1、 1Table of Contents目录Subject 1:Background of Performance Excellence and Baldrige Award Overview 主题1：业绩卓越奖的背景以及波多里奇奖的概况Subject 2:the Core Value of the Baldrige Model主题2：波多里奇模式的核心价值Subject 3:Organizational Profile and Organizational Challenge主题3：组织简介以及组织挑战Subject 4:The Categories,Items,Areas and Speci
2、fic questions主题4：类、条款、区域以及特殊问题Subject 5:Self-Assessment and Improvements Based on Baldrige Criteria主题5：基于波多里奇标准的自我评估和改进主题 6：如何实施波多里奇奖及如何编写自评报告 2What do we intend to achieve in the course?本次课程我们要达到的目的？（1）We want to answer the following questions:我们想回答下列问题：-What shall we do to ensure the long term suc
3、cess of our business?我们应该怎样做才能确保商业长期成功？-What are the contents and mechanisms of Baldrige Award?波多里奇奖的内容和评奖机制是什么？-Does Baldrige Award provide the framework and criteria for a long term successful business?波多里奇奖是否为长期成功的商业提供了框架和方法？3-Is our organization ready to utilize the Baldrige Award?我们的组织是否具备使用波多里
4、奇奖的环境？-How to implement the Baldrige Award criteria?怎样实施波多里奇奖标准？-How to carry out self-assessment based on Baldrige Award Criteria?怎样基于波多里奇奖标准进行自评？-如何编写自评报告？What do we intend to achieve in the course?本次课程我们要达到的目的？（2）4Subject 1 主题1Background of Performance Excellence and Baldrige AwardOverview 业绩卓越奖的
5、背景以及波多里奇奖的概况 5The First Quality Award最早的质量奖（1）The Deming Prize戴明奖戴明奖Dr.W.Edwards Deming was a U.S.statistician who taught the Japanese about the basics of quality control in 1950.At this time Japan had been devastated by World War II and its economy was in ruins.Unskilled in the methods of mass prod
6、uction,Japanese factories were turning out inferior products that were hard to sell at any price,and virtually impossible to export.Yet Japan desperately needed export revenues in order to purchase food.The technical knowledge that Deming provided was an important part of the solution.威廉爱德华戴明博士是美国的统
7、计学家，他曾在1950年在日本讲授质量控制的基础。那个时候日本正处于第2 次世界后的经济萧条期。无大规模生产的技术，使日本制造商生产出无论价格高低都卖不出的低档产品，更谈不上出口。但是日本迫切需要出口收入采购食品。戴明提供的技术知识是解决此种情况重要的一部分。6Deming showed great sympathy for the predicament of his hosts,for example by donating the income from his lectures to the Union of Japanese Engineers and Scientists(JUSE
8、).So when JUSE decided in 1951 to establish a national award to promote quality management,it was natural that they should name it for Dr.Deming.It became the standard by which business excellence was judged in Japan for more than 40 years.戴明对日本的困境显示了很大的同情心，例如他将讲课的收入捐赠给日本科学家与工程师联合会（JUSE）。所以当1951年JUS
9、E决定建立提高质量管理的国家质量奖时，便以戴明博士的名字命名。此奖项现在被认为是日本40多年来商业卓越方面的最高奖项。The First Quality Award最早的质量奖（2）7The Emerging of Baldrige Award(1)波多里奇奖的出现（1）After the 2nd.World War,with the coming of peace,U.S.management almost overnight discarded the very quality management practices that had helped make the industrial
10、 war effort so successful.The most profitable strategy was just to keep pumping up the production volumes and ignore everything else.Thus U.S.management resolutely ignored quality management for the next thirty years.第2次世界大战后，战争停息，美国管理几乎抛弃了全面 质量管理规范。最有利可图的策略就是只追求产量而忽略其他任何东西。因此，在接下来的30年内，美国几乎彻底忽略了质量管
