持续改善 迈向顶级企业的秘笈【2025|PDF下载-Epub版本|mobi电子书|kindle百度云盘下载】

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SYNOPSIS OF THESIS1

CHAPTER ONE INTRODUCTION5

1.1 BACKGROUND OF THE ORGANIZATION5

1.2 THE NEED FOR CHANGE5

1.2.1 The Twentieth Century Revolution5

1.2.2 Information Technology6

1.2.3 Quality Revolution6

1.2.4 Internationalism7

1.2.5 The Combined Change7

1.3 MAJOR FACTORS DRIVING THE CHANGE7

1.3.1 Change in Socio-Economic Structure7

1.3.2 Public Awareness and Expectation8

1.3.3 Government Encouragement9

1.3.4 Housing Authority Certification to ISO 90019

1.3.5 The General Business Environment in China10

1.3.6 Profile of the Elevator Business in China12

1.3.7 China's Labor Force14

1.4 CHANGES TO THE ORGANIZATION WITH THE INTRODUCTION OF A QUALITY SYSTEM15

1.5 PROBLEM STATEMENT16

1.5.1 Existing Problem of China World Largest Escalator Manufacturer Service Division17

1.5.2 Research Question and the matic concern17

1.6 RESEARCH OBJECTIVE18

1.6.1 Overall Objectives19

1.6.2 Sub-Objectives19

1.7 THE RESEARCH PARTICIPANTS19

1.7.1 World Largest Escalator Manufacturer Group and China World Largest Escalator Manufacturer19

1.7.2 The People Involve in the Research23

1.7.3 About the Researcher23

1.7.4 The Client Profile24

1.8 THE SERVICE25

CHAPTER TWO LITERATURE REVIEW27

2.1 THE QUALITY MANAGEMENT SYSTEM OF ORGANIZATIONAL CHANGE27

2.1.1 Philip Crosby27

2.1.2 W.Edwards Deming（1900～1993）28

2.1.3 Joseph Juran（1904～）29

2.1.4 Kaoru Ishikawa（1915～1989）30

2.1.5 Genichi Taguchi31

2.1.6 Armand V.Feigenbaum33

2.1.7 Lewin，Kurt（1890～1947）35

2.1.8 Argyris，Chris（1923～）35

2.1.9 Scon，Donald（1930～1997）37

2.1.10 Senge，Peter M.（1947～）37

2.1.11 Influence of Quality and Management Gurus to the Elevator Industry38

2.1.12 Resistance to Change40

2.1.13 Change Versus Transition43

2.1.14 Rationale of the Construction of the Transition Management in the Dissertation44

2.1.15 Research Design Strategies47

2.2 THE FIRM SPECIFIC ENVIRONMENT—TO CONVERT THE CHINESE CULTURE INTO A VALUE-ADDED ELEMENT48

2.2.1 The Chinese Workforce48

2.2.2 The Influence of Confucianism49

2.2.3 The Experience of Process Improvement Program in a "Westernized Chinese" Society-Hong Kong50

2.2.4 Corporate and Cultural Change53

2.3 EXPERIENTIAL LEARNING54

2.3.1 Classification of Training and Development56

2.3.2 The Importance of Reflection57

2.3.3 The Action Research Cycle58

2.3.4 The Elements of Action Research60

2.3.5 The Implementation of Action Research61

2.3.6 Humanistic-Democratic Values that led to Continuous Spontaneous Process Improvement61

2.3.7 The Role of Facilitator62

2.3.8 Other Considerations of Action Research63

2.3.9 Summary of Action Research Method Characteristics65

2.4 OPTIMISATION OF THE EFFECTIVENESS OF ACTION RESEARCH AS A VEHICLE OF PROCESS IMPROVEMENT66

2.4.1 Productive Process Management66

2.4.2 Participative Learning about Organizational Values69

2.4.3 Managing Moods and Emotions throughout the Research71

2.4.4 Triangulation71

2.5 LEARNING ORGANIZATION72

2.5.1 Definition of Learning Organization72

2.5.2 The Concepts of Learning Organization73

2.5.3 Learning Organization in Action76

2.6 LIMITATIONS AND CHALLENGES OF ACTION RESEARCH83

