TQMIntroduction(英文)
total quality management (tqm) 管理英语3
total quality management (tqm) 管理英语3 Total Quality Management (TQM) and Its Importance in English ManagementIntroductionIn the competitive business environment of today, organizations strive to achieve continuous improvement and provide products and services that meet or exceed customer expectations. Total Quality Management (TQM) is a management approach that focuses on achieving customer satisfaction by involving every employee in the organization. This article explores the concept of TQM and its importance in English management.1. Understanding Total Quality Management (TQM)Total Quality Management (TQM) is a comprehensive management philosophy aimed at continuously improving the quality of products and services. TQM emphasizes the involvement of all employees in the quality improvement process. It requires a culture of continuous learning and improvement, as well as a commitment to meeting customer expectations.2. Principles of Total Quality ManagementThere are several key principles that form the foundation of Total Quality Management:2.1 Customer FocusTQM places a strong emphasis on understanding and meeting customer needs and expectations. By focusing on the customer, organizations canidentify areas for improvement and develop strategies to enhance customer satisfaction.2.2 Continuous ImprovementTQM requires organizations to continuously evaluate their processes and seek ways to enhance them. This involves the systematic identification of areas for improvement, setting improvement goals, and implementing measures to achieve those goals.2.3 Employee Involvement and EmpowermentTQM recognizes that employees are a valuable resource and encourages their active participation in the improvement process. It promotes a culture of teamwork, collaboration, and open communication. Employees are empowered to suggest improvements, make decisions, and take ownership of their work.2.4 Process ApproachTQM adopts a process-oriented approach to management. It focuses on understanding and improving the interrelationships between various processes within an organization. Emphasis is placed on streamlining processes and eliminating inefficiencies.2.5 Measurement and AnalysisTQM emphasizes the use of data and statistical techniques to measure and analyze performance. By collecting and analyzing data, organizations can identify trends, make informed decisions, and implement changes to enhance quality.3. The Importance of TQM in English Management3.1 Enhancing Customer SatisfactionTQM is instrumental in improving customer satisfaction. By involving employees at all levels and focusing on meeting customer needs, organizations can deliver high-quality products and services that exceed customer expectations. This leads to customer loyalty and repeat business.3.2 Building a Culture of QualityTQM helps organizations establish a culture of quality throughout the organization. It promotes a sense of ownership and accountability among employees, fostering a commitment to delivering excellence in every