‫أ‬

‫ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﺃﺴﻠﻭﺏ   ﻭﺩﻭﺭﻩ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﺘﺩﻋﻴﻡ‬

‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ – ﺩﺭﺍﺴﺔ ﺘﻁﺒﻴﻘﻴﺔ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻋﺎﺩﺓ‬
‫ﺘﺼﻨﻴﻊ ﺍﻝﻤﻭﺍﺩ ﺍﻝﻤﺴﺘﻬﻠﻜﺔ‬

‫ﺇﻋﺩﺍﺩ‬

‫ﻓﺎﺩﻱ ﺤﺴﻥ ﺤﺴﻴﻥ ﺇﻋﺩﻴﻠﻲ‬

‫ﺍﻝﻤﺸﺭﻑ‬

‫ﺍﻷﺴﺘﺎﺫ ﺍﻝﺩﻜﺘﻭﺭ ﺨﺎﻝﺩ ﺍﻝﻘﻁﻴﻨﻲ‬

‫ﻗﺩﻤﺕ ﻫﺫﻩ ﺍﻝﺭﺴﺎﻝﺔ ﺍﺴﺘﻜﻤﺎ ﹰﻻ ﻝﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﺤﺼﻭل ﻋﻠﻰ ﺩﺭﺠﺔ ﺍﻝﻤﺎﺠﺴﺘﻴﺭ ﻓﻲ ﺍﻝﻤﺤﺎﺴﺒﺔ‬

‫ﻋﻤﺎﺩﺓ ﺍﻝﺒﺤﺙ ﺍﻝﻌﻠﻤﻲ ﻭ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻌﻠﻴﺎ‬

‫ﺠﺎﻤﻌﺔ ﺍﻝﺯﺭﻗﺎﺀ‬

‫ﻜﺎﻨﻭﻥ ﺜﺎﻨﻲ‪٢٠١٤ ،‬‬

‫ب‬
‫ج‬
‫د‬
 ‫‬

‫ﺍﻹﻫﺪﺍﺀ‬

‫ﺃﻫﺩﻱ ﻫﺫﺍ ﺍﻝﻌﻤل ﺍﻝﻤﺘﻭﺍﻀﻊ ﻝﻜل ﻤﻥ‪:‬‬

‫ﺇﻝﻰ ﺤﺒﻴﺒﻲ ﻭﺸﻐﻴﻔﻲ ﻭﺸﻔﻴﻌﻲ ﻴﻭﻡ ﺍﻝﻘﻴﺎﻤﺔ‬

‫ﺇﻝﻰ ﺴﻴﺩ ﺍﻝﺨﻠﻕ ﻤﺤﻤﺩ ﻋﻠﻴﻪ ﺍﻝﺼﻼﺓ ﻭﺃﻓﻀل ﺍﻝﺴﻼﻡ‬

‫ب ارْ َ ُْــَ آَــَ َر ََِّـ َــًا [‬

‫ﻭﺇﻝﻰ ﻤﻥ ﻗﺎل ﺒﺤﻘﻬﻤﺎ ﺍﷲ ] َوــُ َّر ِّ‬

‫ﺇﻝﻰ ﻤﻥ ﺘﻤﻨﻴﺕ ﺃﻥ ﻴﺸﺎﺭﻜﻨﻲ ﻫﺫﻩ ﺍﻝﻠﺤﻅﺎﺕ‪ ...‬ﻭﻝﻜﻥ ﺍﻝﻘﺩﺭ ﻜﺎﻥ ﺃﺴﺭﻉ ﺒﻜﺜﻴﺭ‬

‫ﺇﻝﻰ ﺭﻭﺡ ﺃﺒﻲ ﺍﻝﻁﺎﻫﺭﺓ ﺃﺴﻜﻨﻪ ﺍﷲ ﻓﺴﻴﺢ ﺠﻨﺎﻨﻪ‬

‫ﻭﺇﻝﻰ ﺍﻝﺘﻲ ﺃﻤﺩﺘﻨﻲ ﺒﺎﻝﻌﺯﻡ ﻭﺍﻝﻘﻭﺓ ﻭﺍﻹﺼﺭﺍﺭ‪ ،‬ﻭﺃﻋﺩﺕ ﻗﻭﺍﻱ ﺤﺘﻰ ﺃﻗﻑ ﻓﻲ ﻫﺫﻩ‬
‫ﺍﻝﻠﺤﻅﺎﺕ‪ ....‬ﺇﻝﻰ ﻨﺒﻊ ﺍﻝﺤﻨﺎﻥ ﻭﺍﻝﺩﺘﻲ ﺃﻁﺎل ﺍﷲ ﻓﻲ ﻋﻤﺭﻫﺎ‬

‫ﺇﻝﻰ ﻜل ﻤﻥ ﻭﻗﻑ ﺇﻝﻰ ﺠﺎﻨﺒﻲ ﻭﻗﻔﺔ ﺍﻷﺏ ﻤﻊ ﺍﺒﻨﻪ‪ ،‬ﻭﻗﻔﺔ ﺍﻷﺥ ﻤﻊ ﺃﺨﻴﻪ‪..‬‬

‫ﺇﻝﻰ ﺴﻨﺩ ﻅﻬﺭﻱ ﻭﻤﻨﺒﻊ ﻗﻭﺘﻲ ﺇﺨﻭﺍﻨﻲ‪ :‬ﺃﺴﺎﻤﺔ ﻭﺃﻴﻤﻥ ﻭﻤﺤﻤﺩ ﻭﻓﺭﺴﺎﻥ‬

‫ﺇﻝﻰ ﺯﻫﻭﺭ ﺍﻝﻴﺎﺴﻤﻴﻥ ﻭﺒﺴﺎﺘﻴﻥ ﺍﻝﻭﺭﻭﺩ‬

‫ﺇﻝﻰ ﺃﺨﻭﺍﺘﻲ ﻨﺒﻊ ﺍﻝﺤﺏ ﻭﺍﻝﺤﻨﺎﻥ‬

‫ﺃﻫﺩﻱ ﻝﻬﻡ ﺠﻤﻴﻌﺎ ﺜﻤﺭﺓ ﻫﺫﺍ ﺍﻝﺠﻬﺩ ﺍﻝﻤﺘﻭﺍﻀﻊ‬

‫ﻓﺎﺩﻱ ﺤﺴﻥ ﺇﻋﺩﻴﻠﻲ‬

 ‫و‬

‫ﺷﻜﺮ ﻭﺗﻘﺪﻳﺮ‬

‫ﺒﺴﻡ ﺍﷲ ﻭﺍﻝﺼﻼﺓ ﻭﺍﻝﺴﻼﻡ ﻋﻠﻰ ﺭﺴﻭل ﺍﷲ ﺴﻴﺩﻨﺎ ﻤﺤﻤﺩ ﻋﻠﻴﻪ ﺃﻓﻀل ﺍﻝﺼﻼﺓ ﻭﺃﺘ ‪‬ﻡ‬
‫ﺍﻝﺘﺴﻠﻴﻡ‪...‬‬

‫ﻲ ﺃﻥ ﺃﺸﻜﺭ ﺭﺏ ﺍﻝﺒﺸﺭ‪ ،‬ﻭﺨﺎﻝﻕ ﺍﻝﺒﺸﺭﻴﺔ ﻭﻤﺎﻨﺤﻬﺎ‬

‫ﻤﻥ ﺍﻷﺠﺩﺭ ﺒﻰ ﻗﺒل ﺃﻥ ﺃﺸﻜﺭ ﺍﻝﺒﺸﺭ‪ ،‬ﻋﻠ ‪‬‬
‫ﺍﻝﻨﻌﻡ‪ ،‬ﻭﺍﻗﻭل‪ :‬ﺍﻝﻠﻬﻡ ﺇﻨﻲ ﺃﺤﻤﺩﻙ ﺤﻤﺩﹰﺍ ﻜﺜﻴﺭﹰﺍ ﻁﻴﺒﹰﺎ ﻭﻤﺒﺎﺭﻜﹰﺎ ﻓﻴﻪ ﺤﺘﻰ ﺘﺭﻀﻰ‪ ،‬ﻭﺍﻝﺤﻤﺩ ﻝﻙ ﺇﻥ‬
‫ﺭﻀﻴﺕ‪ ،‬ﻭﺍﻝﺤﻤﺩ ﻝﻙ ﺒﻌﺩ ﺍﻝﺭﻀﺎ‪...‬‬

