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MBA作业:精益管理是一个重要的概念 [3]

论文作者:www.51lunwen.org论文属性:短文 essay登出时间:2017-03-29编辑:cinq点击率:11147

论文字数:2000论文编号:org201703291808114736语种:英语 English地区:英国价格:免费论文

关键词:MBA作业精益管理代写留学生作业

摘要:本文是留学生MBA作业,主要内容是讲述精益管理的基本定义和内容,以及在企业改进技术,提成质量管理的问题上产生的作用。

between clients, contractors and sub-contractors. (CRISP 1995) suggest that if there were to be a closer involvement from clients in research then innovation would be able to improve the organisation and become more competitive through more efficient ways of production. (Egan 1998) also recognises that the industry in 1998 was under-achieving, and it has low profitability and invests too little capital. But within the same article he also agrees with the point of Barlow of that there is a need for more partnerships to be able to take place to improve performance and have mutually agreed objectives. This would allow them to commit to lean construction. His final point is that it is important to set clear targets for improvement. In his experience this is the only way to make gains last and to deliver. (Scottish-Enterprise 2007) have set a construction industry plan for the government and them address a plan to help the aid the industry. The key aim is to ensure continuous improvement is the centre point of the Scottish construction industry. Because of this they have implemented a policy of that all registered sites are given a score that indicates the level of performance they are reaching. This scheme then tracks performances and then this will indicate if continuous improvement if being used. (CE 2011) they suggest that if companies within the competitive market of construction they need to be open to change to maintain competitive advantage. But in order to do this efficiently they must follow essential factors. These then link in with previous readings from Barlow in that there needs to be complete commitment from staff and especially from senior management. The essential factors though all centre on cultural changes within the organisation. These can be from communication to opportunities for all employees to contribute. But it is important to then to be able to measure and evaluate the progress against the companies' key performance indicators and to then benchmark. So it is then important to then carry out the PDCA cycle efficiently to see what impact the improvements have made to the business and if, something has went wrong then it is important to understand why.

Total Quality Management 全面质量管理
Total Quality management is seen as a journey and not a destination (Burati and Oswald 1993) as a comprehensive but a systematic approach that intends to improve quality of both products and services. TQM is seen as a long term approach (Bank 1992). (Slack 2007) explains that it is a 'holistic' approach in the management of quality. The approach must incorporate all of the organisation and to influence the people within. These will then heavily influence and improve quality. Within the field of total quality management there are many theoretical gurus. (Ishikawa 1985) has been credited with creating the theory of 'Quality circles' and 'Cause and Effect diagrams' These were created because he felt there had been a period of over emphasis on statistics in the use of quality control. This resulted in people disliking quality control. (Crosby 1979) has suggested that many organisations actually don't understand how much they spend on quality, and how much it costs to put problems right. Within the same book he also claims that organisations that do measure their costs equate to 30% of sales. (Oakland 1993) within his book he produced four key principles of quality. These factors are Customer satisfaction, Effective manageme论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。
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