《创造价值：通过平衡计分卡导向全面质量管理82617097》由会员分享，可在线阅读，更多相关《创造价值：通过平衡计分卡导向全面质量管理82617097（21页珍藏版）》请在金锄头文库上搜索。
1、精品范文模板 可修改删除撰写人：_日 期：_Value-Creation through the Balanced Scorecard Oriented TQM Concept(Authors: Dr. Mike C. K. Lam and Mr. Q.S. Ren)Beijing Western Consultants ()AbstractThis paper tries to solve some of the issues concerning total quality management (TQM). Firstly, what does a TQM (business excel
2、lence) concept/model look like? Are these TQM concepts/models theoretically sound? Would the judging frameworks and criteria of some quality awards such as Hong Kong Management Association (HKMA) Quality Award be the TQM concepts/models? Secondly, are TQM models related to other management concepts
3、such as the Balanced Scorecard (BSC)? Thirdly could we integrate the TQM concept with BSC framework to form a value-adding concept? The main aim of this paper concerns with the processes of building up the Balanced Scorecard Oriented TQM concept theoretically, for which the bases are conjoining the
4、Kanjis TQM model and the framework of the BSC with reference to the judging framework and criteria of HKMA Quality Award. Based on the concept of Systems Theory and model building technique, firstly we triangulated the Kanjis TQM model and the BSC framework to fit into the Systems Theory. Secondly,
5、we compared these triangulated models with reference to the judging framework and criteria of HKMA Quality Award systematically. Thirdly, after analysis, we proposed the BSC-Oriented TQM concept and its concept mapping for reference and further testing in the real world. The expected outcomes of thi
6、s research are solving the above-mentioned research problems. The ultimate aim of this research is to form the conceptual model of BSC-Oriented TQM concept for further testing by practitioners and academics of TQM in order to gain more concrete experiences or the management knowledge of the world.In
7、troductionThe original or traditional approaches of quality management were very much process oriented. With the advent of Total Quality Management (TQM), organizations began to focus on the needs (requirements) and wants (exceeding the requirements) of customers both externally and internally (Wilk
8、inson, 1992). There is no doubt that the issue of customers becomes the foci of all kinds of management tools and concepts. On the other hand, one of the basic concepts of TQM is the systems theory (input-process-output). That is to say, the inputs-processes-outputs (activities) of an organization a
9、re aiming at the fulfillment of the needs and wants of the customers such as the concept of To delight customers, which is the input or starting point of the whole value-adding chain of business processes so that the outputs are customers satisfaction/delight and thus the financial performance. If w
10、e accept this simple logic of doing businesses, we still have to solve, at least, two major issues. Firstly, let us assume that we know our customers thoroughly. However, in accordance with Ansoff (1984), Strategy is a concept of the firms business, which provides a unifying theme for all its activi
11、ties. The problem is how could we organize all the activities of an organization under a unifying theme, which is, the strategy of an organization? Secondly, even though an organization has strategy, how could we know the implementation of the strategy is right? The answer of these two issues lies o
12、n the strategic management of an organization with the help of the BSC. According to Kanji and Asher (1995), the ultimate aim of TQM is to achieve business excellence (company performance) such as financial and non-financial results/measures. However, from our concrete experience and observation and
13、 reflections, the practitioners and academics of TQM are facing many problems. To name a few, firstly, what does a TQM concept/model look like? Would the judging frameworks and criteria of some quality awards such as the Malcolm Baldrige National Quality Award (USA) or Hong Kong Quality Management A
14、ssociation Quality Award (hereafter we call HKMA Quality Award) be the TQM (business excellence) concepts/models? Secondly, are these TQM concepts/models theoretically sound/ based?The researchers of this paper have been involving the research, training, education and implementation of TQM (Kanji, 1
15、998) and the Balanced Scorecard (Kaplan & Norton, 1992, 1993, 1994,1996 a, 1996b, 2000) to various clients in China, of course, including Hong Kong SAR (see ). We (including our teams of consultants) have both the explicit (codified) and tacit (uncodified) knowledge. Based on our practices of the co
16、ncept of Ba (Nonaka and Konno, 1998), which is a knowledge creation process, and Kolbs Experiential Learning Cycle (Kolb, Rubin and McIntyre, 1979), we advocate that it is highly likely to integrate” or “conjoining” the framework of the BSC with the TQM models such as the Kanjis TQM model (1998) with reference to the framework and judging criteria of HKMA quality award as a kind of TQ
