美国代写论文：利益与道德

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美国代写论文：利益与道德

为了理解不同利益相关者的道德问题，首先需要了解公司不同的利益相关者，他们对公司的不同期望，以及这些不同的利益相关者之间如何相互冲突，尽管他们似乎在为一个类似的目标服务。根据利益相关者理论，公司基本上是内部和外部团体的集合。在利益相关者理论中，任何组织(如SkinSPa)都被视为两个组的集合，即内部组和外部组。内部团体和外部团体都有影响，也受到公司目标实现的影响(Brenkert, 2008)。客户和社区SkinSPa操作,等被称为内部组织和外部群体构成了公司的管理、业主等利益相关者理论,其中一个主要的主题是有相当大的差异,高层管理人员和其他人的利益。

美国代写论文：利益与道德

这些是公司的所有者和雇员(内部的利益相关者)以及客户和其他受益于公司并受到公司影响的人。虽然他们不与公司(外部利益相关者)在一起。现在，让我们来考虑一下内部利益相关者的利益和伦理问题。投资it的公司创始人和致力于公司扩张的公司创始人是内部利益相关者部分的一部分(Brenkert, 2008)。这些创始人将企业从只从事制造业的企业推向了制造业、制造业和服务业。

美国代写论文：利益与道德

To understand ethical concerns for the various stakeholders, it is primarily necessary to understand the different stakeholders for the company, their diverse expectations from the company and how these could conflict with one another although seemingly serving a similar objective. Now according to the stakeholder theory, the corporation is basically a collection of internal and external groups. In the Stakeholder theory any organization such as SkinSPa is viewed as a collection of two groups, which are the internal groups and the external groups. The internal groups and external groups both have an impact and are also affected by the achievement of firm objectives (Brenkert, 2008). The customers, and the community in which SkinSPa operates, etc. are called the external groups and the internal groups constitute the company, the management, the owners etc. In the stakeholder theory, one of the major theme is that there are considerable differences in the interests of the top management and others.

美国代写论文：利益与道德
These are the owners and employees of the company (the internal stakeholders) and the customers and others who are benefitted and are impacted by the company. Although they are not with the company (the external stakeholders). Now, let us consider the interests as well as the ethical concerns of the internal stakeholders. The founders of the company who have invested in it and who are working on the expansion of the company are part of the internal stakeholder segment (Brenkert, 2008). The founders have pushed the business from a manufacturing only business to a manufacturing, production and service business.

美国论文代写：质量管理和控制

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美国论文代写：质量管理和控制

卡特彼勒度过了几个波峰和波谷，成为世界领先的建筑和采矿设备、工业燃气涡轮机、柴油和天然气发动机以及柴油电力机车的生产商。尽管全球竞争激烈，市场环境充满活力，但卡特彼勒成功地成功了，并为自己创造了一个成功的故事。公司的繁荣得益于其在生产世界级产品的过程中严格的质量管理。它在2001年开始实施六西格玛项目，寻求通过战略变革来实现其目标。这个项目的成功从一开始就显而易见，当时公司第一年的利润超过了实施成本，其收入目标比预期提前两年实现。在这篇文章中，我们将试图了解关于卡特彼勒的运作的质量管理方法。详细探讨了6西格玛的全面质量管理概念，并对其在卡特彼勒战略发展过程中的各个方面进行了深入研究。

美国论文代写：质量管理和控制

全面质量管理(TQM)支持这样的观点:为了保持企业的长期成功，客户满意度非常重要。TQM是为了加强公司的程序、文化、产品和服务，所有的利益相关者都必须协调工作。TQM最初是一个激进的想法，20世纪20年代的某个时候，公司开始依赖统计和统计理论。1924年，编制了第一个公认的控制图，并制定了统计过程控制理论。这些理论在商业中的应用可以追溯到20世纪50年代。日本人运用这些理论，不仅提高了产品的质量，也提高了产品在国际市场上的声誉。日本人用kaizen这个词来表示TQM是一个持续改进的概念(Pike和Barnes, 1993)。像丰田这样的公司是使用统计思维的先驱，将质量管理和质量控制的概念结合到生产程序和操作中。

美国论文代写：质量管理和控制

Caterpillar has survived several crests and troughs to become the world leader producer of construction and mining equipment, industrial gas turbines, diesel and natural gas engines, and diesel-electric locomotives. Despite of global competition and dynamic market conditions, Caterpillar has managed to thrive and create a success story for itself. The prosperity of the company is attributed to its strict adherence to quality management in its operations to produce world class products. It started its Six Sigma program in 2001 in its quest to bring in strategic changes to achieve its goals. The success of this program was evident since beginning when the first-year profits of the Company surpassed the cost of implementation and its revenue goals were accomplished two years earlier than estimated. In this essay, we would attempt to understand the Quality Management approach with respect to the operations of Caterpillar. The Total Quality management concept of Six Sigma is explored in details with entrenchment its aspects in the Caterpillar’s strategic development procedures.

美国论文代写：质量管理和控制
Total Quality Management (TQM) supports the notion that to maintain long-term success of a business, customer satisfaction is very important. TQM entails in order to enhance the procedures, culture of the company, its products and service, all its stakeholders have to work in coordination. TQM began as a radical idea when somewhere in 1920s companies started relying on the statistics and statistical theories. In 1924, the first-ever acknowledged control chart was prepared and the theory of statistical process control (SPC) was formulated. The implementation of these theories in businesses could be traced back to 1950s. With the use of these theories by Japanese, they not only enhanced the quality of their products, but also the reputation they had in the international market for cheap quality products. Japanese use the word kaizen to denote TQM as a concept of continuous improvement (Pike and Barnes, 1993). Companies like Toyota were the forerunners in using statistical thinking and combined the notion of quality management and quality control into their manufacturing procedures and operations.