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1、2019/8/4,1,Table 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, I
2、tems, Areas and Specific 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,2019/8/4,2,What 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 sh
3、all we do to ensure the long term success 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？,2019/8/4,3,Is our organization
4、ready to utilize the Baldrige Award? 我们的组织是否具备使用波多里奇奖的环境？ 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）,2019/8/4,4,Subject 1 主题1 Back
5、ground of Performance Excellence and Baldrige Award Overview 业绩卓越奖的背景以及波多里奇 奖的概况,2019/8/4,5,The First Quality Award最早的质量奖（1）,The Deming Prize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 b
6、y World War II and its economy was in ruins. Unskilled in the methods of mass production, 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 technic
7、al 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。,2019/8/4,6,Deming showed great sympathy for the predicament of his hosts, for exa
8、mple by donating the income from his lectures to the Union of Japanese Engineers and Scientists (JUSE). 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 excellenc
9、e 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JUSE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）,2019/8/4,7,The Emerging of Baldrige Award (1) 波多里奇奖的出现（1）,After the 2nd. World War, with the coming o
10、f peace, U.S. management almost overnight discarded the very quality management practices that had helped make the industrial 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
11、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理。,2019/8/4,8,During these same three decades, quality management techniques were a cornerstone of Japans economic miracle, including its major penetration into markets a
12、round 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 Japanese 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 devastatin
13、g 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 Emerging of Baldrige Award (2) 波多里奇奖的出现（2）,2019/8/4,9,By the mid 1980s there was panic in many quarters in the USA. Foreign competition seemed to be
14、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 among politicians. At this time only a relatively few U.S. companies such as Xerox and Ford had figured out what the real problem w
15、asprimarily 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）,2019/8/4,10,Others, such
16、 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 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