‫ﺍﻝﺸﻜﺭ ﺇﻝﻰ ﻫﺎﺩﻱ ﺍﻝﺒﺸﺭﻴﺔ ﻭﺴﻴﺩ ﺍﻷﻨﺒﻴﺎﺀ ﻭﺍﻝﺭﺴل؛ ﺴﻴﺩﻨﺎ ﻭﺤﺒﻴﺒﻨﺎ ﻭﻗﺩﻭﺘﻨﺎ؛ ﻤﺤﻤﺩ ﺼﻠﻰ‬
‫ﺍﷲ ﻋﻠﻴﻪ ﻭﺴﻠﻡ‪.‬‬

‫ﻭﺃﺘﻘﺩﻡ ﺒﺠﺯﻴل ﺍﻝﺸﻜﺭ ﻭﺍﻝﺘﻘﺩﻴﺭ‪ ،‬ﺇﻝﻰ ﺃﺴﺘﺎﺫﻱ ﻭﻤﺸﺭﻓﻲ‪ ،‬ﻭﺼﺎﺤﺏ ﺍﻝﺒﺼﻤﺔ ﺍﻝﻭﺍﻀﺤﺔ ﻋﻠﻰ‬
‫ﻫﺫﺍ ﺍﻝﺠﻬﺩ ﺍﻝﻌﻠﻤﻲ ﺍﻝﻤﺘﻭﺍﻀﻊ؛ ﺍﻷﺴﺘﺎﺫ ﺍﻝﺩﻜﺘﻭﺭ ﺨﺎﻝﺩ ﺍﻝﻘﻁﻴﻨﻲ‪ ،‬ﺍﻝﺫﻱ ﺃﺸﺭﻑ ﻋﻠﻰ ﺭﺴﺎﻝﺘﻲ‪ ،‬ﻭﺃﻤ ‪‬ﺩﻨﻲ‬
‫ﺒﻜل ﺍﻝﺘﻭﺠﻴﻬﺎﺕ ﻭﺍﻹﺭﺸﺎﺩﺍﺕ ﺍﻝﻌﻠﻤﻴﺔ ﻭﺍﻹﺩﺍﺭﻴﺔ‪ ،‬ﺤﺘﻰ ﻭﺼل ﻫﺫﺍ ﺍﻝﺠﻬﺩ ﺇﻝﻰ ﻤﺎ ﻫﻭ ﻋﻠﻴﻪ‪.‬‬

‫ﻜﻤﺎ ﺃﺸﻜﺭ ﺃﺴﺘﺎﺫﻱ ﺍﻝﻌﺯﻴﺯ‪ ،‬ﺍﻝﺩﻜﺘﻭﺭ ﺃﺴﺎﻤﺔ ﻋﺒﺩ ﺍﻝﻤﻨﻌﻡ‪ ،‬ﻝﻤﺎ ﻗﺩﻤﻪ ﻝﻲ ﻤﻥ ﺠﻬﺩ ﻭﻭﻗﺕ‬
‫ﻭﻨﺼﺎﺌﺢ ﻭﺇﺭﺸﺎﺩﺍﺕ ﻭﺩﻋﻡ ﻭﻤﺅﺯﺍﺭﺓ‪ ،‬ﺠﺯﺍﻩ ﺍﷲ ﻋﻨﺎ ﻜل ﺨﻴﺭ‪ .‬ﻜﻤﺎ ﺃﺸﻜﺭ ﺯﻤﻼﺌﻲ ﺍﻝﻤﻌﻠﻤﻴﻥ‬
‫ﻭﺃﺼﺩﻗﺎﺌﻲ‪ ،‬ﻋﻠﻰ ﻤﺎ ﺒﺫﻝﻭﻩ ﻤﻌﻲ ﻤﻥ ﺠﻬﺩ ﻭﺘﺸﺠﻴﻊ ﺤﺘﻰ ﺍﻝﻨﻬﺎﻴﺔ‪.‬‬

‫ﻜﻤﺎ ﺃﺘﻭﺠﻪ ﺒﺎﻝﺸﻜﺭ ﻭﺍﻝﺘﻘﺩﻴﺭ ﻭﺍﻻﺤﺘﺭﺍﻡ‪ ،‬ﻝﻠﺴﺎﺩﺓ ﺃﻋﻀﺎﺀ ﻝﺠﻨﺔ ﺍﻝﻤﻨﺎﻗﺸﺔ ﺍﻝﻤﻭﻗﺭﻴﻥ‪ ،‬ﻋﻠﻰ‬
‫ﻤﺎ ﺒﺫﻝﻭﻩ ﻤﻥ ﺠﻬﺩ ﻓﻲ ﻗﺭﺍﺀﺓ ﺭﺴﺎﻝﺘﻲ ﺍﻝﻤﺘﻭﺍﻀﻌﺔ‪ ،‬ﻭﺯ ‪‬ﻭﺩﻭﻨﻲ ﺒﺂﺭﺍﺌﻬﻡ ﻭﻤﻼﺤﻅﺎﺘﻬﻡ ﺍﻝﺘﻲ ﻜﺎﻨﺕ ﻤﻥ‬
‫ﺸﺄﻨﻬﺎ ﺘﺭﺼﻴﻥ ﺭﺴﺎﻝﺘﻲ‪ .‬ﻜﻤﺎ ﺃﺘﻘﺩﻡ ﺒﺠﺯﻴل ﺍﻝﺸﻜﺭ ﺇﻝﻰ ﺫﺍﻝﻙ ﺍﻝﺼﺭﺡ ﺍﻝﻌﻠﻤﻲ ﺍﻝﻌﻅﻴﻡ ﺠﺎﻤﻌﺘﻲ؛‬
‫ﺠﺎﻤﻌﺔ ﺍﻝﺯﺭﻗﺎﺀ‪ ،‬ﻤﻤﺜﻠﺔ ﺒﻤﺴﺅﻭﻝﻴﻬﺎ ﻭﺃﻋﻀﺎﺀ ﺍﻝﻬﻴﺌﺔ ﺍﻝﺘﺩﺭﻴﺴﻴﺔ ﻓﻴﻬﺎ‪.‬‬

‫ﻜﻤﺎ ﻻ ﻴﻔﻭﺘﻨﻲ ﺃﻥ ﺃﺘﻭﺠﻪ ﺒﺎﻝﺸﻜﺭ ﺍﻝﺠﺯﻴل‪ ،‬ﺇﻝﻰ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻋﺎﺩﺓ ﺘﺼﻨﻴﻊ‬
‫ﺍﻝﻤﻭﺍﺩ ﺍﻝﻤﺴﺘﻬﻠﻜﺔ‪ ،‬ﻝﻤﺎ ﻗﺩﻤﻭﻩ ﻝﻲ ﻤﻥ ﻋﻭﻥ ﻓﻲ ﺠﻤﻊ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ‪ ،‬ﻭﺍﻝﺒﻴﺎﻨﺎﺕ ﺍﻝﻼﺯﻤﺔ ﻭﺍﻝﻤﺘﻌﻠﻘﺔ‬
‫ﺒﺎﻹﻁﺎﺭ ﺍﻝﻌﻤﻠﻲ ﻝﻠﺩﺭﺍﺴﺔ‪ ،‬ﻭﺃﺨﺹ ﺒﺎﻝﺸﻜﺭ ﺍﻷﺥ ﺭﺍﺌﺩ ﺍﻝﻠﻭﺯﻱ ﻝﻤﺎ ﺒﺫﻝﻪ ﻤﻥ ﺠﻬﺩ ﺼﺎﺩﻕ ﻤﻌﻲ‪.‬‬