11、理。8During these same three decades,quality management techniques were a cornerstone of Japans economic miracle,including its major penetration into markets around the world.It is again ironic that while the U.S.A.discarded quality management and gave it as an unintentional gift to Japan,it was the J
12、apanese who later brought it back unintentionally to the U.S.A.The reawakening of U.S.interest in quality in the 1980s was largely due to the devastating effect of foreign competition.在相同的时期内，质量管理技术已经成为日本的经济奇迹以及日本向全球市场渗透的基石。当美国抛弃质量管理并将其作为一份无心的礼物赠送给日本，是日本又在后来将其回赠给美国。1980年美国重新对质量感兴趣主要是由于外国竞争的巨大影响。The
13、Emerging of Baldrige Award(2)波多里奇奖的出现（2）9By the mid 1980s there was panic in many quarters in the USA.Foreign competition seemed to be having its way and no one could figure out why,or how to stop the rot.All kinds of madcap theories and solutions were being discussed,in industry,in the media and am
14、ong politicians.At this time only a relatively few U.S.companies such as Xerox and Ford had figured out what the real problem wasprimarily poor management practicesand were learning how to clean up their act and fight back.80年代中期，美国的许多地方出现了经济恐慌。外国竞争似乎为所欲为并且没有人知道怎样应对。所有荒唐的理论和“解决方案”都在被行业、媒体乃至政治家之间讨论。此
15、时，美国只有少数公司，例如施乐和福特领悟到真正的问题是从根本上缺乏管理规范并学习如何整顿自己的行为以及回击。The Emerging of Baldrige Award(3)波多里奇奖的出现（3）10Others,such as General Motors didnt understand this at all.GMs response was to bet the farm on a strategy of using technology to replace people,which proved to be a disastrous.Other companies became c
16、onvinced that they were the victims of dumping and sought legislation that simply forced more efficient foreign companies to increase their margins by charging U.S.customers more.其他公司，例如通用公司根本不理解这一举措，通用公司的反应是使用技术取代人的策略无疑是“把老本都赌上”，其后果是空前惨重的。其他公司也确信他们是“倾销”的受害者，并寻求法律途径向外国公司施压，通过控制更多的本土顾客以增加他们的收入。The Em
17、erging of Baldrige Award(4)波多里奇奖的出现（4）11In the midst of this debate,those who had followed the spread of quality management in Asiaand its decline in the U.S.A.knew that this knowledge gap was a significant part of the problem.Following the example of the Deming Prize,various attempts were made to c
18、reate a U.S.national quality award as a tool to raise awareness and promote the sharing of knowledge.There was even a private bill drafted for Congress to establish such an award,but these efforts got nowhere.在争论的过程中，那些曾参与质量管理在亚洲发展进程同时在美国衰落这一过程的人确信知识差异是最大的问题。仿照戴明奖的实例，美国开始做出各种尝试，以建立美国的国家质量奖，作为一种提高意识以
19、及推动知识共享的工具。甚至为国会起草了一份司法法案以建立此奖项，但这些努力都毫无结果。The Emerging of Baldrige Award(5)波多里奇奖的出现（5）12Then in 1988 Malcolm Baldrige,the Secretary of Commerce and a friend of Reagan,was fatally injured in a rodeo accident.Seizing the opportunity created by this tragedy,the supporters of the bill suggested to Reag
20、an that the award would be a fitting memorial to Mac Baldrige.The legislation was quickly renamed and enacted.1988年马尔科姆波多里奇，美国商务部长，里根的好友，在一次竞技事故中不幸遇难。法案拥护者借此灾难之机会，向里根总统建议此奖项是对“马尔科姆”波多里奇的适当纪念。此立法很快就被重新命名和颁布。The Emerging of Baldrige Award(6)波多里奇奖的出现（6）13Thus the Malcolm Baldrige National Quality Award
