国际质量总监高级研修班

International Senior Workshop for Quality Director

时间/地点：2007年3月21—25日   上海   

Schedule: 2007.3.21-25  Shanghai

训练形式：课堂概念讲解、案例分析、情景影片研讨

Methods of teaching: classroom – concepts explanations, case studies, movie discussion, night – experiences sharing and CQM coaching

主办单位：美国克劳士比中国学院•零缺陷(北京)国际文化发展中心

Organizer: ZDChina

Certificates to be granted: Completion certificate for ZDChina quality manager workshop.

参加对象：主管质量的副总经理、管理者代表、正副总工程师、质量总监、总质量师、质量经理/主管

The targeting audiences: VP of quality, quality director, general quality engineer, quality manager, quality supervisor, general engineer and representative of the company, etc.

毋庸置疑，“中国制造”在21世纪已然成为全球经济的重要力量，并逐步朝着“中国创造”的方向跨越；这必然促使中国的数百万质量经理人形成一股浩浩荡荡的中坚力量，建造起“质量的大堤”，以保障和提升全球的“生活品质”。

为此，克劳士比中国学院致力于帮助中国质量经理人用“一次做对”的工作哲学指导自己的实践、用“完整性”的系统思维实施质量战略管理、应用新的技巧推动质量文化的变革，从而通过领导力的提升完成“角色转化”以及职业生涯之路的拓展。

本特训营项目，便是以克劳士比先生指导下编写的美国知名商学院MBA教材“质量与竞争力体系”为基础，并融合美国质量协会的注册质量经理“知识体系”，专为满足中国高级质量经理人的实际需要以及职业发展的要求而设计的；不仅注重管理的实用性和可操作性，本特训营着重解决的问题是：如何化知识为能力、如何化能力为结果、如何化结果为绩效。

本课程是在与美国ASQ资深专家合办多期考试培训班的基础上，将中国质量经理的职业发展要求与Crosbyism的能力模型相结合的产物，其知识体系经过大量的实践检验，具备很强的可操作性，对企业发展和个人职业生涯的发展具有重要意义；被公认为目前国内最先进、最系统的高级质量经理人培训项目之一。

Introduction:

Based on several times co-operations with leading ASQ experts on this topic, we integrated Crosbyism into the requirements system of China’s quality managers. Thus the objective of the project is to meet the demands of China’s quality managers, in corporate needs and personal career needs. This BOK is very applicable and operational. Furthermore, some innovative approaches will be applied in the process of the workshop. To summary, this training project is one of the most advanced and systemic quality managers’ workshops.

Based on CQMBOK, this project jointly put CQM advantages and the Chinese quality manager’s needs. The objective to do so is to help them apply what have learnt into daily life quality practices, in order to greatly enhance the quality competitiveness of the corporation.

Thus this project will greatly improve the quality competitiveness of the company and yourself. You will be one of the building blocks of the quality strategy of the company, as a matter of fact; your quality career path will be more fulfilling than ever. A certificate issued by ZDChina will be granted after the project. A CQM certificate issued by American Society for Quality will be granted to you after you taking the exam and successfully passing it.

Based on the well-known American MBA textbook Quality and Competitiveness edited by Phil Crosby, one of the most admired management gurus in human history, this CQMBOK is a systems thinking one. Why is that? The reason is ASQ’s CQMBOK has also been integrated into it.

So summary, what we are pursuing is that:

transform knowledge into capability, capability into results, results into performance.

 特训营核心模块

本特训营课程内容共分为如下8个模块：从对经营环境的分析与自身竞争优势的考察，到质量管理哲学、战略、领导力和关注客户的组织的打造，再到管理能力的开发与提高，从企业整体运营层面对质量经理所必需具备的能力进行了全面提升，经过大量的实践检验，本知识体系具备很强的可操作性，给企业发展和个人职业生涯的发展都将带来巨大的价值。

Core Modules of the Workshop

 All the following objectives will be integrated into the modules of the workshop: All the necessary knowledge and skills of Chinese quality managers. The methods of transforming knowledge into capabilities. The methods of transforming capabilities into financial results

   模块一：管理与环境——如何在变动的环境中创建竞争优势

Model 1: Environment and Management – eliciting competitive advantages in a turbulent environment

 u       管理的挑战 management challenges

n          “管理革命”对现实的巨大影响：新的管理哲学应运而生 the great impact management revolution put on reality: a new management philosophy born

n          质量成为管理的主题：管理与质量，从此就像鱼儿离不开水 quality to be the theme of management: quality and management become water and fish

n          “自画像”：从“卦象”分析自己到底应具备什么样的管理技能、扮演什么样的角色 self-portrait: analyze what managerial skills and role you have

u       管理思想的演变 the evolution of management thoughts

n          为什么作为一名经理不能轻视管理理论的学习与研究？ Why we should pay attention on theories as a manager?