aspect of the business.3.3 Driving Continuous ImprovementTQM encourages organizations to continually evaluate and improve their processes. By seeking opportunities for improvement and implementing changes, organizations can enhance efficiency, reduce waste, and achieve better business outcomes.3.4 Empowering EmployeesTQM empowers employees by involving them in decision-making and improvement processes. This leads to greater job satisfaction, increased motivation, and a higher level of employee engagement. Empowered employees are more likely to take ownership of their work and strive for excellence.ConclusionTotal Quality Management (TQM) is a management approach that emphasizes continuous improvement and customer satisfaction. By adopting TQM principles, organizations can enhance their performance, build a culture of quality, and create a competitive advantage. In the context of English management, TQM is vital for organizations to excel in the global market and provide superior products and services. Implementing TQM requires strong leadership, employee involvement, and a commitment to continuous learning and improvement.。
全面质量管理tqm书籍
以下是几本关于全面质量管理（Total Quality Management，TQM）的书籍推荐：1.《质量管理与六西格玛》（Quality Management and Six Sigma）：作者为著名学者Dale H.Besterfield等。
该书介绍了TQM和六西格玛（Six Sigma）的理论和实践，包括质量管理原则、流程改进、数据分析等内容。
2.《全面质量管理》（Total Quality Management: Strategies and Techniques）：作者为DaleH. Besterfield、Glen H. Besterfield等。
该书详细介绍了TQM的概念、原则、工具和技术，以及如何在组织中实施和管理TQM。
3.《全面质量管理导论》（Introduction to Total Quality）：作者为David L. Goetsch、StanleyB. Davis等。
该书介绍了TQM的基本原理、方法和实施步骤，并提供了案例研究和实践指导，适合初学者入门。
4.《全面质量管理：战略与实践》（Total Quality Management: Strategic and OperationalGuide）：作者为Colin Dowrick等。
该书涵盖了TQM的核心概念、策略和操作指南，注重实践应用，并提供了案例研究和工具模板。
5.《全面质量管理：原理、实践与案例》（Total Quality Management: Principles, Practice andCases）：作者为James R. Evans、William M. Lindsay等。
该书介绍了TQM的核心原理和实践方法，并通过案例研究展示了TQM在不同组织中的应用。
以上是一些关于全面质量管理（TQM）的书籍推荐，涵盖了理论和实践方面的内容，适合不同层次的读者学习和参考。
希望对你有所帮助！。
TQM
TQM一、TQM的起源TQM英文Total Quality Managemen第一个字母的缩写，译为“全面质量管理”或“全面质量经营”。
TQM起源于20世纪50年代的美国，当时称为TQC，由品管大师费根堡姆（美）在1961年他年写的《全面品质管制：工程与管理》中正式提出。
他从品管组织、品质成本以及品质系统进行分析，强调品质管理有四大工作。
第一是新设计管制：是今天我们所熟知的设计品质，是指对产品成本、性能、可靠度品质做预先审慎规划的工作。
第二是进料管制：是指在最经济的条件下，确保原料满足规定标准的有关原料的接收、储存以及检验工作。
第三是产品管制：是上线生产之后的制程管制，及第一线品质管制工作。
第四是特殊制程环境：是针对任何不良品发生原因的追录与改进工作。
在20世纪60年代、70年代在日本发展为“全公司品质管制”，由品管大师石川馨（日）在1972年他所著的《日本式品质管制》一书中正式提出。
他认为品质是一种能令消费者或使用者满足，并且乐意购买的一种特质，所以品质不只是产品品质、服务品质，更是一种良好的工作品质。
石川馨指出，品质始于教育，也终于教育，而“品质教育必须做到20%以上”，品质责任是每个人的责任，因此，人力品质能否提升是影响品质成败的关键。
他强调公司的每一个员工都要具备PDCA的能力，不断自力提升品质，而且同时必须通力合作。
到20世纪80年代末及90年代，TQM才在美国正式命名与定义，并得到了进一步的完善和发展，形成了以“产品、流程、组织、领导、承诺”五大支柱为特点的TQM。
产品是组织目的与成就的焦点；流程是组织实现产品的基石，流程中忽略了品质，产品本身就没有品质可言；流程是由组织执行的，且流程的品质必须视组织是否健全而定，合理的组织及其分工是流程品质的保证；组织的健全有赖于正确的领导；产品、流程、组织、领导全都要有坚强的、发自基层工作的承诺做支柱。
此五者是密不可分的。
TQM是世界上很先进和前沿的质量管理思想和方法，并已被西方工业发达国家证明是行之有效的。
专业英语翻译--全面质量管理(TQM)
