我用IBM作關鍵字每周追此公司一次.
本周綜述上周說該公司買一家以色列網路安全公司 想多往此方向發展.
IBM 從美國政府取得一個十億元的"雲"項目---另一條"新聞"說
某退職員工說該公司誇大其雲事業大小......
剩下一有趣的關於品質專業的報導: 在新進20幾歲新員工
從來沒聽過IBM Rochester 廠區在1990取得美國"國家品質獎"是什麼玩藝?
以及該廠區的組織和產品*製程"等大幅改變的情況下
他們如何採取由上而下--統一的追蹤管理......
"每個新產品都比上一個更好"之挑戰
IBM Rochester still favors quality
Posted: Wednesday, August 14, 2013 8:24 am
|
Updated: 10:12 am, Wed Aug 14, 2013.
The processes and products have changed, but the goal remains the
same for IBM Rochester, 23 years after winning a prestigious quality
award.
The Malcolm Baldrige National Quality Award won by the Rochester campus in 1990 is still prominently displayed today. That award was established by Congress and is presented annually by the president of the United States to organizations that demonstrate quality and performance excellence.
The Malcolm Baldrige National Quality Award won by the Rochester campus in 1990 is still prominently displayed today. That award was established by Congress and is presented annually by the president of the United States to organizations that demonstrate quality and performance excellence.
Today's IBM is very
different than the one which won that honor, though local professionals
still work to keep the computer giant focused on quality products and
customer service.
Two Rochester executives —
David Peter, client care operations manager, and Diane Mitchell,
systems and technology group quality management system team lead —
discussed IBM's approach Tuesday at the monthly meeting of southeastern
Minnesota chapter of the Performance Excellence Network.
"Most employees today, most are in their 20s, don't know what Baldrige is about," says Peter.
IBM's structural changes
since 1990 mean Rochester is no longer a self-contained campus with its
own complete development, procurement and manufacturing department.
Instead of being a single entity, about 20 worldwide divisions have presences in Rochester, Peter said.
That means tracking processes now extend far beyond the Rochester city limits.
"I have employees working in five different states," says Peter, who focuses on client satisfaction.
When it comes to
manufacturing, Mitchell's small team conducts ISO (International
Organization for Standardization) audits and works with 25 locations in
13 countries.
"We adding three more (locations) in 2014 and they're all in China," she said.
However, Mitchell says
all of those far-flung sites use the same manual and a single website,
when tracking their product and process standards.
IBM's top-down quality framework means "Everyone is speaking the language," says Peter.
The scale has
dramatically changed since 1966, but the IBM standard for the
introduction of a new generation of a hardware or software product
remains the same as it did back then.
"Every product must have
better quality than previous product it is replacing," he says. "It
sounds simple, but it really isn't."
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