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七十年代以来,全面质量管理进入了一个“思考性”的新时代.为了适应这个时代的要求,必须采用新的质量管理手段和方法.作为质量管理的著名老七种工具等,在推行全面质量管理活动的过程中,被管理人员和工人广泛应用,收到了显著效果.但是,随着全面质量管理的深入和发展,管理人员特别是领导人员的作用,重点不是掌握数据,进行分析和计算,而是确定问题,制订计划和进行部门之间的协调.也就是说,要从夹杂着各种因素的复杂事物中整理出思路,抓住问题的实质,采取切实可行的措施.在老七种工具中,除因果分析图法尚能适应外,其它都不符合这种要求.这就要求开发新的质量管理手段和方法.新七种工具就是在这种情况下应运而生的.
Since the 1970s, Total Quality Management has entered a new era of “thinking.” In order to meet the requirements of this era, new quality management tools and methods must be adopted. As a well-known seven tools for quality management, In the process of quality management activities, the widely used managers and workers have received remarkable results.But with the deepening and development of total quality management, the role of managers, especially leaders, is not focused on data analysis and calculation , But to determine the problem, the formulation of plans and coordination between the departments.That is to say, from the complicated things mixed with a variety of factors to sort out the ideas, grasp the essence of the problem, to take practical measures.In the old seven In addition to the tools of causal analysis, the other methods do not meet this requirement, which calls for the development of new quality management tools and methods, and the new seven tools emerge as the times require.