星新Kanri:战略质量管理技术。

Charles Tennant, Paul Roberts
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引用次数: 33

摘要

本文描述了战略质量管理(SQM)的一种技术,被称为Hoshin Kanri,自20世纪60年代以来,它一直作为一种管理体系在许多日本公司中运作。它代表了日本公司管理体系的一个核心方面,并被陈述为:全面控制系统和全面质量管理(TQM)部署的手段。Hoshin Kanri在确定和跟踪个别目标和目的的概念上并不是特别独特,但制定和部署目标和实现目标的手段的方式是特别独特的。在Hoshin Kanri中应用战略质量管理(SQM)概念的问题在于,它可能会挑战传统的专制战略规划模型,而这些模型已成为现代商业的范例。然而,Hoshin Kanri提供了一个适当的工具,可以在将目标和指标集成到单个整体模型中的同时,宣布业务的战略愿景。为了使星心观里的技术与西方的思维和管理方法相结合,已经有了各种各样的改编,但在日本以外,它的重要性基本上没有得到报道。建议Hoshin Kanri是一种有效的SQM方法,它比更传统的计划技术有许多好处。与传统计划系统相比,Hoshin Kanri作为战略质量管理(SQM)工具的好处包括:将战略目标与战术日常管理相结合,将计划-执行-检查-行动循环应用于业务流程管理,并行计划和执行方法,公司范围内的方法,改进沟通,增加共识和对目标设定的支持,以及跨职能管理整合。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Hoshin Kanri: a technique for strategic quality management.
This paper describes a technique for Strategic Quality Management (SQM), known as Hoshin Kanri, which has been operated as a management system in many Japanese companies since the 1960s. It represents a core aspect of Japanese companies' management systems, and is stated as: the means by which the overall control system and Total Quality Management (TQM) are deployed. Hoshin Kanri is not particularly unique in its concept of establishing and tracking individual goals and objectives, but the manner in which the objectives and the means to achieve them are developed and deployed is. The problem with applying the concept of Strategic Quality Management (SQM) using Hoshin Kanri, is that it can tend to challenge the traditional authoritarian strategic planning models, which have become the paradigms of modern business. Yet Hoshin Kanri provides an appropriate tool for declaration of the strategic vision for the business while integrating goals and targets in a single holistic model. There have been various adaptations of Hoshin Kanri to align the technique to Western thinking and management approaches, yet outside Japan its significance has gone largely unreported. It is proposed that Hoshin Kanri is an effective methodology for SQM, which has a number of benefits over the more conventional planning techniques. The benefits of Hoshin Kanri as a tool for Strategic Quality Management (SQM) compared to conventional planning systems include: integration of strategic objectives with tactical daily management, the application of the plan-do-check-act cycle to business process management, parallel planning and execution methodology, company wide approach, improvements in communication, increased consensus and buy-in to goal setting, and cross-functional-management integration.
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