卓越质量的若干基石和要素研究

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摘要

根据狭义的质量定义，质量管理的范畴只是产品和服务；而根据广义的质量

定义，质量管理范畴不但包含了产品和服务，还涉及到了企业运营、人力、物力、

流程、数理工具、乃至企业文化。自广义的质量管理形成至今，催生了不少的质

量管理模式，如统计质量控制、全面质量管理、零缺陷质量管理等。然而，就广

义质量所定义的完整性而言，这些质量管理模式都存在着一定的片面性。

根据广义质量的概念，通过对企业文化和质量数理工具应用的角度对质量管

理展开探讨，旨在形成一套由基石和要素相结合的卓越质量管理模式，由此形成

三部分的研究内容，即卓越质量的基石、卓越质量的要素和卓越质量的评价。

首先研究了卓越质量的基石，提出卓越质量的基石由优质的产品和服务、一

流的人才和高效的流程三个部分组成。这三个基石用于指导企业在战略层面上重

视质量，其中优质的产品和服务是第一基石，一流的人才是第二基石和高效的流

程是第三基石。三者间存在相互关系：产品和服务是企业打开市场的钥匙，而优

质的产品和服务只有通过一流的人才结合高效的流程才能持续不断地生产和提

供。

然后研究了卓越质量的要素，提出了十个要素，这十个要素分别和企业文化

及质量数理工具相关。其中，与企业文化相关的有两个要素，即管理层的参与和

质量管理人员的角色；与质量数理工具相关的有五个要素，即全面贯彻质量的流

程和项目、业务导向性质量规划、供应商的择优原则、关注质量报告和质量工具；

另外三个要素是和企业文化及质量数理工具同时相关联的，即关注客户需求和客

户参与、质量资格认可及持续改进能力。企业文化相关要素的主要作用是通过一

系列的质量管理活动和措施，转变人员对质量的观念，树立质量为主的观念，并

持之以恒，最终形成以人为本、以质量管理为主的企业文化，从而人为地管好质

量。质量数理工具相关要素的主要作用是形成高效的流程以及开发和使用合理的

质量工具，从而系统地利用数理工具管理好质量。这十个质量要素是在广义的质

量定义下，结合企业文化及质量数理工具指导质量管理活动，从而引导企业走向

卓越质量管理。

最后，对卓越质量的评价及其相关内容展开研究。研究表明，对实施十个质

量要素后所取得的成果进行评价，可使企业发现和卓越质量水平之间的差距和不

足之处，以此指导企业逐步改进和提升质量管理能力和水平，以最终真正走向卓

越质量管理。

关键词：卓越质量管理基石要素企业文化

ABSTRACT

The definition of quality in narrow indicates that the quality management is only

for product and service; and the definition of quality in broad indicates that quality

management is not only for product and service,it covers the operation,manpower,

facilitates,process,methodological tools and even the enterprise culture. Since the

definition of quality in broad ideated,many theories of quality management been

produced,e.g. statistics quality control,total quality control,zero-defect quality

management etc. these theories of quality management are not whole against the

definition of quality in broad.

To study the quality management related with enterprise culture and quality

methodological tools bases on the definition of quality in broad,the outstanding quality

management model integrated cornerstones and elements and its assessment model are

developed.

The cornerstones of outstanding quality consist of three parts for high-quality

products and service,well-trained employees and efficient processes. The three

cornerstones guide the enterprises to manage the quality strategically. The high-quality

products and service is the first cornerstone among them,the well-trained employees

are the second one,and the efficient processes are the third one. The paper recognizes

that the high-quality products and service are the keys to the market,and the

high-quality products and service can only be produced or provided continuously by

well-trained employees working through efficient processes.

The outstanding quality consist of ten elements,in which are separately related

with enterprise culture and quality methodological tools. Among of them,two elements

of management involved and role of quality management staffs are related with

enterprise culture; five of fixed quality into processes and projects,business-driven

quality planning,adequate supplier,focused quality report and quality methods;

another three of focused customer demands and customer integrated,qualification of

employees and continuous improvement. The purpose of elements related with

enterprise culture is to change the employees’ quality concept,build up the concept of

“Quality is first” by taking a series of quality activities and measures,by moving

forward,the enterprise culture of “quality-in-mind” is finally shaped,result in the

quality is well-controlled by employees. The purpose of elements related with quality

methodological tools is to define the efficient processes and to develop the suitable

quality methods and use them,and then the quality is well controlled by systematically

using the methods. The ten elements are shaped bases on the broad definition for quality,

and integrated with enterprise culture and quality methodological tools to guide the

enterprise’s quality activities and achieve the outstanding quality management.

The assessment mode of outstanding quality is for classification of level for quality

management after implementing the ten elements. The purpose for assessment is to

identify the gap to outstanding quality management level and the weakness for quality

management,and to improve and develop the quality management step by step by

using the assessment result to eliminate the gap and weakness,and achieve the

outstanding quality management.