n          焦点：古典管理方法与当代管理方法共同关心的问题，以及“解题思路”的异同 focus: differences between classic and contemporary management thoughts

n         情景：中、西方管理者对待一件简单的小事上是否体现出不同的风格与文化“特色”？ situation: when dealing with a tiny stuff, is Western management trait different to Eastern one?

u       全球化与环境、社会责任与伦理 globalization, environment, social responsibilities and ethics

n          挑战：管理的全球化对质量的冲击，必然挑战中国经理的“心智” challenge: Impact on quality of globalization of management will challenge nerves of Chinese managers’ mindsets.

n          影响：变化莫测的企业经营环境已经真的让质量穿上“皇帝的新衣”了吗？ Influence: does turbulent operations environment put an Emperor’s new Dress on quality?

n          焦点：中国经理面临的什么样的“道德困境”？是否应该把“社会责任”打入冷宫？ Focus: what ethical dilemma is facing Chinese managers? Shall we put social responsibility into backyards?

          模块二：零缺陷管理哲学——如何在不确定的时代确定质量

Model 2: Zero Defects Management Philosophy – how to make quality certain in a uncertain world

 u       零缺陷：新的商业哲学 ZD: a whole new business philosophy

n          演变：零缺陷思想与克劳士比先生的心路历程 evolution: ZD management thoughts and way of Crosby

n          焦点：传统的“质量智慧”与克劳士比的解决方案 focus: traditional quality wisdom and Cosby’s solution

n         情景：质量，对一家企业到底意味着什么？ Situation: what does quality mean to a company?

u       零缺陷管理思想的基本原则 4 absolutes of ZD management 

n          开车：如何第一次就把正确的事情做正确？ Driving: how to do a right thing right the first time?

n          焦点：现代质量管理的“2个基本概念” focus: 2 basic concepts of modern quality management

n         情景：如何用“完整性”质量大造中国企业的竞争优势 situation: how to use quality completeness build competitive advantages of Chinese companies

u       踏上零缺陷之路 on the way of ZD

n          目的：创建值得信赖的组织 objective: build a reliable organization

n          焦点：克劳士比经典的“14步骤”与质量文化的创建 focus: the Crosby classic 14 stets and building quality culture

n         情景：中外企业的零缺陷管理实践 situation: ZD practices of international and domestic companies

        模块三：质量领导力——如何引领变革与创新的管理实践

Model 3: Quality Leadership – leading the practices of change and innovation

 u       管理与领导 management and leadership

n          跨越：如何有效地完成“工程师”向“经理”的角色转化？ Span: how to change yourself from engineer to manager?

n          改善：如何应用情景领导的方法完善自己的“管理者自画像”？ Improvement: how to use situational approach make your management role good?

n          影响：领导动力学是怎样对于团队的生产效率产生积极的作用的？ Influence: how leadership dynamics influence team efficiency?

u       领导与质量 leadership and quality

n          “领导法则”：中国更需要管理者还是领导者？ Leadership absolute: leader and manager, which is more needed in China?

n          领导：领导者为什么必须要先从质量开始？ Leading: why should leaders begin from quality?

n          通则：掌握“精灵通则”与“四项基本原则”，是否可以有“理”走遍天下？ General principle: is grasping PERI and 4 absolutes panacea?

u       动机与激励、沟通与团队合作 motivation, communications and cooperation

n          推力与拉力：如何应用激励与需要理论设置管理的机制？ Push and pull: how to use motivation approaches set management mechanism?

n          试试看：当员工具有“可控感”时是否可以提高工作质量？ Try: when employees are controllable, is work quality to be improved?

n          沟通与合作：技巧好学，但有效地在组织间沟通质量却是另一回事，该怎么做？ Communication and cooperation: skills are not difficult, but how to do effective communicate quality?

n          关系管理智慧：如何透过“资讯网络”发现“情感网络”里的“地下领导者”？ Relationship wisdom: how to find underground leaders in sensibility web by analyzing information web?

        模块四：质量战略制订和实施——如何用“质量价值曲线”为绩效改进指引方向

Model 4: Quality Strategic Planning and Implementation – directing quality improvements by quality value curve

 u       让质量成为一种竞争优势 make quality a competitive edge

n          因果框架：如何建立质量、生产力和盈利能力之间的逻辑关系？ Cause-effect: how to build a relationship within quality, productivity and capabilities?

n          质量免费原理图：“克劳士比成本曲线”如何颠覆传统的“质量成本曲线”？ Quality is free graph: how Crosby’s cost curve overthrow traditional cost/quality curve?

