质量管理失败的十个主要原因
Quality management of the ten major causes of failure
质量管理是企业管理的重要组成部分，其重要作用众所周知。然而，在实际生产经营中，质量管理这张答卷却并非每个企业都能出色回答。依笔者所见，其中主要原因有10个。
Quality management is the important part of enterprise management, its important role as everyone knows. However, in the actual production and management, quality management this paper is not each enterprise can better answer. See according to author place, one of the main 10 reasons.
    之一：缺少远见
One: the lack of vision
    远见是指洞察未来从而决定企业将要成为什么样企业的远大眼光，它能识别潜在的机会并提出目标，现实地反映了将来所能获得的利益。远见提供了企业向何处发展、企业如何制定行动计划以及企业实施计划所需要的组织结构和系统的顺序。缺少远见就导致把质量排斥在战略之外，这样企业的目标及优先顺序就不明确，质量在企业中的角色就不易被了解。要想从努力中获得成功，企业需要转变其思维方式，创造不断改进质量的环境。
Vision refers to gain insight into the future to decide the enterprise will become what the enterprise vision, it can identify potential opportunities and puts forward the target, realistically reflect the interests of the future. Vision provides enterprise where to development, enterprises how to develop a plan of action and enterprise implementation plan required the organization structure and system order. A lack of foresight led to the quality rejection in the strategy, the enterprise goals and priorities are not clear, the quality 's role in the company are not easy to understand. In order to win from the doing, enterprises need to change their way of thinking, creating and constantly improve the quality of the environment.
    之二：没有以顾客为中心
Two: no to the customer as the center
    误解顾客意愿、缺少超前为顾客服务的意识，虽改进了一些工作但没有给顾客增加价值，也会导致质量管理的失败。例如，传递公司着迷于准时传递，努力把准时从42%提高到92%，然而令管理者惊讶的是公司失去了市场，原因是公司强调了时间准时却没有时间回答顾客的电话和解释产品。顾客满意是一个动态的持续变化的目标，要想质量管理成功就必须集中精力了解顾客的期望，开发的项目要满足或超出顾客的需要。国外一家公司声称对不满意顾客提供全部赔偿，公司为此付出了代价，但收入却直线上升，员工的流动率也从117%降至50%。
Misunderstanding of customer intention, lack of advance the sense of customer service, although improved some work but did not add to customer value, will also lead to the failure of quality management. For example, the transmission company obsessed with punctual delivery, and strive to time increased from 42% to 92%, but make managers surprise company lost the market, the reason is that the company emphasizes the time did not have time to answer customer calls and explain products. Customer satisfaction is a dynamic and continuous changes of the target, in order to quality management must focus on understanding the expectations of customers, development projects to meet or exceed customer needs. A foreign company claims to dissatisfied customers to provide full compensation, the company paid the price, but revenue is soaring, employee turnover rate is from 117% to 50%.
    之三：管理者贡献不够
Three: contribution of inadequate management
    调查表明，大多数质量管理活动的失败不是技术而是管理方面的原因。所有的质量管理权威都有一个共识：质量管理最大的一个障碍是质量改进中缺少上层主管的贡献。管理者的贡献意味着通过行动自上而下地沟通公司的想法，使所有员工和所有活动都集中于不断改进，这是一种实用的方法。只动嘴或公开演说不适合质量管理，管理者必须参与和质量管理有关的每一个方面工作并持续保持下去。在一项调查中70%的生产主管承认，他们的公司现在花费更多的时间在改进顾客满意的因素上。然而他们把这些责任授权给中层管理者，因而说不清楚这些努力成功与否。试想，这样的质量管理能够成功吗？
Investigation shows, most quality management activities of the failure is not technical but management reasons. All quality management authority have a consensus: quality management the biggest obstacle is a lack of quality improvement of top manager 's contribution. Management contribution means through the action of top-down communication company ideas, so that all the staff and all the activities are focused on continuous improvement, it is a practical method. Only move the mouth or public speaking is not suitable for quality management, managers must participate in and related to quality management in every aspect of work and stay. In a survey of 70% of the production supervisor to admit, they now spend more time in improving customer satisfaction factor. However they put these responsibilities delegated to the middle-level managers, and said it was not clear whether these efforts and success. Imagine, so the quality of management to succeed?
    之四：没有目的的培训
Four: no purpose of training
    企业许多钱花费在质量管理的培训上，然而许多企业并没有因此得到根本的改进。因为太多的质量管理培训是无关紧要的。例如，员工们学习了控制图，但不知道在那里用，不久他们就忘记所学的了。可以说，没有目标、没有重点的培训实际上是一种浪费，这也是质量管理失败的一个因素。
Company a lot of money in quality management training, however a lot of enterprises and did not get fundamental improvement. Because of too much quality management training is to be of no great importance. For example, the staff studied the control chart, but do not know where, they soon forget the. Can say, no goal, no focus of training is actually a kind of waste, which is also the quality management of a failing factors.