Key Word:Outstanding Quality Management,Cornerstone,Element,

Enterprise Culture

中文摘要

ABSTRACT

第一章绪论 ...............................................................................................................1

§1.1 研究背景 ..........................................................................................................1

§1.2 研究意义 ..........................................................................................................2

§1.2.1 理论意义 .................................................................................................2

§1.2.2 现实意义 .................................................................................................4

§1.3 国内外研究现状 ..............................................................................................5

§1.4 研究思路及内容 ..............................................................................................9

第二章质量管理的若干实践 .....................................................................................13

§2.1 引以为戒的实践 ............................................................................................13

§2.2 获得成功的实践 ............................................................................................15

§2.3 本章小结 ........................................................................................................18

第三章卓越质量的基石 ...............................................................................................19

§3.1 第一基石：优质的产品和服务 ....................................................................19

§3.1.1 优质的产品和服务之特点 ...................................................................19

§3.1.2 优质的产品和服务所带来的回报 .......................................................20

§3.2 第二基石：一流的人才 ................................................................................21

§3.3 第三基石：高效的流程 ................................................................................22

§3.4 本章小结 ........................................................................................................23

第四章卓越质量的要素 ...............................................................................................25

§4.1 与企业文化相关的质量要素 ........................................................................25

§4.1.1 管理层参与 ...........................................................................................25

§4.1.2 质量管理专业人员的职能 ...................................................................27

§4.2 与质量数理工具相关的质量要素 ................................................................28

§4.2.1 业务导向性质量规划 ...........................................................................29

§4.2.2 全面贯彻质量的流程和项目 ...............................................................29

§4.2.3 供应商的择优原则 ...............................................................................33

§4.2.4 关注质量报告 .......................................................................................36

§4.2.5 质量工具 ...............................................................................................37

§4.3 与企业文化和质量数理工具同时相关的质量要素 ....................................38

§4.3.1 关注客户需求与客户参与 ...................................................................38

§4.3.2 质量资格认可 .......................................................................................39

§4.3.3 持续改进能力 .......................................................................................40

§4.4 本章小结 ........................................................................................................42

第五章卓越质量的评价 .............................................................................................45

§5.1 质量评价的作用 ............................................................................................45

§5.2 质量评价问题 ................................................................................................45

§5.2.1 管理层参与的评价问题 .......................................................................45

§5.2.2 质量管理专业人员的职能的评价问题 ...............................................46

§5.2.3 全面贯彻质量的流程和项目的评价问题 ...........................................46

§5.2.4 业务导向性质量规划的评价问题 .......................................................47

§5.2.5 供应商的择优原则的评价问题 ...........................................................47

§5.2.6 关注质量报告的评价问题 ...................................................................48

§5.2.7 质量工具的评价问题 ...........................................................................48

§5.2.8 关注客户需求和客户参与的评价问题 ...............................................48

§5.2.9 质量资格认可的评价问题 ...................................................................49

§5.2.10 持续改进能力的评价问题 .................................................................49

§5.3 质量等级的设定 ............................................................................................50

§5.4 本章小结 ........................................................................................................56

第六章案例分析 .........................................................................................................57

§6.1 与管理层参与有关的调查结果 ....................................................................57

§6.2 与质量管理专业人员的职能有关的调查结果 ............................................59

§6.3 与全面贯彻质量的流程和项目有关的调查结果 ........................................60

§6.4 与业务导向性质量规划有关的调查结果 ....................................................61

§6.5 与供应商的择优原则有关的调查结果 ........................................................62

§6.6 与关注质量报告有关的调查结果 ................................................................63

§6.7 与关注质量工具有关的调查结果 ................................................................64

§6.8 与关注客户需求和客户参与有关的调查结果 ............................................64

§6.9 与质量资格认可有关的调查结果 ................................................................66

§6.10 与持续改进能力有关的调查结果 ..............................................................66

§6.11 科森的质量等级评定 ..................................................................................67

§6.12 本章小结 ......................................................................................................73

第七章研究总结与展望 .............................................................................................75

§7.1 研究总结 .........................................................................................................75

§7.2 研究展望 .........................................................................................................76

参考文献 .........................................................................................................................77

在读期间公开发表的论文和承担科研项目及取得成果 .............................................81

致谢 .............................................................................................................................83

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摘要：

摘要根据狭义的质量定义，质量管理的范畴只是产品和服务；而根据广义的质量定义，质量管理范畴不但包含了产品和服务，还涉及到了企业运营、人力、物力、流程、数理工具、乃至企业文化。自广义的质量管理形成至今，催生了不少的质量管理模式，如统计质量控制、全面质量管理、零缺陷质量管理等。然而，就广义质量所定义的完整性而言，这些质量管理模式都存在着一定的片面性。根据广义质量的概念，通过对企业文化和质量数理工具应用的角度对质量管理展开探讨，旨在形成一套由基石和要素相结合的卓越质量管理模式，由此形成三部分的研究内容，即卓越质量的基石、卓越质量的要素和卓越质量的评价。首先研究了卓越质量的基石，提出卓越质量的基石由优质...

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