21、 came into being thirty-seven years after the creation of the Deming Prize in Japan.This marked a milestone in reawakening of the U.S.A.to the importance of managing quality as the route to high productivity,low costs,and market success.从而，在日本戴明奖创立37年后，马尔科姆波多里奇国家质量奖诞生。这是美国质量管理（高产量、低成本以及成功销售的毕经之路）重要性
22、意识再度觉醒的里程碑。The Emerging of Baldrige Award(7)波多里奇奖的出现（7）14The Baldrige Award 波多里奇奖(1)National Institute of Standards and Technology(NIST),an agency of U.S.Department of Commerce,is responsible for the Baldrige National Quality Award and Program.国家标准与技术协会（NIST），美国商业部门的下属机构，负责波多里奇国家质量奖评奖及方案。The America
23、n Society for Quality(ASQ)assists in administering the Award Program under contract to NIST.美国质量学会（ASQ）按照与NIST的合同协助评奖方案的执行工作。The contents of Baldrige Award are up-dated annually along with a comprehensive case study issued by NIST.波多里奇奖的内容与NIST公布的综合案例研究一起每年更新。15The Purposes of Baldrige Award波多里奇奖的目的
24、（1）The Criteria are the basis for organizational self-assessments,for making Awards,and for giving feedback to applicants.本标准是组织自评、参与评奖以及对申请者反馈的依据。162.The Criteria have three important roles in strengthening U.S.“competitiveness”:本标准在加强美国“竞争力”中有三项重要职责：-to help improve organizational performance prac
25、tices,capabilities,and results 帮助提高组织的业绩规范、能力和结果-to facilitate communication and sharing of best practices information among U.S.organizations of all types 推动美国所有组织间最佳作法的信息沟通和共享-to serve as a working tool for understanding and managing performance and for guiding organizational planning and opportun
26、ities for learning 作为理解和管理业绩、指导组织策划和学习机会的工具。The Purposes of Baldrige Award波多里奇奖的目的（2）17The Goals of Baldrige Award波多里奇奖的目标The Criteria are designed to help organizations use an integrated approach to organizational performance management that results in设计本标准是为了帮助组织使用一种整合的方法进行组织业绩管理，从而：-delivery of e
27、ver-improving value to customers,不断提高向顾客交付的价值-contributing to marketplace success 贡献于成功的市场开拓-improvement of overall organizational effectiveness and capabilities 整个组织有效性和能力的提高-organizational and personal learning 组织以及个人的学习 18Does Baldrige Award Work?波多里奇奖有效吗？A hypothetical sum was invested in each o
28、f the 1990-1999,publicly-traded Baldrige Award recipients common stock,in the year they applied for the Award.The investment was tracked from the first business day of the month following the announcement of the Award recipients through December 1,2000.$1,000 was invested in each whole company,and f
29、or subsidiaries the sum invested was$1,000 multiplied by the percent of the whole companys employee base the subunit represented at the time of its application.The same total dollar amount was invested in the Standard&Poors(S&P)500 on the same day.假设总体在1990-1999年每一年都被投资，公开交易的波多里奇奖获得者的普通股，在他们申请奖项的那一年
30、。从第一个交易日开始跟踪，到奖项获得后的公告，一直到200年12月1日。每一个完整的公司投资1000美元，分公司按照公司员工的百分比。19奖项申请者1990-1999公开交易的现场访问评审奖项申请者1990-1999整个公司公开交易的现场访问评审在股票研究中涉及的奖项接收者（在研究的时候只包括公众持有股。）20Is TQM dying?全面质量管理是否正在衰退？A study performed by K.B.Kevin and V.R.Singhal to link TQM to bottom-line measures of performance.由K.B.Kevin 和 V.R.Sin
