质量管理-20xx年美国国家质量奖标准(doc82)英文版!(编辑修改稿)

质量管理-20xx年美国国家质量奖标准(doc82)英文版!(编辑修改稿)内容摘要：

your anization and thus also are important parts of customerdriven excellence. In addition, your anization’s success in recovering from defects and mistakes (―making things right for your customer‖) is crucial to retaining customers and building customer relationships. Customerdriven anizations address not only the product and service characteristics that meet basic customer requirements but also those features and characteristics that differentiate products and services from peting offerings. Such differentiation may be based upon new or modified offerings, binations of product and service offerings, customization of offerings, multiple access mechanisms, rapid response, or special relationships. Customerdriven excellence is thus a strategic concept. It is directed toward customer retention and loyalty, market share gain, and growth. It demands constant sensitivity to changing and emerging customer and market requirements and to the factors that drive customer satisfaction and loyalty. It demands listening to your customers. It demands anticipating changes in the marketplace. Therefore, customerdriven excellence demands awareness of developments in technology and petitors’ offerings, as well as rapid and flexible response to customer and market changes. Organizational and Personal Learning Achieving the highest levels of business performance requires a wellexecuted approach to anizational and personal learning. Organizational learning includes both continuous improvement of existing approaches and adaptation to change, leading to new goals and/or approaches. Learning needs to be embedded in the way your anization operates. This means that learning (1) is a regular part of daily work。 (2) is practiced at personal, work unit, and anizational levels。 (3) results in solving problems at their source (―root cause‖)。 (4) is focused on building and sharing knowledge throughout your anization。 and (5) is driven by opportunities to effect significant, meaningful change. Sources for learning include employees’ ideas, research and development (Ramp。 D), customers’ input, best practice sharing, and benchmarking. Organizational learning can result in (1) enhancing value to customers through new and improved products and services。 (2) developing new business opportunities。 (3) reducing errors, defects, waste, and related costs。 (4) improving responsiveness and cycle time performance。 (5) increasing productivity and effectiveness in the use of all resources throughout your anization。 and (6) enhancing your anization’s performance in fulfilling its societal responsibilities and its service to your munity as a good citizen. Employees’ success depends increasingly on having opportunities for personal learning and practicing new skills. Organizations invest in employees’ personal learning through education, training, and other opportunities for continuing growth. Such opportunities might include job rotation and increased pay for demonstrated knowledge and skills. Onthejob training offers a costeffective way to train and to better link training to your anizational needs and priorities. Education and training programs may benefit from advanced technologies, such as puter and Interbased learning and satellite broadcasts. Personal learning can result in (1) more satisfied and versatile employees who stay with your anization, (2) anizational crossfunctional learning, (3) building the knowledge assets of your anization, and (4) an improved environment for innovation. Thus, learning is directed not only toward better products and services but also toward being more responsive, adaptive, innovative, and efficient—giving your anization marketplace sustainability and performance advantages and giving your employees satisfaction and motivation to excel. Valuing Employees and Partners An anization’s success depends increasingly on the diverse knowledge, skills, creativity, and motivation of all its employees and partners. Valuing employees means mitting to their satisfaction, development, and wellbeing. Increasingly, this involves more flexible, highperformance work practices tailored to employees with diverse workplace and home life needs. Major challenges in the area of valuing employees include (1) demonstrating your leaders’ mitment to your employees’ success, (2) recognition that goes beyond the regular pensation system, (3) development and progression within your anization, (4) sharing your anization’s knowledge so your employees can better serve your customers and contribute to achieving your strategic objectives, and (5) creating an environment that encourages risk taking and innovation. Organizations need to build internal and external partnerships to better acplish overall goals. Internal partnerships might include labormanagement cooperation, such as agreements with unions. Partnerships with employees might entail employee development, cross training, or new work anizations, such as highperformance work teams. Internal partnerships also might involve creating work relationships among your work units to improve flexibility, responsiveness, and knowledge sharing. External partnerships might be with customers, suppliers, and education anizations. Strategic partnerships or alliances are increasingly important kinds of external partnerships. Such partnerships might offer entry into new markets or a basis for new products or services. Also, partnerships might permit the blending of your anization’s core petencies or leadership capabilities with the plementary strengths and capabilities of partners. Successful internal and external partnerships develop longerterm objectives, thereby creating a basis for mutual investments and respect. Partners should address the key requirements for success, means for regular munication, approaches to evaluating progress, and means for adapting。