Total Quality Management全面质量管理IntroductionRight from the dawn ofhistory, people in all walks of life around the globe have been striving to survive in a highly competitive word. The industrial scenario is no different. Corporate executives have been working overtime toachieve business excellence by striving to find solutions to those problems which have de feated their counterparts in other parts of the globe. The message is amply clear: the gospel of globalization has come to occupy center stage. The focus onprice, which hitherto ruled the competition, has shifted to both price and quality. Today, customers are demanding quality in products, services and in life. They have become increasingly discerning and have started lookingfor options more in tune with their basic needs, requirements and self-esteem. Infact, they are prepared to pay a premium for a quality product or service. One ofthe approaches that seems to provide the solution to the aforesaid challenges is the ma nagement philosophy of total quality management (TQM).介绍有史以来，全世界所有的人就在这个高度竞争的世界中奋斗。
全面高质量管理系统(TQM)
全面高质量管理系统(TQM)全面高质量管理系统(TQM)全面高质量管理系统(TQM)，是一种综合性的管理方法，旨在促进组织内部各个部门和个体的合作，不断提高产品和服务的质量，满足客户的需求和期望。
本文将介绍TQM的概念和原则，并探讨其实施过程和效果。
概念与原则TQM的概念是基于“全面质量控制”(TQC)的发展而来。
它强调全员参与、持续改进和客户满意度，将质量管理视作一个持续的过程，而不是一个独立的活动。
TQM的核心原则包括以下几点：1. 客户导向：TQM强调以客户为中心，了解客户需求，并通过不断改进来满足客户的期望。
这需要全体员工共同努力，将客户需求放在第一位，并提供高质量的产品和服务。
2. 全员参与：TQM认为质量是每个员工的责任，要求全体员工参与到质量管理中来。
只有每个人都专注于质量，才能形成一个高效的管理系统。
3. 持续改进：TQM强调持续改进的重要性，通过不断地寻找问题、制定解决方案和实施改进措施，实现全面的质量提升。
持续改进需要建立反馈机制和激励机制，鼓励员工提出改进建议，并对改进成果进行跟踪评估。
实施过程TQM的实施过程可以分为以下几个关键步骤：1. 确立目标和策略：组织需要明确质量目标和质量策略，明确提高质量的重要性，并制定相关的计划和指标。
这需要全体员工的共同参与和理解。
2. 培训和教育：TQM的成功离不开员工的积极参与和专业能力的提升。
组织需要为员工提供相关的培训和教育，使他们具备质量管理所需的知识和技能。
3. 测量和分析：TQM强调数据驱动的管理方法，需要建立可靠的测量和分析系统，对各项关键绩效指标进行监控和评估。
通过分析数据，及时发现问题，并制定相应的改进计划。
4. 过程管理：TQM注重流程的管理和持续改进。
通过流程分析和优化，消除浪费和冗余，提高效率和质量。
同时，要建立相应的流程控制和标准化，确保质量的稳定和一致性。
效果和建议实施TQM可以带来许多益处，其中包括：1. 提高客户满意度：TQM致力于满足客户的需求和期望，提供高质量的产品和服务。
Total Quality Management(TQM)
全公司质量管理•AM:何谓TQM及TQM的演变60 Minutes •60Minutes •全面质量管理(TQM)架构下影响因素60 Minutes •指導原則三要素&90MinutesTQM指導原則,三要素& 三种声音90 Minutes •PM:•PDCA & SDCA管理循环90 Minutes(CS)?60Minutes •何谓顾客满意(CS)? 60 Minutes •质量管理90 Minutes30Mi t•案例分析及互动演练30 Minutes质量是什么1. 质量是什么？2.何谓TQM(全公司质量管理)?2. 何谓TQM(全公司质量管理)?3. 何谓TQM之屋？之屋说明4. TQM之屋说明5.TQM(全公司质量管理)的意义5. Q(全公司质量管理)的意义6. TQM(全公司质量管理)的兴起(全公司质量管理)的演进7. TQM (全公司质量管理)的演进质量是什么? 大师级说过的话1. 戴明:1戴明:质量是由顾客来衡量,是要满足顾客需求,让顾客满意的2. 朱兰:质量是符合目的,是由使用者来评价的3. 克劳斯比:质量是符合于需要的4. 日本人的理念:4日本人的理念:质量是吹毛求疵地做到零缺点、完美的地步,在第一次就把它做好TQM ?何谓TQM ?TQM =全员质量经营或称全公司质量管理T :TOTAL TQM = 全员质量经营、或称全公司质量管理T : TOTAL 总合的、总体的、全员的Q : QUALITY 品质M MANAGEMENT M: MANAGEMENT 经营管理『全面』：意指–所有部门–所有人员–所有作业–全民动员的活动–持续且不断的长期承诺–是渐进式演化学习性的改善–以流程非以产品为改善标的–重点在事前预防错误而非事后检验何谓TQM之屋？目的目標T企顧客滿意員工滿意環境保護目的、目標效果、成果 Q策略組織技概‧品管七大手法‧新品管七大手法QC St ‧方針管理品質的概念‧顧客滿意‧後工程即是顧策略管理的概念 M業的推進巧念‧QC Story …等<課達型or問題解決型>‧品質機能展開‧六標準差‧目常管理‧機能別管理‧品管圈等:客‧：‧PDCA 工具激勵的方法方法：‧依事實管理‧管理是每個人的責任‧：幹勁固有技術IT技術一般教育•政治安定TQM屋•前一页的实现质量的活动体系可说是TQM的呈现，其构前页的实现质量的活动体系可说是的呈现其构造可以图示的「TQM屋」来加以说明。
tqm指什么
tqm指什么
全面质量管理，即TQM(Total Quality Management)就是指一个组织以质量为中心，以全员参与为基础，目的在于通过顾客满意和本组织所有成员及社会受益而达到长期成功的管理途径。
在全面质量管理中，质量这个概念和全部管理目标的实现有关。
全面质量管理的基本原理与其他概念的基本差别在于，它强调为了取得真正的经济效益，管理必须始于识别顾客的质量要求，终于顾客对他手中的产品感到满意。
全面质量管理就是为了实现这一目标而指导人、机器、信息的协调活动。
TQM全面质量管理教材(PPT 72页)
Performance Product Process People
Philosophy
10
