zhí)行。企業(yè)內(nèi)每個(gè)員工都需參與適合其層次的策略產(chǎn)出，這些策略應(yīng)呼應(yīng)企業(yè)領(lǐng)導(dǎo)者的眼光。每個(gè)企業(yè)組織內(nèi)的層級(jí)、部門都應(yīng)設(shè)定永續(xù)改進(jìn)計(jì)劃的優(yōu)先秩序。重點(diǎn)在永續(xù)改進(jìn)，而不一定是在一個(gè)預(yù)設(shè)的結(jié)果。在計(jì)劃的同時(shí)，也要預(yù)想執(zhí)行時(shí)可能會(huì)出現(xiàn)的狀況。計(jì)畫及行動(dòng)是依據(jù)問題的本源，而不是依據(jù)問題的表象。67策略規(guī)劃(StrategicPlan)弗斯特(FostAPSD定時(shí)複檢績(jī)效評(píng)比目標(biāo)中階經(jīng)理人員(HOW)計(jì)劃執(zhí)行團(tuán)隊(duì)(Empowered)高階領(lǐng)導(dǎo)者(WHAT)績(jī)效評(píng)比目標(biāo)目標(biāo)行動(dòng)改進(jìn)智識(shí)眼光中程、近程策略資源圖3-1控球模型68APSD定時(shí)複檢績(jī)效評(píng)比目標(biāo)中階經(jīng)理人員(HOW)計(jì)劃執(zhí)行團(tuán)圖3-2全面品管策略圖69圖3-2全面品管策略圖20StrategicQualityPlanning

QualityStrategyProcess

TheForcedChoiceModelStatementofthemissionInterrelatedfinancialandnon-financialobjectivesStatementofstrengthsandweaknessesForecastofoperations70StrategicQualityPlanning

QuStrategicQualityPlanning

QualityStrategyProcess

TheForcedChoiceModelMajorfutureoperationsBroadeconomicAssumptionsKeygovernment/regulatoryissuesMajortechnologicalforces71StrategicQualityPlanning

QuStrategicQualityPlanning

QualityStrategyProcess

TheForcedChoiceModelSignificantmarketingopportunities/threatsExplicitcompetitorstrategiesforeachcompetitorGeneratingStrategicoptions72StrategicQualityPlanning

Qu六標(biāo)準(zhǔn)差品質(zhì)(SixSigma)策略六個(gè)策略步驟：首先需建立一個(gè)SixSigma的願(yuàn)景或遠(yuǎn)景。再來需要了解組織內(nèi)一定會(huì)有人或團(tuán)體會(huì)排斥SixSigma。這種排斥可能是個(gè)人的，可能是政治的也可能是屬於技術(shù)因素的排斥。SixSigma的企業(yè)是一個(gè)結(jié)合結(jié)果導(dǎo)向，正確心態(tài)，與適切行為的組織。SixSigma的文化必需在企業(yè)的系統(tǒng)及結(jié)構(gòu)裡反應(yīng)出來。企業(yè)不但要經(jīng)常衡量公司的流程績(jī)效及產(chǎn)出不良率，還要經(jīng)常檢查員工對(duì)SixSigma的接受程度。如果沒有高階經(jīng)理人員的全力支持，SixSigma在企業(yè)內(nèi)是沒有明天的。73六標(biāo)準(zhǔn)差品質(zhì)(SixSigma)策略六個(gè)策略步驟：24高階管理人員的品質(zhì)策略摩杜與桂(MaduandKuei,1994)列出九點(diǎn)注意事項(xiàng)。認(rèn)知(Awareness)顧客導(dǎo)向(CustomerFocus)管理哲學(xué)與態(tài)度(ManagementPhilosophy/Attitude)組織願(yuàn)景(OrganizationalVision)品質(zhì)願(yuàn)景(QualityVision)組織任務(wù)(OrganizationalMission)組織訊息(OrganizationalMessage)資源及承諾(ResourcesandCommitment)組織學(xué)習(xí)(OrganizationalLearning)74高階管理人員的品質(zhì)策略摩杜與桂(MaduandKuei,方針管理定義方針管理係一整體團(tuán)隊(duì)活動(dòng)之系統(tǒng)化經(jīng)營(yíng)管理活動(dòng)方法，其透過內(nèi)、外環(huán)境之探討，以孕育出企業(yè)遠(yuǎn)景、目標(biāo)及策略，進(jìn)而展開策略至各組織層次，執(zhí)行PDCA之管理循環(huán)，不斷地改善企業(yè)體質(zhì)，以達(dá)到企業(yè)之預(yù)期目標(biāo)，俾企業(yè)臻於永續(xù)經(jīng)營(yíng)之境界。75方針管理定義26圖3-3方針管理與TQM之關(guān)係達(dá)到個(gè)別部門每天之最大績(jī)效極力專注於從CEO到第一線員工之策略目標(biāo)達(dá)到所有相關(guān)功能之最高協(xié)調(diào)性與合作性日常控制方針管理交叉之功能性管理顧客導(dǎo)向之主計(jì)畫76圖3-3達(dá)到個(gè)別部門極力專注達(dá)到所方針管理之基本原則所有管理者皆參與。個(gè)人自主與負(fù)責(zé)。專注於源流之原因(RootCauses)。不必完全繫於效率評(píng)估。品質(zhì)第一。接住任何方向的來球(CatchBall)。專注於程序。77方針管理之基本原則所有管理者皆參與。28圖3-4方針管理運(yùn)作系統(tǒng)圖年度計(jì)畫五年願(yuàn)景總經(jīng)理之每年診斷月份診斷細(xì)部之執(zhí)行展開到部門計(jì)畫稽核執(zhí)行78圖3-4方針管理運(yùn)作系統(tǒng)圖年度計(jì)畫五年願(yuàn)景總經(jīng)理之月份診斷StrategicQualityPlanning

DeployingQuality

HoshinKanriorPolicyDeploymentTheCompanydevelopsa3-5yearplanTheSeniorExecutivesdevelopthecurrentyearsobjectives.79StrategicQualityPlanning

DeStrategicQualityPlanning

DeployingQuality

HoshinKanriorPolicyDeploymentCatchballoccursTheprocessisinteractiveTeamsreportupManagementdeliversfeedback80StrategicQualityPlanning

DeStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment81StrategicQualityPlanning

DoStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment82StrategicQualityPlanning

DoStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment83StrategicQualityPlanning

DoStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment84StrategicQualityPlanning

DoStrategicQualityPlanning

DoesQualityLeadtoBetterBusinessResults?

QualityandPriceCostProductivityProfitabilityEnvironment85StrategicQualityPlanning

DoStrategicQualityPlanning

SupplyChainStrategy

Logistics?Whenshallweship?Whatmodeoftransportationshallweuse?Howdoweoptimizeourshippingpractices?86StrategicQualityPlanning

SuStrategicQualityPlanning

SupplyChainStrategy

Suppliers?Whoareourpreferredsuppliers?Whatisourprocessforsupplierselection?Howdowedevelopsuppliers?Howdowelinkwithoursuppliers?Dowesourceglobally?87StrategicQualityPlanning

SuStrategicQualityPlanning

SupplyChainStrategy

Inventorymanagement?WheredoweoptimallystoreinventoryHowmuch?Howlong?Dowehaveperishablestock?Dowecarrysafetystock?AREwemaintaininggood