2.7 RELATIONSHIPS BETWEEN THE PRIOR FINDINGS AND THE RESEARCH QUESTIONS84

CHAPTER THREE THE RESEARCH MODEL，ACTION RESEARCH METHOD AND HYPOTHESES87

3.1 RESEARCH MODEL OF CHANGE PROCESS OF QUALITY SYSTEM87

3.2 MODEL OF EVALUATION OF QUALITY SYSTEM88

3.3 RESEARCH METHODOLOGY92

3.4 LIMITATION OF STUDY93

3.5 ACTION RESEARCH METHOD93

3.6 THE ACTION RESEARCH CYCLE94

3.7 THE ELEMENTS OF ACTION RESEARCH96

3.8 AN ANALYSIS OF THE OPERATION OF THE MAINTENANCE DEPARTMENT99

3.9 THE FORMATION OF PROCESS IMPROVEMENT TEAM AND ITS EVOLVED PARTIES99

3.9.1 The Process Improvement Team100

3.9.2 The Process Improvement Workshop104

3.10 THE PROCESS IMPROVEMENT ROADMAP108

3.10.1 What Happens Now109

3.10.2 Listening to the Future Customers112

3.10.3 Investigating Process Details114

3.10.4 Finalizing the New Process Design116

3.10.5 Implementation121

3.11 EVALUATION124

3.51 Research Questions of the Survey After Each Spiral124

3.52 Data Collection，Sampling And Sampling Procedures124

3.53 Research Instruments125

3.12 THE RESEARCH SPIRAL127

3.13 THE STRUCTURE OF THE DISSERTATION129

CHAPTER FOUR DATA ANALYSIS AND EVALUATION133

4.1 CONTRACTOR'S QUALITY SYSTEM133

4.2 QUALITY BARRIER OF QUALITY IN ELEVATOR INDUSTRY IN HONG KONG134

4.2.1 Difficulty in Change of Culture135

4.2.2 Fear/resistance to Change the Way They Do Things135

4.2.3 Lack of Top Management's Commitment136

4.2.4 Inadequate Knowledge of Quality Management System136

4.2.5 Lack of Expertise in Quality Management137

4.2.6 Inefficient Internal and External Communication Network137

4.2.7 Insufficient Quality Training and Education138

4.3 FACTOR EFFECTING QUALITY CONSTRUCTION IN HONG KONG138

4.3.1 Role of Divisional Top Management and Quality Policy138

4.3.2 Role of the Quality Department139

4.3.3 Role of Training139

4.3.4 Role of Process Management/Operating Procedures140

4.3.5 Usage of Quality Data And Reporting141

4.3.6 Employee Involvement141

4.4 CRITICAL SUCCESS FACTORS FOR ELEVATOR INDUSTRY IN HONG KONG AND CHINA142

CHAPTER FIVE CASE STUDY OF QUALITY SYSTEM IN CHINAWORLD LARGEST ESCALATOR MANUFACTURER144

5.1 PROBLEMS OF IMPLEMENTATION OF QUALITY SYSTEM IN CHINA WORLD LARGEST ESCALATOR MANUFACTURER144

5.1.1 Lack of Management Commitment146

5.1.2 Documents Control148

5.1.3 Lack of Site Staff，Labor Involvement149

5.1.4 Lack of Staff Commitment150

5.1.5 Huge Documentation and Paper Works152

5.1.6 Increase in Employees' Work Load152

5.2 MODEL OF THE CHANGE PROCESS OF QUALITY SYSTEM，IMPLEMENTATION FOR CHINA WORLD LARGEST ESCALATOR MANUFACTURER153

5.2.1 Step 1:Management Commitment153

5.2.2 Step 2:The quality improvement team154

5.2.3 Step 3:Measurement155

5.2.4 Step 4:The Cost of Quality157

5.2.5 Step 5:Quality Awareness157

5.2.6 Step 6:Corrective Action158

5.2.7 Step 7:Zero Defects Planning158

5.2.8 Step 8:Employee Education159

5.2.9 Step 9:Zero Defects Day160

5.2.10 Step 10:Goal Setting160

5.2.11 Step 11:Error-Cause Removal160

5.2.12 Step 12:Recognition161

5.2.13 Step 13:Quality Councils161

5.2.14 Step 14:Do it All Over Again162

CHAPTER SIX THE FIRST SPIRAL163

6.1 THE EXECUTION OF CURRENT PROCESS REVIEW AND EXPERIENCE SHARING165