‫ﻓﺎﺩﻱ ﺤﺴﻥ ﺇﻋﺩﻴﻠﻲ‬

 ‫ز‬

‫ﻗﺎﺌﻤﺔ ﺍﻝﻤﺤﺘﻭﻴﺎﺕ‬

‫ﺼﻔﺤﺔ‬ ‫ﺍﻝﻤﺤﺘﻭﻯ‬
‫ﺝ‬ ‫ﻨﻤﻭﺫﺝ ﺘﻔﻭﻴﺽ‬
‫ﺩ‬ ‫ﻗﺭﺍﺭ ﻝﺠﻨﺔ ﺍﻝﻤﻨﺎﻗﺸﺔ‬
‫ﻫـ‬ ‫ﺍﻹﻫﺩﺍﺀ‬
‫ﻭ‬ ‫ﺸﻜﺭ ﻭﺘﻘﺩﻴﺭ‬
‫ﺯ‬ ‫ﻗﺎﺌﻤﺔ ﺍﻝﻤﺤﺘﻭﻴﺎﺕ‬
‫ﻁ‬ ‫ﻗﺎﺌﻤﺔ ﺍﻝﺠﺩﺍﻭل‬
‫ﻱ‬ ‫ﻗﺎﺌﻤﺔ ﺍﻷﺸﻜﺎل‬
‫ﻙ‬ ‫ﻤﻠﺨﺹ ﺍﻝﺩﺭﺍﺴﺔ ﺒﺎﻝﻠﻐﺔ ﺍﻝﻌﺭﺒﻴﺔ‬
‫‪١‬‬ ‫ﺍﻝﻔﺼل ﺍﻷﻭل‪ :‬ﺍﻹﻁﺎﺭ ﺍﻝﻌﺎﻡ ﻝﻠﺩﺭﺍﺴﺔ‬ ‫‪١.٠‬‬
‫‪٢‬‬ ‫ﺍﻝﻤﻘﺩﻤﺔ‬ ‫‪١.١‬‬
‫‪٣‬‬ ‫ﻤﺸﻜﻠﺔ ﻭﺃﺴﺌﻠﺔ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫‪١.٢‬‬
‫‪٤‬‬ ‫ﺃﻫﻤﻴﺔ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫‪١.٣‬‬
‫‪٤‬‬ ‫ﺃﻫﺩﺍﻑ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫‪١.٤‬‬
‫‪٥‬‬ ‫ﻤﺘﻐﻴﺭﺍﺕ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫‪١.٥‬‬
‫‪٥‬‬ ‫ﻤﻨﻬﺞ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫‪١.٦‬‬
‫‪٥‬‬ ‫ﺃﺴﺎﻝﻴﺏ ﺠﻤﻊ ﺍﻝﺒﻴﺎﻨﺎﺕ‬ ‫‪١.٧‬‬
‫‪٦‬‬ ‫ﻤﺠﺘﻤﻊ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫‪١.٨‬‬
‫‪٦‬‬ ‫ﺤﺩﻭﺩ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫‪١.٩‬‬
‫‪٦‬‬ ‫ﺍﻝﺘﻌﺭﻴﻔﺎﺕ ﺍﻹﺠﺭﺍﺌﻴﺔ‬ ‫‪١.١٠‬‬
‫‪٧‬‬ ‫ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ‬ ‫‪١.١١‬‬
‫‪٧‬‬ ‫ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻌﺭﺒﻴﺔ‬ ‫‪١.١١.١‬‬
‫‪٩‬‬ ‫ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻷﺠﻨﺒﻴﺔ‬ ‫‪١.١١.٢‬‬
‫‪١٦‬‬ ‫ﻤﺎ ﻴﻤﻴﺯ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﻴﺔ ﻋﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ‬ ‫‪١.١٢‬‬
‫‪١٧‬‬ ‫ﺍﻝﻔﺼل ﺍﻝﺜﺎﻨﻲ‪ :‬ﺍﻹﻁﺎﺭ ﺍﻝﻨﻅﺭﻱ ﻝﻠﺩﺭﺍﺴﺔ‬ ‫‪٢.٠‬‬
‫‪١٨‬‬ ‫ﻤﻘﺩﻤﺔ ﺍﻝﻔﺼل‬
‫‪١٩‬‬ ‫ﺍﻝﻤﺒﺤﺙ ﺍﻷﻭل‪ :‬ﺍﻹﻁﺎﺭ ﺍﻝﻨﻅﺭﻱ ﻹﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﺃﺜﺭﻫﺎ ﻓﻲ‬ ‫‪٢.١‬‬
‫ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﻠﻔﺔ‬
‫‪٢٠‬‬ ‫ﻤﻘﺩﻤﺔ ﺍﻝﻤﺒﺤﺙ‬
‫‪٢١‬‬ ‫ﻤﻔﻬﻭﻡ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‬ ‫‪٢.١.١‬‬
‫‪٢٣‬‬ ‫ﺃﻫﺩﺍﻑ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‬ ‫‪٢.١.٢‬‬
‫‪٢٤‬‬ ‫ﺃﻨﻭﺍﻉ ﻜﻠﻑ ﺍﻝﺠﻭﺩﺓ‬ ‫‪٢.١.٣‬‬
‫‪٢٧‬‬ ‫ﺍﻝﻤﺒﺤﺙ ﺍﻝﺜﺎﻨﻲ‪ :‬ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٢.٢‬‬
‫‪٢٨‬‬ ‫ﻤﻘﺩﻤﺔ ﺍﻝﻤﺒﺤﺙ‬
‫‪٢٩‬‬ ‫ﺍﻝﻤﻘﺩﻤﺔ‬ ‫‪٢.٢.١‬‬
‫‪٣٠‬‬ ‫ﺘﻌﺭﻴﻑ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٢.٢.٢‬‬
 ‫ح‬

‫‪٣٢‬‬ ‫ﻤﺒﺎﺩﺉ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٢.٢.٣‬‬

‫‪٣٤‬‬ ‫ﻤﻘﻭﻤﺎﺕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٢.٢.٤‬‬
‫‪٤٢‬‬ ‫ﻋﻤﻠﻴﺎﺕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٢.٢.٥‬‬
‫‪٤٧‬‬ ‫ﻭﻅﺎﺌﻑ ﺠﺩﻴﺩﺓ ﺍﺴﺘﺤﺩﺜﺕ ﻝﺘﻨﻔﻴﺫ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٢.٢.٦‬‬
‫‪٥٥‬‬ ‫ﻓﻭﺍﺌﺩ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﻤﺠﺎﻻﺕ ﻭﺍﻝﻘﻁﺎﻋﺎﺕ‬ ‫‪٢.٢.٧‬‬
‫ﺍﻝﻤﺨﺘﻠﻔﺔ‬
‫‪٥٧‬‬ ‫ﻤﻌﻭﻗﺎﺕ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٢.٢.٨‬‬
‫‪٥٩‬‬ ‫ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﺃﻫﻡ ﺍﻝﻔﺭﻭﻗﺎﺕ‬ ‫‪٢.٢.٩‬‬
‫ﺒﻴﻨﻬﻤﺎ‬
‫‪٦٤‬‬ ‫ﺍﻝﻔﺼل ﺍﻝﺜﺎﻝﺙ‪ :‬ﺍﻹﻁﺎﺭ ﺍﻝﻌﻤﻠﻲ ﻝﻠﺩﺭﺍﺴﺔ‬ ‫‪٣.٠‬‬
‫‪٦٥‬‬ ‫ﺍﻝﻤﺒﺤﺙ ﺍﻷﻭل‪ :‬ﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﺔ ﻓﻲ ﺍﻝﻤﺼﻨﻊ‬ ‫‪٣.١‬‬
‫‪٦٦‬‬ ‫ﻨﺒﺫﺓ ﻋﻥ ﻜﻴﻔﻴﺔ ﻋﻤل ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻋﺎﺩﺓ ﺘﺼﻨﻴﻊ‬ ‫‪٣.١.١‬‬
‫ﺍﻝﻤﻭﺍﺩ ﺍﻝﻤﺴﺘﻬﻠﻜﺔ‬
‫‪٦٧‬‬ ‫ﺍﺤﺘﺴﺎﺏ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻝﻠﺸﺭﻜﺔ‬ ‫‪٣.١.٢‬‬
‫‪٧٢‬‬ ‫ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬ ‫‪٣.١.٣‬‬
‫‪٧٥‬‬ ‫ﺍﺤﺘﺴﺎﺏ ﺍﻝﻭﻓﻭﺭﺍﺕ ﻭﺍﻷﺭﺒﺎﺡ ﺍﻝﺘﻲ ﺴﺘﺤﻘﻘﻬﺎ ﺍﻝﺸﺭﻜﺔ‬ ‫‪٣.١.٤‬‬
‫‪٨٠‬‬ ‫ﺍﻝﻤﺒﺤﺙ ﺍﻝﺜﺎﻨﻲ‪ :‬ﺍﻝﻨﺘﺎﺌﺞ ﻭﺍﻝﺘﻭﺼﻴﺎﺕ‬ ‫‪٣.٢‬‬
‫‪٨١‬‬ ‫ﺍﻝﻨﺘﺎﺌﺞ‬ ‫‪٣.٢.١‬‬
‫‪٨٢‬‬ ‫ﺍﻝﺘﻭﺼﻴﺎﺕ‬ ‫‪٣.٢.٢‬‬
‫‪٨٣‬‬ ‫ﺍﻝﻤﺭﺍﺠﻊ‬
‫‪٨٤‬‬ ‫ﺍﻝﻤﺭﺍﺠﻊ ﺍﻝﻌﺭﺒﻴﺔ‬
‫‪٨٧‬‬ ‫ﺍﻝﻤﺭﺍﺠﻊ ﺍﻷﺠﻨﺒﻴﺔ‬
‫‪٨٩‬‬ ‫ﺍﻝﻤﻭﺍﻗﻊ ﺍﻹﻝﻜﺘﺭﻭﻨﻴﺔ‬
‫‪٩٠‬‬ ‫ﺍﻝﻤﻠﺨﺹ ﺒﺎﻝﻠﻐﺔ ﺍﻹﻨﺠﻠﻴﺯﻴﺔ‬
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‫ﻗﺎﺌﻤﺔ ﺍﻝﺠﺩﺍﻭل‬