    之五：缺少成本和利益分析
Five: the lack of cost and benefit analysis
    许多企业既不计算质量成本，也不计算改进项目的利益，即使计算质量成本的企业也经常只计算明显看得见的成本（如担保）和容易计算的成本（如培训费），而完全忽视了有关的主要成本，如销售损失和顾客离去的无形成本。有的企业没有计算质量改进所带来的潜在的利益。例如，不了解由于顾客离去而带来的潜在销售损失等。国外研究表明：不满意的顾客会把不满意告诉22个人，而满意的顾客只将满意告诉8个人。减少顾客离去率5%可以增加利润25%~95%，增加5%顾客保留可以增加利润35%~85%。
Many enterprises can not calculate the cost of quality, also do not calculate improvement project benefits, even if the calculation of quality cost of enterprises are often only visible to the costs ( such as security ) and easy to calculate the costs ( such as training fee ), and completely ignored the relevant primary costs, such as loss of sales and customers leaving the intangible cost. Some enterprises did not calculate the quality improvement of the potential benefits. For example, did not understand the customers away and brought potential sales loss. Foreign research shows that: the dissatisfied customer will tell 22 people are not satisfied with, and a satisfied customer will tell 8 people satisfaction. Reduce customer leaving rate of 5% can increase the profit of 25% ~ 95%, 5% increase in customer retention can increase the profit of 35% ~ 85%.
    之六：组织结构不适宜
Six: organizational structure is not suitable for
    组织结构、测量和报酬在质量管理培训、宣传中没有引起注意。如果企业还存在烦琐的官僚层次和封闭职能部门，无论多少质量管理的培训都是没有用的。在一些企业中，管理者的角色很不清楚，质量管理的责任常常被授给中层管理者，这导致了质量小组之间的权力争斗，质量小组缺少质量总体把握，结果是争论和混乱。扁平结构、放权、跨部门工作努力对质量管理的成功是必须的。成功的企业保持开放的沟通形式，发展了全过程的沟通，消除了部门间的障碍。研究表明：放权的跨部门的小组所取得的质量改进成果可以达到部门内的小组所取得成果的200%到600%。
Organizational structure, measurement and compensation in quality management training, publicity and no attention. If the enterprise still is existing cumbersome bureaucratic hierarchy and sealing functions, no matter how many quality management training are of no use. In some companies, the role of the manager is not clear, quality management responsibility is often given to middle managers, this led to a power struggle between the quality team, quality team lacked quality overall grasp, is the result of debate and confusion. A flat structure, decentralization, inter-departmental working hard on quality management success is a must. The success of the enterprise to maintain open communication form, the development of the whole process of communication, eliminating the barriers between departments. Research shows that: the power of cross-sectional group achieved by a quality improvement results can be achieved within the Department, group of the results obtained from 200% to 600%.
    之七：质量管理形成了自己的官僚机构
Seven: quality management has formed its own bureaucracy
    在质量管理活动过程中，通常把质量管理授权于某质量特权人物。质量成为一个平行的过程，产生带有自己的规则，标准和报告人员的新的官僚层次和结构，无关的质量报告成为正常。这个质量特权人物逐渐张大渗透，成为花费巨大而没有结果的庞然大物。质量官僚们把自己同日常的生活隔离开来，不了解真实的情况，反而成为质量改进的障碍。
In the quality management activities in the process, usually the quality management of authorization in a quality privileged. Quality is a parallel process, has its own rules, standards and reporting staff the new bureaucratic hierarchy and structure, unrelated to quality reporting as normal. The quality of the privileged gradually large permeability, become costly and not the result of huge monster. The quality of the bureaucrats to their daily lives apart, do not know the truth, but become the barriers to quality improvement.
    之八：缺少度量和错误的度量
Eight: the lack of measurement and error of measurement
    缺少度量和错误的度量是导致质量管理失败的另一个原因。不恰当地度量鼓励了短期行为而损失了长期的绩效，一个部门的改进以损失另一个部门为代价。例如，选择合适的价格改进了采购部门的绩效，但给生产部门带来了极大的质量问题。企业没有参考对比就如同猎手在黑夜里打猎物，其结果只是乱打一气，偶然有结果，更可能是巨大的损失。公司需要与质量改进有关的绩效度量手段，包括过程度量和结果度量。成功的公司都是以顾客为基础度量和监测质量改进的过程。
The lack of measurement and error metric is the leading cause of quality management failure for another reason. Inappropriate measures that encourage short-term behavior and the loss of long-term performance, a sector of the improvement to loss of another department expense. For example, choosing the right price improved procurement department performance, but to the manufacturing sector has brought great quality problem. Enterprises have no reference as the hunter in the night playing the game, the result just lay a, and occasionally a result, is more likely to be a huge loss. The company needs and quality improvement on performance metrics, including process measurement and results of measurement. The success of a company is a customer-based measurement and monitoring of the quality improvement process.
    之九：报酬和承认不够
Nine: reward and recognition is not enough
    战略目标、绩效度量和报酬或承认是支持企业质量改进的三大支柱。改变观念和模式转变需要具有重要意义的行为改变，行为在很大程度上受承认和报酬制度的影响。企业如何承认和回报员工是传递公司战略意图的主要部分。为使质量管理的努力富有成效，企业应当承认和回报 有良好绩效者，从而使质量改进成为现实。
Strategic objective, performance measurement and reward or recognition is supported by three pillars of enterprise quality improvement. Change the idea and pattern transformation requires significant changes in behavior, behavior in a large extent by the recognition and reward system effect. Enterprise how to recognize and reward employees is the main part of the transmission company strategic intent. To make quality management efforts productive, enterprise should acknowledge and reward good performance, so that the quality improvement a reality.
    之十：会计制度不完善
Ten: the imperfectness of accounting system
    现行的会计制度对质量管理的失败负有很大的责任。它歪曲了质量成本，没有搞清楚其潜在的影响。例如，与不良产品有关的成本如担保，甚至没有被看成是质量成本；废弃，返工被看成是企业的一般管理费
The current accounting system to quality management of the failed bears much responsibility. It distorts the quality cost, do not know its potential impact. For example, with adverse product related costs such as guarantee, not even considered quality cost; scrap, rework is regarded as the common enterprise management fee

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