n          “质量价值曲线”：一种全新的质量战略思考模式 quality/value curve: a whole new strategic thinking model

u       质量战略规划 quality strategic planning

n          质量战略目标：如何与公司的使命、远景以及其他一些影响战略的关键因素进行整合？ Quality strategic objectives: how to integrate mission, vision with other key factors of the company?

n          战略思考流程：如何用麦肯锡的“七步法”制定质量战略规划？ The process of strategic thinking: how to use McKinsey’s 7 steps setting quality strategic planning?

n          现实情境：ABC公司的质量战略规划是否有效？ Is ABC’s quality strategic planning effective?

u       质量战略实施 quality strategic execution

n          价值经营：质量改进过程为什么一定要基于价值管理？ Value management: why should quality improvement process be based on value management?

n          PONC表盘：不符合要求的代价（PONC）是管理质量的有效工具 PONC dashboard: PONC is an effective tool for quality management

n          文化变革：战略执行的关键是执行文化/质量文化的产生，新的习惯的产生 cultural changes: the key point of strategic execution is execution/quality culture or new habits.

        模块五：满足顾客需求的组织——如何聚焦顾客需求以及赢得顾客的信任

Model 5: Customer-oriented Organization – how to focus on customers requirements in order to gain their trust

 u       如何通过战略营销进行业务定义和商业定位 how to do business definition and positioning by strategic marketing

n          战略营销的定义与要点（明确顾客需求的重要性） definition and key points of strategic marketing

n          KANO模型：如何理解与分析顾客需求？ Kano model: how to understand and analyze customers’ requirement?

u       明确顾客需求 clarify customers requirement

n          明确顾客需求的流程与方法 process and approaches of understanding customers requirements

n          知其然更要知其所以然：基于价值管理的顾客购买行为分析 know the causes: the buying behavior analysis based on value management

n          QFD: 从对顾客需求经验式的直觉判断到结构化准确分析的飞跃 QFD: from intuition judgment by experiences to accurate structural analysis

u       满足顾客需求的关键 key to meeting customers requirement

n          满足顾客需求能力的认知 perceptions on capabilities to meeting customers requirement

n          以关键顾客需求为核心的持续改进 continuous improvement based on key customers requirement

        模块六：业绩改进系统——创造卓越绩效的阶梯

Model 6: Performance improvement system – ladder for creating performance excellence 

u       日美的崛起带给我们的思考 enlightening of rise of Japan and US

n          美国：工业工程、零缺陷、六西格玛、CAE US: IE, ZD, 6Sigma and CAE

n          日本：丰田生产方式、SPC、田口设计 Japan: Toyota way, SPC Taguchi method

n          中国：？？？？ China: ????

u       如何建立创造卓越绩效的业绩改进系统 how to create an performance improvement system

n          以史为镜，西学中用：零缺陷与精益六西格玛的融合 learn from history: integration of ZD and Lean 6sigma

n          总体规划，分布实施的三步曲：种子期、植根期、全面发展期 3 phrases: seeds, planning and development

        模块七：供应商战略管理——如何在不确定的环境下建立战略联盟

Model 7: Supplier Performance Management – integrating value chain for building competitive edge

 u       供应商战略管理 supplier strategic management

n          零缺陷管理：改变观念，建立协作氛围，供应商战略管理的灵魂 ZD management: change mindset and build a cooperative atmosphere, which is the spirit of supplier strategic management

n          战略采购：管干分离，找到高品质低成本的供应商，供应商战略管理的骨架 strategic procurement: find quality suppliers, which is the bone of supplier strategic management

n          精益六西格玛：达成与供应商战略联盟持续改进的方法集 Lean 6Sigma: build an approaches set for continuous improvement for strategic alliances with suppliers

u       供应商关系管理 supplier relationship management

n          供应商管理四个基本原则 4 absolutes for suppliers management

n          核心供应商满意度的维护与改进 maintenance and improvement of suppliers satisfaction

n          建立差异化的供应商战略联盟 build a differentiated suppliers strategic alliance

n          供应商认证与动态绩效管理 a dynamic performance management for suppliers certification

        模块八：培训和能力开发——如何提升与强化组织的以及个人的职业竞争优势

Model 8: Training and Capabilities Development – enhancing organizational and personal competitiveness 

u       为什么教育与培训是有区别的？why training is different to education?

n          经理人的“三种技能”开发：管理能力是可以培养出来的吗？ 3 skills development for executives: does management skill can be developed?

n          转化：如何将知识转化为能力、将能力转化为结果？ Transformation: how to transform knowledge into capabilities and into results?

n          区别：对于经理人员，区别教育与培训是否有意义？ Differentiation: is it meaningful to distinguish education and training?

u       如何与组织的战略计划和经营需要相结合？ How to integrate with organizational strategic plans and operational needs?

n          培训“能做的”和“不能做的” training can-do and can-not-do

n          组织能力提升的CT模式——如何实现”绩效三级跳” CT model for organizational capabilities enhancement – how to realize performance 3 leap forward?