31、ghal进行的研究将全面质量管理与业绩的底线测量相联系。600 companies who have effectively implemented TQM are selected.Companies with:选择了600家有效实施全面质量管理的公司。他们：Focusing on customer satisfaction,以顾客满意为中心，Encouraging employee involvement,鼓励全员参与，Continuous improvement well accepted,practiced,and deployed,接受、进行并坚持持续改进，Wining of som
32、e types of quality award.成功获得某些质量奖项。21奖项获得者的股票与对比性有价证券比较奖项获得者的股票与对比性有价证券比较股票组合奖项获得者的股票性能价格比与不同对比性有价证券的比较奖项获得者的股票性能价格比与不同对比性有价证券的比较 22金融业绩与对比性公司的比较金融业绩与对比性公司的比较业绩测量业绩测量奖项获得者奖项获得者对比性公对比性公司司营业收入营业收入销售额销售额总资产总资产员工员工销售销售收益率收益率资产资产收益率收益率奖项获得者以及对比公司在实施奖项获得者以及对比公司在实施TQM之后平均业绩百之后平均业绩百分数的比较分数的比较 23小公司与大公司小公司与
33、大公司的比较的比较业绩测量业绩测量小公司小公司大公司大公司获得奖项的小公司与大公司之间业绩平均百分数之间的比较获得奖项的小公司与大公司之间业绩平均百分数之间的比较 24低资本与高资本集约度的比较低资本与高资本集约度的比较业绩测量业绩测量低资本集约度低资本集约度高资本集约度高资本集约度低资本和高资本集约度获奖者之间的平均业绩百分数的比较低资本和高资本集约度获奖者之间的平均业绩百分数的比较 25业绩获奖者对比公司时间奖项完整管理体系的实施实施阶段实施后 26测量合伙人和团队实施STAR的建议合伙人满意职业生涯机会设置顾客和市场相关方满意收入增加市场份额过程改进准时服务当天服务每小时生产的数量股东和
34、社团慈善活动 27The Evolution and Continuous Improvement of the Baldrige Award(1)波多里奇奖的发展和持续改进（1）Originally created by leaders in the field最初由质量界领导者创建，Based on evolving challenges,continuously short list key requirements for long term success基于企业不断面临新的挑战，整理更新能使企业长期成功的关键要求。Integrate and improve linkage betw
35、een strategy,process,and results战略、过程和结果联系的整合和改进Increase applicability;support more users of the Criteria 增强适用性；支持更多的用户。28Gurus of Performance Excellence业绩卓越的权威业绩改进的所有方法文化活动业绩概念过程管理以事实为基础的分析统计思想测量 （Deming）远景和价值领导力激情追求卓越人员 （Peters）逐项改进策划/组织严格的分析 （Juran）质量原则全员参与管理体系和方针计划的文化变化 （Crosby）29The Evolution a
36、nd Continuous Improvement of the Baldrige Award(2)波多里奇奖的发展和持续改进（2）New Challenges(identified for 2004):新挑战（2004年确定的）：openness and transparency in governance and ethics;公司治理和道德行为的公开和透明 the need to create added value for customers and the business 需要为顾客和商业创造增值价值 the challenges of rapid innovation and c
37、apitalizing on your knowledge assets 快速创新以及将组织知识资产转化成资本的挑战 Globalization 全球化 Corporate social responsibility(sustainability)企业社会责任（持续发展）30The Evolution and Continuous Improvement of the Baldrige Award(3)波多里奇奖的发展和持续改进（3）Increase applicability增加适用性:Initial Focus:Big Manufacturing 最初关注：大型制造业 Business E
38、xpansion:Service/Small Business业务扩张：服务/小型商业 Education 教育 Health Care 健康保健 Future:Non-profit Organization/Government将来：非盈利性组织/政府 31The Baldrige Model波多里奇模式波多里奇模式Three Components:三个组成部分：11 Core Values 11个核心价值 Criteria:标准 Organizational Profile(Description and Challenges)组织介绍（描述和挑战）7“Categories”,19“Ite
39、ms”,32“Areas”to address,87 Specific Questions(CIA)涉及到7大类、19项、32个领域，87个特殊问题（CIA）.Glossary of Key Terms主要术语表“Category”and“Item”Descriptions”类”和“项目”的描述 The Scoring System 计分系统 Process过程(6 Categories-550 Points)Results 结果(1 Category-450 Points)32The Criteria Structure标准的结构更明确 33The Baldrige Model for a
40、world-class management system波多里奇世界一流管理体系模式波多里奇世界一流管理体系模式 Built on core values 依据核心价值建立 Responsive to the uniqueness of any organization 响应组织的独特性(Organizational Profile组织介绍)Structured framework-with linkages-drives 互相联系、互相推动的结构化的框架 Forces alignment of plans,actions,resources 强制计划、活动、资源的一贯化 Supported