‫ﺍﻝﺼﻔﺤﺔ‬ ‫ﺍﻝﻤﻭﻀﻭﻉ‬ ‫ﺍﻝﺭﻗﻡ‬

‫‪١٤‬‬ ‫ﻤﻠﺨﺹ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ‬ ‫‪١‬‬
‫‪٣١‬‬ ‫ﻤﺴﺘﻭﻯ ﺃﺩﺍﺀ ﺴﻴﺠﻤﺎ‬ ‫‪٢‬‬
‫‪٦٢‬‬ ‫ﻤﻘﺎﺭﻨﺔ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻊ ﻤﺩﺍﺨل ﺍﻝﺠﻭﺩﺓ ﺍﻷﺨﺭﻯ‬ ‫‪٣‬‬
‫‪٦٧‬‬ ‫ﺒﻌﺽ ﺍﻝﺒﻴﺎﻨﺎﺕ ﺍﻝﻤﺎﻝﻴﺔ ﻭﺍﻹﻨﺘﺎﺠﻴﺔ ﻝﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ‬ ‫‪٤‬‬
‫‪٦٨‬‬ ‫ﺍﺤﺘﺴﺎﺏ ﻨﺴﺒﺔ ﺍﻝﻜﺘﺎﻥ ﻓﻲ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ‬ ‫‪٥‬‬
‫‪٦٨‬‬ ‫ﺍﺤﺘﺴﺎﺏ ﻨﺴﺒﺔ ﺍﻝﻜﺘﺎﻥ ﻓﻲ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ‬ ‫‪٦‬‬
‫‪٦٩‬‬ ‫ﺘﻭﺯﻴﻊ ﻨﺴﺏ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬ ‫‪٧‬‬
‫‪٧٠‬‬ ‫ﺍﺤﺘﺴﺎﺏ ﺘﻭﺯﻴﻊ ﻜﻤﻴﺎﺕ ﺍﻹﻨﺘﺎﺝ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬ ‫‪٨‬‬
‫‪٧١‬‬ ‫ﺃﻨﻭﺍﻉ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ‬ ‫‪٩‬‬
‫‪٧٢‬‬ ‫ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻭ ﻋﺩﺩ ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ‬ ‫‪١٠‬‬
‫‪٧٤‬‬ ‫ﻜﻤﻴﺎﺕ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ ﻭﻨﺴﺒﻬﺎ ﺍﻝﻤﺌﻭﻴﺔ‬ ‫‪١١‬‬
‫‪٧٦‬‬ ‫ﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺴﺎﺒﻘﺔ ﻭﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ ﻓﻲ‬ ‫‪١٢‬‬
‫ﺍﻝﺸﺭﻜﺔ‬
‫‪٧٧‬‬ ‫ﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﺍﻝﺴﺎﺒﻘﺔ ﻭﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ‬ ‫‪١٣‬‬
‫ﺍﻝﻤﻌﻴﺏ ﺍﻝﺠﺩﻴﺩﺓ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬
 ‫ي‬

‫ﻗﺎﺌﻤﺔ ﺍﻷﺸﻜﺎل‬

‫ﺍﻝﺼﻔﺤﺔ‬ ‫ﺍﻝﻤﻭﻀﻭﻉ‬ ‫ﺍﻝﺭﻗﻡ‬

‫‪٥‬‬ ‫ﺃﻨﻤﻭﺫﺝ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫‪١‬‬
‫‪٢٣‬‬ ‫ﺍﻻﺘﺠﺎﻫﺎﺕ ﺍﻝﺘﻲ ﻴﻨﻌﻜﺱ ﻓﻴﻪ ﻤﻔﻬﻭﻡ ) ‪( TQM‬‬ ‫‪٢‬‬
‫‪٢٩‬‬ ‫ﺘﻁﻭﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٣‬‬
‫‪٣٢‬‬ ‫ﺘﻭﺯﻴﻊ ﺍﻝﻤﺴﺎﺤﺎﺕ ﺘﺤﺕ ﻤﻨﺤﻨﻰ ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﻁﺒﻴﻌﻲ ﻋﻨﺩ ﻤﺴﺘﻭﻴﺎﺕ‬ ‫‪٤‬‬
‫ﺴﻴﺠﻤﺎ ﺍﻝﻤﺨﺘﻠﻔﺔ‬
‫‪٣٦‬‬ ‫ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ ﻭﺇﻗﻨﺎﻉ ﺍﻝﻌﺎﻤﻠﻴﻥ‬ ‫‪٥‬‬
‫‪٣٧‬‬ ‫ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻭﺘﻐﻴﻴﺭ ﺃﻓﻜﺎﺭ ﺍﻝﻤﻭﻅﻔﻴﻥ‬ ‫‪٦‬‬
‫‪٣٨‬‬ ‫ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﺘﺩﺭﻴﺏ ﻭﺭﻓﻊ ﻜﻔﺎﺀﺓ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻭﺇﺒﺭﺍﺯ‬ ‫‪٧‬‬
‫ﻤﻬﺎﺭﺍﺘﻬﻡ‬
‫‪٤٠‬‬ ‫ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻭﺠﻭﺩﺓ ﺍﻷﺩﺍﺀ ﻭﺯﻴﺎﺩﺓ‬ ‫‪٨‬‬
‫ﺍﻹﻨﺘﺎﺠﻴﺔ‬
‫‪٤١‬‬ ‫ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ ﻭﺭﻓﻊ ﺍﻝﺭﻭﺡ ﺍﻝﻤﻌﻨﻭﻴﺔ‬ ‫‪٩‬‬
‫ﻝﻠﻌﺎﻤﻠﻴﻥ‬
‫‪٤٧‬‬ ‫ﻤﺨﻁﻁ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﺍﻝﺘﺤﺴﻴﻥ ﻝـ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪١٠‬‬
‫‪٤٨‬‬ ‫ﺍﻝﻬﻴﻜل ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﻓﻘﺎ ﻷﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪١١‬‬
‫‪٥٤‬‬ ‫ﺃﻋﻀﺎﺀ ﻓﺭﻴﻕ ﻋﻤل ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪١٢‬‬
‫‪٥٥‬‬ ‫ﺍﻝﻬﻴﻜل ﺍﻝﻤﻭﺍﺯﻱ ﻝﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪١٣‬‬
‫‪٥٧‬‬ ‫ﻓﻭﺍﺌﺩ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪١٤‬‬
‫‪٦٠‬‬ ‫ﻤﻨﻬﺞ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻓﻲ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪١٥‬‬
‫‪٦١‬‬ ‫ﺍﻝﺘﺨﻁﻴﻁ ﻭﺍﻝﺘﻨﻅﻴﻡ ﻝﻠﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻓﻲ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪١٦‬‬
‫‪٦٦‬‬ ‫ﻤﺭﺍﺤل ﺍﻹﻨﺘﺎﺝ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬ ‫‪١٧‬‬
 ‫ك‬

‫ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﺃﺴﻠﻭﺏ

  ﻭﺩﻭﺭﻩ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﺘﺩﻋﻴﻡ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ‪-‬‬
‫ﺩﺭﺍﺴﺔ ﺘﻁﺒﻴﻘﻴﺔ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻋﺎﺩﺓ ﺘﺼﻨﻴﻊ ﺍﻝﻤﻭﺍﺩ ﺍﻝﻤﺴﺘﻬﻠﻜﺔ‬
‫ﺇﻋﺩﺍﺩ‬
‫ﻓﺎﺩﻱ ﺤﺴﻥ ﺤﺴﻴﻥ ﺇﻋﺩﻴﻠﻲ‬
‫ﺍﻝﻤﺸﺭﻑ‬
‫ﺨﺎﻝﺩ ﺍﻝﻘﻁﻴﻨﻲ‬
‫ﺃﺴﺘﺎﺫ ﺩﻜﺘﻭﺭ‬
‫ﻤﻠﺨﺹ ﺍﻝﺩﺭﺍﺴﺔ ﺒﺎﻝﻠﻐﺔ ﺍﻝﻌﺭﺒﻴﺔ‬

