创造价值：通过平衡计分卡导向全面质量管理82617097VIP免费

第1页共20页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第1页共20页Value-CreationthroughtheBalancedScorecardOrientedTQMConcept(Authors:Dr.MikeC.K.LamandMr.Q.S.Ren)BeijingWesternConsultants(www.bscchina.com)AbstractThispapertriestosolvesomeoftheissuesconcerningtotalqualitymanagement(TQM).Firstly,whatdoesaTQM(businessexcellence)concept/modellooklike?AretheseTQMconcepts/modelstheoreticallysound?WouldthejudgingframeworksandcriteriaofsomequalityawardssuchasHongKongManagementAssociation(HKMA)QualityAwardbetheTQMconcepts/models?Secondly,areTQMmodelsrelatedtoothermanagementconceptssuchastheBalancedScorecard(BSC)?ThirdlycouldweintegratetheTQMconceptwithBSCframeworktoformavalue-addingconcept?ThemainaimofthispaperconcernswiththeprocessesofbuildinguptheBalancedScorecardOrientedTQMconcepttheoretically,forwhichthebasesareconjoiningtheKanji’sTQMmodelandtheframeworkoftheBSCwithreferencetothejudgingframeworkandcriteriaofHKMAQualityAward.BasedontheconceptofSystemsTheoryandmodelbuildingtechnique,firstlywetriangulatedtheKanji’sTQMmodelandtheBSCframeworktofitintotheSystemsTheory.Secondly,wecomparedthesetriangulatedmodelswithreferencetothejudgingframeworkandcriteriaofHKMAQualityAwardsystematically.Thirdly,afteranalysis,weproposedtheBSC-OrientedTQMconceptanditsconceptmappingforreferenceandfurthertestingintherealworld.Theexpectedoutcomesofthisresearcharesolvingtheabove-mentionedresearchproblems.TheultimateaimofthisresearchistoformtheconceptualmodelofBSC-OrientedTQMconceptforfurthertestingbypractitionersandacademicsofTQMinordertogainmoreconcreteexperiencesorthemanagementknowledgeoftheworld.IntroductionTheoriginalortraditionalapproachesofqualitymanagementwereverymuchprocessoriented.WiththeadventofTotalQualityManagement(TQM),organizationsbegantofocusontheneeds(requirements)andwants(exceedingtherequirements)ofcustomersbothexternallyandinternally(Wilkinson,1992).Thereisnodoubtthattheissueof‘customers’becomesthefociofallkindsofmanagementtoolsandconcepts.Ontheotherhand,oneofthebasicconceptsofTQMisthesystemstheory(input-process-output).Thatistosay,theinputs-processes-outputs(activities)ofanorganizationareaimingatthefulfillmentoftheneedsandwantsofthecustomerssuchastheconceptof‘Todelightcustomers’,whichistheinputorstartingpointofthewholevalue-addingchainofbusinessprocessessothattheoutputsare‘customers’satisfaction/delight’andthusthefinancialperformance.Ifweacceptthissimplelogicofdoingbusinesses,westillhavetosolve,atleast,twomajorissues.Firstly,letusassumethatweknowourcustomersthoroughly.However,inaccordancewithAnsoff(1984),‘Strategyisaconceptofthefirm’sbusiness,whichprovidesaunifyingthemeforallitsactivities.’Theproblemishowcouldweorganizealltheactivitiesofanorganizationunderaunifyingtheme,whichis,thestrategyofanorganization?Secondly,eventhoughan第2页共20页第1页共20页编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第2页共20页organizationhasstrategy,howcouldweknowtheimplementationofthestrategyisright?TheanswerofthesetwoissuesliesonthestrategicmanagementofanorganizationwiththehelpoftheBSC.AccordingtoKanjiandAsher(1995),theultimateaimofTQMistoachievebusinessexcellence(companyperformance)suchasfinancialandnon-financialresults/measures.However,fromourconcreteexperienceandobservationandreflections,thepractitionersandacademicsofTQMarefacingmanyproblems.Tonameafew,firstly,w...