It can be seen that total quality management emphasizes dynamic quality and constantly seeks improvement, but it is not standardized and there is no unified standard. Therefore, the key to the success of implementing total quality management in enterprises is to deeply understand the connotation of total quality management and formulate feasible quality management plans according to the specific conditions of enterprises.
Deming cycle emphasizes self-management and active management, but Americans just lack initiative, so Deming's quality management thought was met with a cold shoulder when it was first implemented in American enterprises. But the Japanese are deeply influenced by oriental culture. They are active. Compared with ourselves, we can find problems, so Deming's quality management thought is very suitable for Japanese enterprises, which have made great progress in product quality by using PD CA cycle.
American companies find it difficult to find their own problems. How do they find their own problems? Through the supervision of others. Markham? The fixed point of porridge award goes beyond the characteristics suitable for American enterprises. If an enterprise wants to make progress, it must constantly compare its performance with the best enterprises in the same industry, find the gap, and then implement improvement.
American enterprises have always attached importance to quality management. Its quality management originated from Taylor, and generally experienced quality inspection, statistical quality control, total quality management and Macombo. There are four stages in the Ritchie Award, and the focus here is Mark Mbo. The fixed-point transcendence of Ritchie Prize.
In the 1980s, Japanese products entered the American market because of their high quality and low price, which greatly touched American enterprises and determined to learn from the successful experience of Japanese enterprises in quality management. It is against this background that the US government decided to establish the National Quality Award. 1987, awarded by the United States to markham? The National Quality Award for Porridge is mainly applicable to three types of enterprises: first, manufacturing, second, service (based on sales), and third, small enterprises (less than 500 people). The award criteria are very strict, and each type of enterprise has a maximum of two winners each year.
Markham? The core of the porridge award is fixed-point transcendence, which is divided into two steps: the first step is to analyze how much progress the enterprise has made compared with the same period in history, which can encourage the enterprise to move on. The second step is that if an enterprise wants to make great progress, it must constantly compare its performance with the best enterprises in the same industry, find out the gap, and then catch up. This is the fixed-point overtaking.
Self-issued markham? After the porridge award, American companies will markham? Boric Prize winners find the gap and then surpass it. Therefore, the product quality is greatly improved. In 1990s, American companies re-established their competitive advantage over Japanese companies. Markham? The fixed-point transcendence of porridge award is one of the important factors for the quality success of American enterprises.
At the beginning of the 20th century, the product quality of Japanese enterprises was not good. In people's minds, it is simply synonymous with fake and shoddy products. At that time, the Japanese advocated China's "Shanghai goods". However, in the 1980s, people rushed to buy products from Japanese companies, and Japanese goods became a symbol of quality products. Japanese enterprises, from inferior products to high-quality products, only have a few decades before and after, and the quality of products has changed so much. People are discussing: What is the secret of successful quality management in Japanese enterprises?
The success of Japanese enterprise quality management benefits from the famous American quality management expert Edward? Deming 195 1, Japan established Deming National Quality Award. The award is mainly for Japanese domestic manufacturing enterprises, and the award criteria are very strict. The highest number of winners each year is 1-2, and deming prize is called the "Nobel Prize for Enterprises" in Japan.
Deming's quality management thought is embodied in PDCA (P-plan). D-do, execution; C- check, check; Action, processing) cycle:
1, planning stage, see which problems need to be improved, list them item by item, and find out the problems that need to be improved most.
2. In the implementation stage, implement improvement and collect corresponding data.
3. In the inspection stage, evaluate the improvement effect, speak with data, and see whether the actual result is consistent with the original goal.
4. In the treatment stage, if the improvement effect is good, it will be promoted; If the improvement effect is not good, proceed to the next cycle.
The characteristics of PDCA cycle are: the big ring sets the small ring, and headquarters, workshops, teams and employees can carry out PDCA cycle, find out problems and seek improvement; Step up, after the first cycle, enter the next higher cycle; Go back and forth, never stop. Deming emphasizes the continuous improvement of quality, and regards the improvement of products and processes as a process that never stops and keeps making small progress.
Deming's quality management thought has a great influence on Japanese enterprises. Japanese enterprises have used PDCA cycle to find their own problems and improve product quality. After decades of efforts, Japan's economy reached its most glorious period in the mid-1980s, and products such as automobiles and household appliances flooded the markets all over the world. Zhu Lan, a famous quality management expert, commented on Japan's economic miracle: "Japan's economic revitalization is a successful quality revolution".
Comparison of characteristics between the United States and Japan
Deming cycle emphasizes independent and active management, that is, based on the inside of the enterprise, it analyzes in detail what are the main problems existing in the enterprise at present, and then improves them, which is characterized by self-transcendence.
Markham? The porridge award emphasizes program management and quantitative indicators, that is, based on the outside of the enterprise, comparing the performance of the enterprise with the best enterprise in the same industry, finding out the gap and seeking improvement, characterized by fixed-point transcendence.
In fact, Japanese and American companies are looking for gaps, but the ways to find gaps are different; Japanese enterprises find out the existing problems by comparing themselves with Deming cycle, and then surpass themselves; American enterprises find the gap and then surpass it by comparing with excellent enterprises. Finally, Japanese and American enterprises have achieved success in quality management.
Why do Japanese and American companies achieve the same results in different quality management methods? This stems from the different cultural backgrounds of the East and the West: Japanese enterprises are rooted in the Eastern culture, deeply influenced by China's Confucianism, emphasize "self-awareness" and "self-cultivation", and dare to "sacrifice their lives for righteousness", so they can find the gap by comparing with themselves and then make improvements; American enterprises belong to the category of western culture, and it is difficult to find their own problems by emphasizing the role of institutions. Only through the supervision of others can we find our own problems. Therefore, we must compare with excellent enterprises, find out the gap and then surpass it.