‫ﻫﺩﻓﺕ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺇﻅﻬﺎﺭ ﺩﻭﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ‪ ،‬ﻭﺘﻌﻅﻴﻡ ﺍﻷﺭﺒﺎﺡ؛‬
‫ﻤﻥ ﺨﻼل ﺍﻝﺘﻌﺭﻑ ﻋﻠﻰ ﻤﺩﻯ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﻫﺫﺍ ﺍﻷﺴﻠﻭﺏ‪ ،‬ﻭﺇﻝﻰ ﺃﻱ ﻤﺩﻯ ﺘﺅﺜﺭ ﻤﻌﺎﻴﻴﺭﻩ‬
‫ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪.‬‬
‫ﻭﻝﺘﺤﻘﻴﻕ ﺃﻫﺩﺍﻑ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ‪ ،‬ﻗﺎﻡ ﺍﻝﺒﺎﺤﺙ ﺒﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﻹﺤﺩﻯ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‪،‬‬
‫ﻭﻫﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻋﺎﺩﺓ ﺘﺼﻨﻴﻊ ﺍﻝﻤﻭﺍﺩ ﺍﻝﻤﺴﺘﻬﻠﻜﺔ‪ ،‬ﻭﻗﺩ ﺘﻭﺼﻠﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﻋﺩ‪‬ﺓ‬
‫ﻨﺘﺎﺌﺞ‪ ،‬ﻜﺎﻥ ﻤﻥ ﺃﻫﻤﻬﺎ ﺃﻥ ﺍﻝﺸﺭﻜﺔ ﺍﻝﻤﻁﺭﻭﺤﺔ ﻝﻠﺒﺤﺙ ﻻ ﺘﻁﺒﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻻ ﻴﺘﻭﻓﺭ ﻝﺩﻴﻬﺎ‬
‫ﻤﻘﻭﻤﺎﺕ ﺘﻁﺒﻴﻕ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ ﻭﻤﺘﻁﻠﺒﺎﺘﻪ‪ .‬ﻭﺃﻨﻪ ﻓﻲ ﺤﺎل ﺍﻋﺘﻤﺎﺩ ﺍﻝﺸﺭﻜﺔ ﻝﻬﺫﺍ ﺍﻝﻤﻨﻬﺞ‪ ،‬ﻓﺈﻥ ﺫﻝﻙ‬
‫ﺴﻴﻨﻌﻜﺱ ﺇﻴﺠﺎﺒﺎ ﻓﻲ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻝﻜﻔﺎﺀﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ‪ ،‬ﻭﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪.‬‬
‫ﻭﻴﻼﺤﻅ ﺫﻝﻙ ﻤﻥ ﺨﻼل ﺍﻝﻔﺘﺭﺓ ﺍﻝﻤﺩﺭﻭﺴﺔ ﻝﻠﺸﺭﻜﺔ ﻭﺍﻝﺘﻲ ﺘﻤﺘﺩ ﻤﻥ ‪.٢٠١٢/٦/٣٠ – ٢٠١٢/١/١‬‬
‫ﺤﻴﺙ ﺇﻨﻪ ﻋﻨﺩ ﺘﻁﺒﻴﻕ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ‪ ،‬ﻓﺈﻥ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﺴﻴﺭﺘﻘﻲ ﻤﻥ
 ﺇﻝﻰ  ‪ .‬ﻭﻜﺫﻝﻙ ﻨﺴﺒﺔ‬
‫ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﺴﺘﻨﺨﻔﺽ ﻤﻥ 

ﺇﻝﻰ  ‪ .‬ﻭﻫﺫﺍ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺤﻘﻴﻕ ﺃﺭﺒﺎﺡ ﺇﻀﺎﻓﻴﺔ‬

‫ﻝﻠﺸﺭﻜﺔ ﺒﻤﻘﺩﺍﺭ 

 ﺩﻴﻨﺎﺭﹰﺍ‪.‬‬
‫ﻭﻜﻤﺎ ﻴﻭﺼﻲ ﺍﻝﺒﺎﺤﺙ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻋﺎﺩﺓ ﺘﺼﻨﻴﻊ ﺍﻝﻤﻭﺍﺩ ﺍﻝﻤﺴﺘﻬﻠﻜﺔ ﺒﺘﺒﻨﻲ ﻤﻨﻬﺠﻴﺔ‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺍﻝﻌﻤل ﻋﻠﻰ ﺘﻐﻴﻴﺭ ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ‪ ،‬ﻭﺘﺩﺭﻴﺏ ﺠﻤﻴﻊ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬
‫ﻭﺘﺄﻫﻴﻠﻬﻡ‪ ،‬ﻭﺘﻁﺒﻴﻕ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ ﻝﻤﺎ ﻝﻪ ﻤﻥ ﺇﻴﺠﺎﺒﻴﺎﺕ ﻋﻠﻰ ﺍﻝﺸﺭﻜﺔ ﻗﻴﺩ ﺍﻝﺩﺭﺍﺴﺔ‪.‬‬
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‫ﺍﻝﻔﺼل ﺍﻷﻭل‬

‫ﺍﻹﻁﺎﺭ ﺍﻝﻌﺎﻡ ﻝﻠﺩﺭﺍﺴﺔ‬

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‫‪ ١.١‬ﺍﻝﻤﻘﺩﻤﺔ‪-:‬‬

‫ﺘﻭﺍﺠﻪ ﻤﻨﻅﻤﺎﺕ ﺍﻷﻋﻤﺎل ﺍﻝﻌﺎﻝﻤﻴﺔ ﻭﺍﻝﻤﺤﻠﻴﺔ ﺍﻝﻌﺩﻴﺩ ﻤﻥ ﺍﻝﺘﺤﺩﻴﺎﺕ ﻭﺍﻝﻤﺘﻐﻴﺭﺍﺕ ﺍﻻﻗﺘﺼﺎﺩﻴﺔ‬

‫ﻭﺍﻝﻤﺎﻝﻴﺔ؛ ﻭﻤﻥ ﺃﻫﻤﻬﺎ ﺯﻴﺎﺩﺓ ﺤﺩﺓ ﺍﻝﻤﻨﺎﻓﺴﺔ ﺒﻴﻨﻬﺎ ﻋﻠﻰ ﺍﻝﻤﺴﺘﻭﻴﻴﻥ ﺍﻝﻤﺤﻠﻲ ﻭﺍﻝﻌﺎﻝﻤﻲ‪ ،‬ﻭﻤﺎ ﻴﺼﺎﺤﺒﻬﺎ‬
‫ﻤﻥ ﺘﻐﻴﺭ ﻓﻲ ﺴﻠﻭﻙ ﺍﻝﻤﺴﺘﻬﻠﻙ‪ ،‬ﺍﻝﺫﻱ ﺃﺼﺒﺢ ﺃﻜﺜﺭ ﻭﻋﻴﺎ ﻭﺜﻘﺎﻓﺔ ﻓﻲ ﺍﺴﺘﻬﻼﻜﻪ‪ ،‬ﻭﺫﺍ ﻗﺩﺭﺓ ﺃﻜﺒﺭ ﻋﻠﻰ‬
‫ﺍﻨﺘﻘﺎﺀ ﺍﻝﺨﺩﻤﺔ ﺍﻷﻓﻀل ﺒﻌﺩ ﺍﻋﺘﻤﺎﺩ ﺍﻝﺠﻭﺩﺓ ﻜﻤﻌﻴﺎﺭ ﺃﺴﺎﺴﻲ ﻻﺨﺘﻴﺎﺭ ﺍﻝﻤﻨﺘﺞ ﺃﻭ ﺍﻝﺨﺩﻤﺔ ) ﻫﻴﺠﺎﻥ ‪،‬‬
‫‪.(١٩٩٤‬‬

