TQO: Effective Implementation of High Performance Process Management Strategies

许多美国公司实施被称为高性能过程管理（HPPM）的活动。在HPPM下，公司努力追求卓越的产品质量水平、极高的过程效率、密集的过程控制和非常快速的反应。预期的效果是客户满意度和财务回报的显著提高。改进的供应商关系，增加的员工参与，以及更合理的产品和过程设计，都增加了议程。虽然HPPM可以交付结果，但它的实现是困难的，并且确实发生了失败。该项目是对四家公司HPPM实施的优势和劣势的实地研究。这项研究将是跨学科的，涉及工业和系统工程专业知识（包括统计分析、过程映射和控制理论），以及基于社会科学的组织设计和变革框架管理（包括组织诊断和调查，以及人类学领域技术）。该项目在研究的设计和执行中吸引了组织合作伙伴。预期的结果包括确定一般HPPM实施的成功因素和障碍，发现当前过程管理/工程的学术研究与实际行业需求之间的不匹配，以及对大学过程管理/工程教学方式的变化提出建议。

Many U.S. companies implement activities known as high performance process management, or HPPM. Under HPPM, companies strive for extraordinary levels of product quality, great process efficiency, intensive process control, and very rapid response. The desired effect is a dramatic increase in customer satisfaction and financial returns. The agenda is augmented by improved vendor relations, increased employee involvement, and more rational product and process design. While HPPM can deliver results, its implementation is difficult and failures do occur. This project is a field study of the strengths and weaknesses of HPPM implementation at four companies. The research will be interdisciplinary, involving both industrial and systems engineering expertise (including statistical analysis, process mapping, and control theory), and social science based organizational design and management of change frameworks (including organizational diagnosis and surveys, and anthropological field techniques). The project engages the organizational partners in both design and execution of the research. Expected results include an identification of generic HPPM implementation success factors and barriers, discovery of mismatches between current academic research on process management/engineering and actual industry needs, and recommendations for changes in how process management/engineering is taught in universities.