测量质量管理变化：实证分析日本的制造企业外文翻译.docVIP

外文翻译 原文 Measuring changes in quality management: An empirical analysis of Japanese manufacturing companies Material Source:Total Quality Management,Vol.20,No.12,December2009,1337-1374 Author: Rita Arauz,Hirofumi Matsuo and Hideo Suzuki Potential employees should be screened for task-oriented skills, dedication to quality values,motivation and willingness to make improvements and ability for working as a team（Flynn et al.,1994;Sterman et al.,1997）. Teams are more productive than individuals. The importance of teamwork and participatory decision making for quality management has been included in several research works (Beer, 2003; Das et al., 2000;Flynn et al.,1994;Kotter,1997). As mentioned above, driving further quality improvement is achieved by the increas- ingly responsible involvement of the people. Managers can maintain change momentum by challenging workers to take personal responsibility for improvement in all areas.When that type of thinking and action is rewarded, continued progress is driven as alegacy tomanagement’s efforts.Anymimprovement of technology, machinery or raw materials will not assure a substantial increase in production unless the supervisors and the workmen are prepared to utilise their elements in the most effective manner.Emphasis should be placed on raising people’s abilities through education and training as means of promoting total quality control (Anderson et al., 1995;de Groote et al.,1996;Ishikawa,1985). Garvin (1984a)found that plants with higher quality levels provided substantially more of both quality-oriented and job-specific training. Based on this review of the literature,a set of nine question items was developed to measure the human resource management construct. Quality management core practices (QMCP) These are practices which are expected to lead directly to improved quality performance (Flynn et al.,1995). Flynn et al. (1995) defined QMCP in terms of product design process, processmflow management and statis