‫ﻓﻠﻡ ﻴﻌﺩ ﺃﻤﺎﻡ ﻤﻨﻅﻤﺎﺕ ﺍﻷﻋﻤﺎل‪ ،‬ﺇﻻ ﺍﻝﺘﻭﺠﻪ ﻨﺤﻭ ﺇﻋﺎﺩﺓ ﻫﻴﻜﻠﺔ ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﺘﺨﻔﻴﻀﻬﺎ‪ ،‬ﻤﻊ‬
‫ﺍﻝﻤﺤﺎﻓﻅﺔ ﻋﻠﻰ ﻤﺴﺘﻭﻯ ﺠﻭﺩﺓ ﻤﻌﻴﻥ ﻭﻤﻘﺒﻭل ﻓﻲ ﺍﻝﺴﻭﻕ‪ ،‬ﻤﻥ ﺃﺠل ﺘﺩﻋﻴﻡ ﻤﺭﻜﺯﻫﺎ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻲ‪،‬‬
‫ﻭﺯﻴﺎﺩﺓ ﺤﺼﺘﻬﺎ ﺍﻝﺴﻭﻗﻴﺔ‪ .‬ﻭﻤﻥ ﻫﺫﻩ ﺍﻝﻁﺭﻕ ﻭﺍﻷﺴﺎﻝﻴﺏ ﺍﻝﺠﺩﻴﺩﺓ ﻤﻨﻬﺠﻴﺔ   ‪،6 Sigma‬‬
‫ﻭﻫﻭ ﻤﻨﻬﺞ ﻴﺴﺎﻋﺩ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻓﻲ ﺍﻝﻭﺼﻭل ﺇﻝﻰ ﺃﻋﻠﻰ ﺩﺭﺠﺎﺕ ﺍﻝﺠﻭﺩﺓ ﻋﻥ ﻁﺭﻴﻕ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ‬
‫ﺍﻝﻤﻨﺘﺠﺎﺕ ﺍﻝﻤﻌﻴﺒﺔ‪ ،‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﻫﺫﺍ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﻌﻅﻴﻡ ﺍﻷﺭﺒﺎﺡ‪ ،‬ﻤﻤﺎ ﺴﻴﺅﺩﻱ ﺇﻝﻰ‬
‫ﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪.‬‬

‫ﻭ ؛ ﺘﻌﻨﻲ ﺍﻝﺤﺭﻑ ﺍﻝﺜﺎﻤﻥ ﻋﺸﺭ ﻓﻲ ﺍﻷﺒﺠﺩﻴﺔ ﺍﻹﻏﺭﻴﻘﻴﺔ‪ ،‬ﻭﻴﺭﻤﺯ ﻝﻪ )‪ .(σ‬ﻭﻗﺩ‬
‫ﺍﺴﺘﺨﺩﻡ ﺍﻹﺤﺼﺎﺌﻴﻭﻥ ﻫﺫﺍ ﺍﻝﺭﻤﺯ ﻝﻠﺩﻻﻝﺔ ﻋﻠﻰ ﺍﻻﻨﺤﺭﺍﻑ ﺍﻝﻤﻌﻴﺎﺭﻱ؛ ﺍﻝﺫﻱ ﻴﺸﻴﺭ ﺇﻝﻰ ﺍﻻﻨﺤﺭﺍﻑ ﺃﻭ‬
‫ﺍﻝﺘﺒﺎﻴﻥ ﺃﻭ ﺍﻝﺘﺸﺘﺕ ﻓﻲ ﻋﻤﻠﻴﺔ ﻤﻌﻴﻨﺔ ﺒﺎﻝﻨﺴﺒﺔ ﻝﻸﻫﺩﺍﻑ ﺍﻝﻤﻨﺸﻭﺩﺓ ) ‪ .( Pete & Larry , 2002‬ﻭﺇﻥ‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﻡ ﺘﻅﻬﺭ ﻓﺠﺄﺓ ﺒﻴﻥ ﻝﻴﻠﺔ ﻭﻀﺤﺎﻫﺎ‪ ،‬ﺒل ﺘﻤﺘﺩ ﺨﻠﻔﻴﺘﻬﺎ ﻷﻜﺜﺭ ﻤﻥ ﺜﻤﺎﻨﻴﻥ ﻋﺎﻤﺎ‪ ،‬ﺒﺩﺀﹰﺍ ﻤﻥ‬
‫ﻤﺒﺎﺩﺉ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻤﻴﺔ ﺍﻝﺘﻲ ﺘﻡ ﺘﻁﻭﻴﺭﻫﺎ ﻓﻲ ﺍﻝﻭﻻﻴﺎﺕ ﺍﻝﻤﺘﺤﺩﺓ‪ ،‬ﺇﻝﻰ ﺍﻹﻨﺠﺎﺯ ﺍﻝﻜﺒﻴﺭ ﻓﻲ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻝﻴﺎﺒﺎﻨﻴﺔ ﻓﻲ ﺍﻝﺴﺒﻌﻴﻨﺎﺕ ﻭﺍﻝﺜﻤﺎﻨﻴﻨﺎﺕ ) ﺍﻝﻨﻌﻴﻤﻲ‪ ،‬ﺼﻭﻴﺹ‪.(٢٠٠٨ ،‬‬

‫ﻭﻗﺩ ﻁﺒﻕ ﻫﺫﺍ ﺍﻝﻤﻔﻬﻭﻡ ﻷﻭل ﻤﺭﺓ ﻤﻥ ﻗﺒل ﺒل ﺴﻤﻴﺙ ﻓﻲ ﺸﺭﻜﺔ ﻤﻭﺘﻭﺭﻭﻻ‪ ،‬ﻋﻨﺩﻤﺎ ﺭﺃﻯ ﺃﻥ‬
‫ﺍﻷﺴﺎﻝﻴﺏ ﻭﺍﻝﻤﻨﺎﻫﺞ ﺍﻝﻤﺘﺒﻌﺔ ﻻ ﺘﻜﺸﻑ ﺠﻤﻴﻊ ﻋﻴﻭﺏ ﺍﻝﻤﻨﺘﺞ‪ ،‬ﻭﺃﻥ ﺘﻠﻙ ﺍﻝﻌﻴﻭﺏ ﻜﺎﻨﺕ ﺘﺅﺩﻱ ﺇﻝﻰ ﻓﺸل‬
‫ﻓﻲ ﺍﻝﻤﻨﺘﺠﺎﺕ‪ .‬ﻭﻝﻤﺎ ﻜﺎﻨﺕ ﻤﻌﺩﻻﺕ ﺍﻝﻔﺸل ﺃﻋﻠﻰ ﺒﻜﺜﻴﺭ ﻤﻤﺎ ﺘﺩل ﻋﻠﻴﻪ ﺍﻻﺨﺘﺒﺎﺭﺍﺕ ﺍﻝﻨﻬﺎﺌﻴﺔ‪ ،‬ﻓﻘﺩ ﻗﺭﺭ‬
‫ﺴﻤﻴﺙ ﺃﻥ ﺃﻓﻀل ﻁﺭﻴﻘﺔ ﻝﺤل ﺍﻝﻤﺸﻜﻠﺔ‪ ،‬ﻫﻲ ﺘﺤﺴﻴﻥ ﺍﻝﻌﻤﻠﻴﺎﺕ ﻤﻥ ﺃﺠل ﺨﻔﺽ ﺍﺤﺘﻤﺎﻻﺕ ﻭﺠﻭﺩ‬
‫ﻋﻴﻭﺏ‪ ،‬ﺃﻭ ﺍﻝﺘﺨﻠﺹ ﻤﻨﻬﺎ ﻓﻲ ﺍﻝﻤﻘﺎﻡ ﺍﻷﻭل‪ .‬ﻭﻫﺫﻩ ﺍﻝﻁﺭﻴﻘﺔ ﻫﻲ    ) ‪www.dr-‬‬
‫‪.(ama.com‬‬
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‫ﻭﻴﺩل ﻤﻨﻬﺞ   ﻋﻠﻰ ﺃﻥ ﺍﻝﻤﻨﻅﻤﺔ ﺘﻘﺩﻡ ﺨﺩﻤﺎﺕ ﺃﻭ ﺴﻠﻌﺎ ﺨﺎﻝﻴﺔ ﻤﻥ ﺍﻝﻌﻴﻭﺏ ﺘﻘﺭﻴﺒﺎ‪ ،‬ﻷﻥ‬
‫ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ ﻓﻲ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻲ   ﻋﻴﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ‪ ،‬ﺃﻱ ﺃﻥ ﻨﺴﺒﺔ ﻜﻔﺎﺀﺓ ﺍﻝﻌﻤﻠﻴﺎﺕ‬
‫ﻭﻓﺎﻋﻠﻴﺘﻬﺎ   ‪.( Bask , 2002 ) %‬‬

‫ﻭﺒﻤﺎ ﺃﻥ ﺍﻝﺠﻭﺩﺓ ﻫﻲ ﺇﺤﺩﻯ ﻤﺘﻁﻠﺒﺎﺕ ﺘﺤﻠﻴل ﺍﻝﺘﻜﻠﻔﺔ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻲ‪ ،‬ﻭﺍﻹﺩﺍﺭﺓ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻴﺔ‪،‬‬

