医疗行业业绩卓越奖及波多里奇奖（1）(ppt 125页)

医疗行业业绩卓越奖及波多里奇奖（1）目录：
主题1：业绩卓越奖的背景以及波多里奇奖的概况
主题2：波多里奇模式的核心价值
主题3：组织简介以及组织挑战

 

医疗行业业绩卓越奖及波多里奇奖（1）内容提要：
The Emerging of Baldrige Award 波多里奇奖的出现
Others, such as General Motors didn't understand this at all. GM's response was to "bet the farm" on a strategy of using technology to replace people, which proved to be a disastrous. Other companies became convinced 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。
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In the midst of this debate, those who had followed the spread of quality management in Asia—and 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 create 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。
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Is 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. Singhal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 some types of quality award. 成功获得某些质量奖项。

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