41、 by 3-dimensional assessment process that considers approach,deployment,&results;a PDSA system of continuous cycles of improvement 由考虑到方法、拓展以及结果的3维评估过程支持，持续改进的 PDSA体系。34Stakeholders&stockholders利益相关方和股东Deming/CrosbyCustomers 顾客Regulatory mandates法规要求Vision,Mission&Values远景、使命和价值观Rewards&recognition奖
42、金和赞誉SPC统计过程控制Supplier quality供方质量 Re-engineering再造TQM全面质量管理PDSA策划-实施-检查-改进过程模式Measures/metrics测量/度量CIPDOESub-optimized 不优化不优化Generally not continuous 通常不连续通常不连续Not focused不关注不关注Not aligned 不调整不调整波多里奇Goals&Objective目标和目的目标和目的Random acts of improvement随意的改进活动随意的改进活动 35Goals&Objectives目标和目的目标和目的 Aligne
43、d 一致性一致性 Focused 重点性重点性 Optimized 优化性优化性 Continuous 连续性连续性To Aligned Improvements 一致性一致性的改进的改进 36The mechanisms to produce results产生结果的机制产生结果的机制“经营经营”环境环境利益相关方的期望利益相关方的期望选择选择“经营经营”方向方向管理体系管理体系结果结果（主要业绩）（主要业绩）关键关键因素因素使命、目标、使命、目标、战略战略指导决策和行动的综指导决策和行动的综合机制合机制组织结构、技术、过程以及资源组织结构、技术、过程以及资源的设计和整合的设计和整合核心核心
44、价值价值与与标准标准 37Case Study 案例研究案例研究1What are the key factors or requirements for an organization to achieve long term success?组织达到长期成功的关键要素或要求是什么？(10 minutes individual study,10 minutes team study,5 minutes team presentation)(单独研究10分钟，小组讨论10分钟，小组介绍5分钟)38 Subject 主题2The Core Values of the BaldrigeModel波
45、多里奇模式的核心价值 3911 core values are the foundation of the criteria11个核心价值是标准的基础个核心价值是标准的基础v“Required”for World Class Performancev 是世界一流业绩所必需的是世界一流业绩所必需的v Cross-Cutting 横贯性的横贯性的v Role Model Attributes 模范特征模范特征Visionary leadership远见性的领导力Customer-Driven Excellence 顾客驱动的卓越Organizational and personal Learnin
46、g 组织和个人的学习Valuing Employees and Partners 重视员工和合作方Agility 灵活性Focus on the Future 关注未来Managing for Innovation创新管理Management by Fact基于事实的管理Social Responsibility社会责任Focus on Results and Creating Value 关注结果和创造价值Systems Perspective系统性 40Definitions定义Values 价值The term“values”refers to the guiding principle
47、s and/or behaviors that embody how your organization and its people are expected to operate.Values reflect and reinforce the desired culture of the organization.Values support and guide the decision making of every employee,helping the organization to accomplish its mission and attain its vision in
48、an appropriate manner.术语“价值”是指：表述期望组织及其人员如何运作的指导原则和/或行为。价值能够反映并加强组织期望的文化。价值能够支持并指导员工的决策，以协助组织以一种适当的方法完成其使命，并达到其远景目标。41Core Values of the Baldrige Model波多里奇的核心价值The Core Values and concepts are embedded“Beliefs”and“behaviors”found in high-performance organizations.在高业绩组织中，核心价值及概念体现在“信念”与“行为”中。The Cor
49、e Values and Concepts are interrelated to one another,they should be applied in an integrated manner.核心价值和概念是彼此相关的，他们应该以一种整合的方式加以应用。The Core Values are embodied in seven Categories.核心价值是7大类的具体体现。42The Core Values are presented with three components in the criteria implicitly.在标准中核心价值以3部分表述：The meani
50、ngs of the Core Values 核心价值的含义 The purposes or the benefits of the Core Values 核心价值的目标和益处 Suggestions or examples on how to do it.核心价值如何实施的建议或实例Core Values of the Baldrige Model波多里奇的核心价值 43Visionary Leadership远见性的领导力（1）An organizations senior leaders should 组织的高层领导应：set directions and create a custo