‫ﻭﺘﻌﻤل ﺠﻨﺒﺎ ﺇﻝﻰ ﺠﻨﺏ ﻤﻊ ﺍﻝﺘﻜﻠﻔﺔ ﺍﻝﻤﺴﺘﻬﺩﻓﺔ‪ ،‬ﻭﺘﻜﺎﻝﻴﻑ ﺍﻷﻨﺸﻁﺔ؛ ﻭﻫﻤﺎ ﻤﻥ ﺃﻫﻡ ﺃﺴﺎﻝﻴﺏ ﺍﻝﻤﺤﺎﺴﺒﺔ‬
‫ﺍﻹﺩﺍﺭﻴﺔ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻴﺔ‪ .‬ﻭﻫﺫﻩ ﺍﻷﺨﻴﺭﺓ ﺘﻬﺩﻑ ﺇﻝﻰ ﺘﺩﻋﻴﻡ ﺍﻝﻤﺭﻜﺯ ﺍﻝﺘﻨﺎﻓﺴﻲ ﻝﻠﻤﻨﻅﻤﺔ‪ ،‬ﻓﻲ ﻅل‬
‫ﺍﻝﻤﺘﻐﻴﺭﺍﺕ ﺍﻝﺤﺩﻴﺜﺔ؛ ﻤﻥ ﺘﻜﻨﻭﻝﻭﺠﻴﺎ ﻭﻭﺴﺎﺌل ﺍﺘﺼﺎل ﺤﺩﻴﺜﺔ ﻭﻤﺘﻁﻭﺭﺓ‪ ،‬ﻭﻜﺫﻝﻙ ﻤﺘﻐﻴﺭﺍﺕ ﺍﻗﺘﺼﺎﺩﻴﺔ‬
‫ﺘﺤﻴﻁ ﺒﺒﻴﺌﺔ ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬

‫ﻝﺫﻝﻙ ﻓﺈﻥ ﺃﻫﻡ ﺃﻭﻝﻭﻴﺎﺕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻭ ﺘﺤﺩﻴﺩ ﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﻌﻤﻼﺀ ﻭﺘﻭﻗﻌﺎﺘﻬﻡ ﻋﻥ ﺍﻝﺴﻠﻌﺔ‪ ،‬ﺃﻭ‬
‫ﺍﻝﺨﺩﻤﺔ ﺍﻝﻤﻘﺩﻤﺔ ﻝﻬﻡ‪ ،‬ﻭﺘﻘﺩﻴﻡ ﺃﻓﻀل ﻤﻨﺘﺞ ﻝﻠﻌﻤﻼﺀ ﻭﺍﻝﻤﻭﻅﻔﻴﻥ ﻭﺍﻝﻤﺴﺘﺜﻤﺭﻴﻥ‪ ،‬ﻭﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ‬
‫ﺍﻝﻌﻤﻠﻴﺎﺕ ﻭﺍﻷﻨﺸﻁﺔ ﺍﻝﺩﺍﺨﻠﻴﺔ ﻋﻠﻰ ﻤﺴﺘﻭﻯ ﺍﻝﺠﻭﺩﺓ ﺍﻝﻤﻁﻠﻭﺏ ﻤﻥ ﺍﻝﻤﺴﺘﻬﻠﻙ‪ ،‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﺴﻴﻨﻌﻜﺱ ﺇﻴﺠﺎﺒﺎ‬
‫ﻋﻠﻰ ﺨﻔﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﺘﻌﻅﻴﻡ ﺍﻷﺭﺒﺎﺡ‪ ،‬ﻤﻤﺎ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻤﺎ ﺒﻴﻥ ﺍﻝﻤﻨﻅﻤﺎﺕ‪.‬‬

‫‪ ١.٢‬ﻤﺸﻜﻠﺔ ﻭﺃﺴﺌﻠﺔ ﺍﻝﺩﺭﺍﺴﺔ‪-:‬‬

‫ﺇﻥ ﺍﻨﺘﺸﺎﺭ ﺍﻝﻌﻭﻝﻤﺔ‪ ،‬ﻭﺘﻭﺴﻌﻬﺎ ﻓﻲ ﺠﻤﻴﻊ ﺍﻝﻤﻴﺎﺩﻴﻥ ﺍﻝﻤﺤﻠﻴﺔ ﻭﺍﻝﻌﺎﻝﻤﻴﺔ‪ ،‬ﻭﻜﺫﻝﻙ ﻓﺘﺢ ﺍﻷﺴﻭﺍﻕ‬
‫ﺤﺘﻰ ﺃﺼﺒﺢ ﺍﻝﻌﺎﻝﻡ ﻜﻘﺭﻴﺔ ﺼﻐﻴﺭﺓ‪ ،‬ﺍﻷﻤﺭ ﺍﻝﺫﻱ ﺃﺩﻯ ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﺍﻝﺤﺩﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻤﺎ ﺒﻴﻥ ﺍﻝﻤﻨﻅﻤﺎﺕ‬
‫ﺍﻝﺼﻨﺎﻋﻴﺔ‪ ،‬ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﺍﻝﻭﻋﻲ ﻭﺍﻹﺩﺭﺍﻙ ﻝﺩﻯ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻝﻌﻠﻴﺎ ﺒﺄﻫﻤﻴﺔ ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﺨﻔﻀﻬﺎ‪،‬‬
‫ﻜﺎﻥ ﻝﻪ ﺍﻷﺜﺭ ﺍﻝﻜﺒﻴﺭ ﻋﻠﻰ ﺘﺩﻋﻴﻡ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻭﺯﻴﺎﺩﺘﻬﺎ‪ ،‬ﻭﻜﺫﻝﻙ ﺯﻴﺎﺩﺓ ﻭﻋﻲ ﺍﻝﻤﺴﺘﻬﻠﻙ ﻭﺘﻁﻠﺒﻪ‬
‫ﻤﺴﺘﻭﻯ ﺠﻭﺩﺓ ﻤﻌﻴﻨﹰﺎ‪ ،‬ﺩﻓﻊ ﺍﻝﻤﻨﻅﻤﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﻓﻲ ﺍﻝﺩﻭل ﺍﻝﻐﺭﺒﻴﺔ ﺇﻝﻰ ﺍﺘﺒﺎﻉ ﺃﺴﺎﻝﻴﺏ ﻭﻁﺭﻕ ﺤﺩﻴﺜﺔ‬
‫ﻝﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪ .‬ﻭﻤﻥ ﻫﺫﻩ ﺍﻝﻁﺭﻕ ﺍﻝﻤﺘﺒﻌﺔ ﻫﻭ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ‪ 6 sigma‬ﻝﻤﺎ ﻝﻪ ﻤﻥ ﺃﺜﺭ ﻜﺒﻴﺭ‬
‫ﻓﻲ ﺘﺤﻘﻴﻕ ﺃﻫﺩﺍﻓﻬﺎ ﺍﻝﻘﺭﻴﺒﺔ ﻭﺍﻝﺒﻌﻴﺩﺓ ﺍﻝﻤﺩﻯ‪ ،‬ﻤﺜل ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ ﺍﻝﻤﻌﻴﻭﺏ ﻤﻥ ﺍﻝﻤﻨﺘﺠﺎﺕ ﻭﺨﻔﺽ‬
‫ﺘﻜﺎﻝﻴﻔﻬﺎ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﻤﻘﺩﺭﺘﻬﺎ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻭﺯﻴﺎﺩﺓ ﻗﻴﻤﺘﻬﺎ ﺍﻝﺴﻭﻗﻴﺔ‪.‬‬

‫ﻭﺘﻜﻤﻥ ﻤﺸﻜﻠﺔ ﺍﻝﺩﺭﺍﺴﺔ ﻫﻨﺎ‪ ،‬ﻓﻲ ﺍﻻﺴﺘﻔﺎﺩﺓ ﻤﻥ ﻤﺤﺎﻭﻝﺔ ﺘﻁﺒﻴﻕ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ ﻋﻠﻰ ﺇﺤﺩﻯ‬
‫ﺍﻝﻤﻨﻅﻤﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‪ ،‬ﻤﻤﺎ ﻴﺴﺎﻫﻡ ﻓﻲ ﺭﻓﻊ ﻤﺴﺘﻭﻯ ﻭﻋﻲ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﻤﺴﺘﻔﻴﺩﻴﻥ‬
 ‫‪٤‬‬