6.1.1 Training of Facilitators165

6.1.2 Complete review of the Current Process166

6.1.3 The identification of problems167

6.1.4 The identification of the needs of process customers170

6.1.5 Structuring Customer Needs171

6.2 FEEDBACK STAGE172

6.3 THE PROBLEMS AS FOUND IN THE PROCESS IMPROVEMENT TEAM DISCUSSION173

6.4 THE PLANNING STAGE-A REORGANIZATION OF THE OPERATION PROCESS174

6.5 THE IMPLEMENTATION178

6.6 EVALUATION OF THE FIRST SPIRAL179

6.6.1 Findings of the First Research179

CHAPTER SEVEN THE SECOND SPIRAL181

7.1 IDENTIFICATION STAGE OF THE SECOND SPIRAL184

7.1.1 Categorization Of The Major Problems In Quality And Reliability187

7.1.2 Availability188

7.2 PLANNING THE IMPROVED TECHNICAL SERVICE SCHEME188

7.3 IDENTIFICATION OF THE PROBLEM IN CUSTOMER LOYALTY190

7.3.1 Customer Segmentation192

7.3.2 The Performance Gaps194

7.3.3 Planning to Manage the Performance Gap196

7.3.4 The Amalgamated Customer Loyalty Management Implementation198

7.4 CUSTOMER LOYALTY MANAGEMENT ACTIVITIES IN THE SHENZHEN OFFICE OF CHINA WORLD LARGEST ESCALATOR MANUFACTURER（AN EXAMPLE OF THE IMPLE-MENTATION）207

7.4.1 Who Is The Customer？207

7.4.2 Why Customer Focus？207

7.4.3 Objectives208

7.4.4 Organization And Structure208

7.4.5 What Has Been Done？209

7.4.6 Decentralization209

7.4.7 Interviews210

7.4.8 Training210

7.4.9 Customer Focus Group210

7.4.10 Findings211

7.4.11 Survey Findings213

7.4.12 Following Meeting214

7.4.13 Monthly Meetings214

7.4.14 Customer Database214

7.4.15 Other parts of the Customer Focus project215

7.4.16 Highlights215

7.4.17 Experience of the pilot215

CHAPTER EIGHT EVALUATION STAGE FOR THE SECOND SPIRAL217

8.1 CUSTOMER SATISFACTION217

8.1.1 The Impact of Process Improvement217

8.1.2 Conclusion of the Evaluation218

8.1.3 The Correlation Between The Four Kinds Of Service218

8.2 EMPLOYEE COMMITMENT219

8.2.1 The Impact of Process Improvement219

8.2.2 Conclusion of the T-Test220

8.2.3 The Correlation Between the Four Kinds Of Service221

8.2.4 Comparison Between the Mean Values Before and After the Process Improvement221

CHAPTER NINE DISCUSSION AND CONCLUSIONS223

9.1 RESULT223

9.2 SOLUTION AND RECOMMENDATIONS225

9.2.1 People-the Staff225

9.2.2 Strategies-Corporate policies and Goals226

9.2.3 Technologies-Office Automation and Information Technology（Communication）227

9.2.4 Environment-the Public，Clients and Suppliers（Customer Support）227

9.2.5 Structure-Manpower Resources and Special Set-Up228

9.2.6 Culture-Continuous Pursuit229

9.3 JUSTIFICATION FOR THE RESEARCH AND THE LATER SPIRALS230

9.4 IMPACT OF THE PROCESS IMPROVEMENT CAMPAIGN ON ORGANIZATIONAL CHANGE231

9.4.1 The Initiation of a Participative Learning Corporate Culture232

9.4.2 Changes in the Workers' Role233

9.4.3 Changes in Ways to Raise Productivity233

9.4.4 Changes in the Conservative Management Style234

9.5 POLICY IMPLICATION235

9.5.1 The Integration of Self-Directed Learning And Institution-Directed Training Process235

9.5.2 Strategies to Control the Resistance to Changes237

9.6 SUGGESTIONS FOR FURTHER STUDIES238

9.7 CONCLUSION239

BIBLIOGRAPHY＆REFERENCES241

APPENDICES QUALITY MANAGEMENT PRACTICES246

经验分享258

SHAREING OF EXPERIENCE258