2.13 Richard’s Words
➢ Be Professional and Be Patient ➢ Take the Trouble to Me ➢ Push the Successful to All ➢ Enjoy Mistake But Don’t Repeat ➢ Decision After Discussion ➢ Small Steps cause Big Change ➢ Big Vision and Detail Perfect ➢ Keep Self in Difficult ➢ Do It Better Once Love It ➢ Repeat To Innovate ➢ Operator is A Child ➢ Quality is A Culture ➢ Less Control is A Control
Supervisor
4. Making A Quality Product
Operator
5. Award A Great Performance Leader
When Facing Challenge …
A Brave Heart Facing the Trouble A Smart Head Thinking the Solution A Quick Hand Fix the Problem
Q ualify C. Releas e
Rework Scrap
No Com plaint Com plain O nly Goods Return C o u n t e r c la i m
Quality of Product
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two decades has redefined quality as a never-ending effort to continually improve a company's products. This movement combines strategic and operational control to achieve long-term success and survival of an organization.
very good reputation for quality.
2. Customer orientation
The second element is customer orientation. Business must provide what the customer wants. An example is Dell computer's
adversaries and instead should cooperate with them as partners to deliver high quality products. This helps managers prevent or
management consulting firms such as Andersen Consulting make good use of this approach.
Checking the quality, efficiency, and responsiveness of each phase or unit gives managers accurate information to make necessary changes. Increased efficiency of each step greatly contributes to the overall improvement.
TQM is any action to fulfill the quality imperative
TQM is a continuous effort to enhance the quality, efficiency, and responsiveness of a product or service. Any action taken to implement TQM is an action to fulfill the quality imperative.
and is eventually passed on to the final
3. Detailed business process concentration
The third element is detailed business process concentration. Breaking the business process into small parts gives managers the chance to inspect and improve the ways each step is done. Accounting and
lead them in their work. From the customers' point of view, quality means that the product functions well, the price is competitive or fair, and the service is quick and satisfactory. Most Japanese companies such as Matsushita, Sony4. Cooperation with clients and suppliers
The fourth element is cooperation with clients and suppliers. Businesses should avoid viewing clients and customers as
1. Specified quality
Specified quality is the first essential element. Companies should specify what quality means and give employees a clear picture to
TQM involves all staff to participate
TQM stands for total quality management, a term derived from the quality imperative movement. TQM involves all staff to identify every process within the business that will influence quality.
TQMIntroduction(英文)
Quality is a never-ending process
Modern companies implement quality improvement programs to enhance their products or services. The quality imperative movement of the last