醫療行業業績卓越獎及波多裏奇獎（1）(ppt 125頁)

醫療行業業績卓越獎及波多裏奇獎（1）目錄：
主題1：業績卓越獎的背景以及波多裏奇獎的概況
主題2：波多裏奇模式的核心價值
主題3：組織簡介以及組織挑戰

醫療行業業績卓越獎及波多裏奇獎（1）內容提要：
The Emerging of Baldrige Award 波多裏奇獎的出現
Others, such as General Motors didn't understand this at all. GM's 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這一舉措，通用公司的反應是使用技術取代人的策略無疑是“把老本都賭上”，其後果是空前慘重的。其他公司也確信他們是“傾銷”的受害者，並尋求法律途徑向外國公司施壓，通過控製更多的本土顧客以增加他們的收入。
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In the midst of this debate, those who had followed the spread of quality management in Asia—and its decline in the U.S.A.—knew that this knowledge gap was a significant part of the problem. Following the example of the Deming Prize, various attempts were made to create a U.S. national quality award as a tool to raise awareness and promote the sharing of knowledge. There was even a private bill drafted for Congress to establish such an award, but these efforts got nowhere.
在爭論的過程中，那些曾參與質量管理在亞洲發展進程——同時在美國衰落——這一過程的人確信知識差異是最大的問題。仿照戴明獎的實例，美國開始做出各種嚐試，以建立美國的國家質量獎，作為一種提高意識以及推動知識共享的工具。甚至為國會起草了一份司法法案以建立此獎項，但這些努力都毫無結果。
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Is TQM dying?全麵質量管理是否正在衰退？
A study performed by K. B. Kevin and V. R. Singhal to link TQM to bottom-line measures of performance.
由K. B. Kevin 和 V. R. Singhal進行的研究將全麵質量管理與業績的底線測量相聯係。
600 companies who have effectively implemented TQM are selected. Companies with:選擇了600家有效實施全麵質量管理的公司。他們：
Focusing on customer satisfaction,以顧客滿意為中心，
Encouraging employee involvement,鼓勵全員參與，
Continuous improvement well accepted, practiced, and deployed,接受、進行並堅持持續改進，
Wining of some types of quality award. 成功獲得某些質量獎項。

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