‫ﻭﺇﺩﺭﺍﻜﻬﻡ‪ .‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﺘﻭﺠﻴﻪ ﺍﻷﻨﻅﺎﺭ ﺍﻝﻰ ﺇﺩﺍﺭﺍﺕ ﻫﺫﻩ ﺍﻝﻤﻨﻅﻤﺎﺕ‪ ،‬ﻋﻠﻰ ﺃﻫﻤﻴﺔ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ‪ ،‬ﻭﺩﻭﺭﻩ‬
‫ﻓﻲ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ ﺍﻝﻤﻌﻴﺏ ﻤﻥ ﺍﻝﻤﻨﺘﺠﺎﺕ‪ ،‬ﻭﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﺘﺩﻋﻴﻡ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪ ،‬ﻭﻤﻥ ﺜﻡ‬
‫ﺍﺴﺘﺨﻼﺹ ﺍﻝﻨﺘﺎﺌﺞ ﺍﻝﺘﻲ ﻗﺩ ﺘﻜﻭﻥ ﻨﻘﻁﺔ ﺍﻝﺒﺩﺍﻴﺔ ﻷﺒﺤﺎﺙ ﺃﺨﺭﻯ‪.‬‬

‫ﻭﻤﻥ ﻫﻨﺎ ﺘﺘﺒﻠﻭﺭ ﻤﺸﻜﻠﺔ ﺍﻝﺩﺭﺍﺴﺔ ﻋﻠﻰ ﺍﻷﺴﺌﻠﺔ ﺍﻝﺘﺎﻝﻴﺔ ﺍﻝﺘﻲ ﺴﻴﺘﻡ ﺍﻹﺠﺎﺒﺔ ﻋﻠﻴﻬﺎ ﻻﺤﻘﺎ‪-:‬‬

‫‪ -١‬ﻫل ﺍﻋﺘﻤﺎﺩ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﺘﺸﻐﻴﻠﻴﺔ ﻭﺒﺎﻝﺘﺎﻝﻲ ﺴﻴﺅﺩﻱ‬
‫ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﺍﻷﺭﺒﺎﺡ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ؟‬
‫‪ -٢‬ﻫل ﺘﻁﺒﻴﻕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻓﻲ ﺸﺭﻜﺔ‬
‫ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻭﺒﺎﻝﺘﺎﻝﻲ ﻴﺅﺩﻱ ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ؟‬

‫‪ ١.٣‬ﺃﻫﻤﻴﺔ ﺍﻝﺩﺭﺍﺴﺔ‪-:‬‬

‫ﺘﻨﺒﻊ ﺃﻫﻤﻴﺔ ﺍﻝﺩﺭﺍﺴﺔ ﻤﻥ ﻤﺤﺎﻭﻝﺔ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﺘﺸﻐﻴﻠﻴﺔ ﻭﺫﻝﻙ ﻤﻥ ﺨﻼل ﺘﻘﻠﻴل ﺍﻹﻨﺘﺎﺝ‬
‫ﺍﻝﻤﻌﻴﺏ ﻭﺍﻝﺫﻱ ﻴﺯﻴﺩ ﻤﻥ ﺤﺠﻡ ﺍﻷﺭﺒﺎﺡ ﻭﻴﻨﻌﻜﺱ ﺇﻴﺠﺎﺒﺎ ﻋﻠﻰ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻭﺫﻝﻙ ﻤﻥ ﺨﻼل‪:‬‬

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ﺍﻝﺭﺒﻁ ﺒﻴﻥ ﺍﻝﺠﻭﺍﻨﺏ ﺍﻝﻨﻅﺭﻴﺔ ﻭﺍﻝﺘﻁﺒﻴﻘﻴﺔ ﻝﻤﻨﻬﺞ   ﻓﻲ ﺴﺒﻴل ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ‬
‫ﺍﻹﻨﺘﺎﺝ ﻝﻠﻭﺼﻭل ﺇﻝﻰ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﺍﻝﻤﺤﻠﻴﺔ ﻭﺍﻝﻌﺎﻝﻤﻴﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ‪.‬‬
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ﺍﻝﺘﻬﻴﺌﺔ ﻭﺍﻹﻋﺩﺍﺩ ﻨﺤﻭ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ   ﻭﻓﻠﺴﻔﺘﻬﺎ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ‬
‫ﻭﺃﻫﻤﻴﺘﻬﺎ ﻓﻲ ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ‪.‬‬
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ﺍﻝﺘﺤﻘﻕ ﻤﻥ ﺇﻤﻜﺎﻨﻴﺔ ﺍﻝﻤﻭﺍﺀﻤﺔ ﺒﻴﻥ  ‪ ،‬ﻭﺃﺴﺎﻝﻴﺏ ﺍﻹﻨﺘﺎﺝ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ‬
‫ﺍﻝﻤﺘﻁﻭﺭﺓ ﻗﻴﺩ ﺍﻝﺩﺭﺍﺴﺔ ﺘﺤﻘﻴﻘﹰﺎ ﻝﻠﺘﻔﻭﻕ ﺍﻝﺘﻨﺎﻓﺴﻲ‪.‬‬

‫‪ ١.٤‬ﺃﻫﺩﺍﻑ ﺍﻝﺩﺭﺍﺴﺔ‪-:‬‬

‫ﺘﻬﺩﻑ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺇﻅﻬﺎﺭ ﺩﻭﺭ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻭﺘﻌﻅﻴﻡ‬
‫ﺍﻷﺭﺒﺎﺡ ﻤﻥ ﺨﻼل ﺍﻝﺘﻌﺭﻑ ﻋﻠﻰ ﻤﺩﻯ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ‪،‬‬
‫ﻭﺇﻝﻰ ﺃﻱ ﻤﺩﻯ ﺘﺅﺜﺭ ﻤﻌﺎﻴﻴﺭﻫﺎ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‪ ،‬ﻭﺫﻝﻙ‬
‫ﻤﻥ ﺨﻼل ﺘﺤﻘﻴﻕ ﺍﻷﻫﺩﺍﻑ ﺍﻝﺘﺎﻝﻴﺔ‪-:‬‬
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‫‪ -١‬ﺘﻭﻀﻴﺢ ﻤﻔﻬﻭﻡ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﻺﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ‪ ،‬ﻭﻤﺎ ﻝﻪ ﻤﻥ‬
‫ﺃﺜﺭ ﻜﺒﻴﺭ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪.‬‬
‫‪ -٢‬ﺘﻭﻀﻴﺢ ﺃﺜﺭ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻭﺍﻝﺫﻱ ﻴﻌﻤل ﻋﻠﻰ‬
‫ﺯﻴﺎﺩﺓ ﺍﻝﻜﻔﺎﺀﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ‪.‬‬
‫‪ -٣‬ﺘﻭﻀﻴﺢ ﺍﻵﺜﺎﺭ ﺍﻹﻴﺠﺎﺒﻴﺔ ﻝﺘﻁﺒﻴﻕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺍﻝﺫﻱ ﻴﻌﻤل ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪،‬‬
‫ﻭﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬

‫‪ ١.٥‬ﻤﺘﻐﻴﺭﺍﺕ ﺍﻝﺩﺭﺍﺴﺔ‪-:‬‬

‫ﻴﻭﻀﺢ ﺍﻝﺸﻜل ﺍﻝﺘﺎﻝﻲ ﺃﻨﻤﻭﺫﺝ ﺍﻝﺩﺭﺍﺴﺔ ﻭﺍﻝﺫﻱ ﺘﻡ ﻤﻥ ﺨﻼﻝﻪ ﺍﺸﺘﻘﺎﻕ ﺃﺴﺌﻠﺔ ﺍﻝﺩﺭﺍﺴﺔ‪.‬‬

‫ﺍﻝﻤﺘﻐﻴﺭ ﺍﻝﺘﺎﺒﻊ‬ ‫ﺍﻝﻤﺘﻐﻴﺭ ﺍﻝﻭﺴﻴﻁ‬ ‫ﺍﻝﻤﺘﻐﻴﺭ ﺍﻝﻤﺴﺘﻘل‬

‫‪/.0# +&'#‬‬
‫ا)‪%‬ج وز‪3‬دة‬
‫ا‪6‬رح‬
‫‪  !"#‬‬
‫‪ $!* +&'#‬ا)‪%‬ج‬ ‫‪$%‬‬
‫ا‪,-.‬‬
‫‪ 9:7#‬ا‪78.‬رة‬
‫ا‪$*;%.‬‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (١‬ﺃﻨﻤﻭﺫﺝ ﺍﻝﺩﺭﺍﺴﺔ‬

‫‪ ١.٦‬ﻤﻨﻬﺞ ﺍﻝﺩﺭﺍﺴﺔ‪-:