n          个人能力提升的ST模式——细品”中国茶道” ST model for personal capabilities enhancement – enjoy Chinese Tea Taoism

u       如何提供培训并评估培训效果？ How to offer training and evaluate the results

n          焦点：为什么要分析培训需求？ 培训课程、资料开发时要注意什么？ Focus: why analyze training requirement? Notices to training course material?

n          如何选择合适的培训方法？如何选择合适的内部培训讲师？ How to choose suitable training approaches and how to choose inner trainer inside the organization?

n          基于培训需求：是否符合预期的需求？ Based on training requirements: is it meeting the requirement of the training?

n          基于“行动作业”：是否符合和有效地支持预设的行动计划？ Based on practices: is it supporting the pre-set practices plans?

指导讲师介绍：

Introduction to the Lecturers: 

 杨钢（Freeman Young）

·   世界著名管理大师菲利浦·克劳士比（Philip Crosby）中国弟子，中国十大质量人物

·   “中国零缺陷管理之父”，中国“零缺陷管理”首席专家，美国克劳士比（中国）学院院长兼总裁, 北京大学生产与质量研究中心副主任，2006年“中国培训届十大领军人物”

·   北大、清华、复旦、西北大学等总裁班特邀讲师；《名家论坛》、《百家讲坛》、《前沿》电视讲座特邀专家；兼任中国国际名牌协会副会长、中国质量协会《品质文化》副主任、中国名牌战略发展委员会专家组成员、新华社高级分析师

·   2005年度“中华管理优秀人物” ，2005年度"中国经济百名杰出人物"候选人

·   为众多中外著名企业提供过管理咨询和教育服务，是企业战略管理、文化变革、竞争力塑造领域的顶级专家，中国管理咨询界最活跃、最受欢迎的管理顾问之一；国内已有数万名中外优秀企业的总裁、经理和管理专业人员接受过他的亲授。

Freeman Young

Chinese Disciple of Quality Guru Philip Crosby

Leading Expert of Zero Defects Management in China

Chinese Disciple of Quality Guru Philip Crosby and Leading Expert of Zero Defects Management in China, is extensively known as the father of ZD in China. He is the Dean and president of ZDChina and well-known lecturer and senior practitioner. Furthermore, he is the vice president of China Global Branding Association and visiting professor of Beijing University and Qinghua University, etc. He is one of the most active management consultants in Chinese consulting industry, gaining this fame by widely accepted and really special methodologies. Thousands of Chinese executives and managers have been touched and helped by him.

 杨振宇（Mike young）

·   克劳士比管理顾问中心总经理、高级咨询师

·   天津大学工业工程方向MBA，中国质量协会质量技术专家，六西格玛黑带

·   微软注册系统工程师，国家注册保险公估师

·   曾任天津通广集团益之达科技有限公司渠道事业部总裁、中国质量协会卓越咨询中心副部长、天津博联科技发展有限公司总经理、浙江日发控股集团质量总监、中国船级社工业产品部项目经理/高级咨询师

·   长期从事质量管理技术研究与咨询工作，曾为鞍本钢铁集团、抚顺中石油、新疆石油管理局、广东德美精细化工集团、海湾科技集团、天津通广集团等30余家企业提供精益六西格玛管理等专业质量技术咨询服务

Mike Young

ZD china consultant center vice general manager;

ZD china Senior consultant;

Tianjin University MBA (IE);

CAQ quality technical expert;

Motorola Sixsigma Black Belt

Microsoft certificate system engineer;

Channel general manager of Tianjin TCB group estar technical co.,ltd;

Vice-minister of CAQ consultant center;

Quality director of Zhejiang RIFA group;

CCS Industry product department project manager;

Is engaged in the ZD quality technology for a long time practice with the consultation, have  created the direct improvement finance income for the following company to surpass hundred million Yuan:

Anshan-Benxi steel group;

Zhanjiang Electric power limited company;

Xinjiang Petroleum administrative bureau;

TCB group;

培训费用： ￥5,980 (含资料、讲义、结业证书、合影、课间水果、午餐等, 另含价值1980元的《质量不花钱：帮你实现零缺陷》(北影厂出品)光盘一套，共16张VCD)

PRICE  OF  TRAINNING ：￥5,980 (including the teaching material, the certification of complete this course, lunch ,and you will get a set of VCD named “QUILTY COSTS NOTHING-----HELP YOU ACHIEVE ZERO DEFECT” whose price is ￥1,980)

考试费为25美金，认证费为200美金

PRICE  OF  TAKING THE CQD EXAM: ￥200

 IF YOU PASS THE CQD EXAM, YOU SHOUD PAY ￥1,600 FOR THE  CERTIFICATION

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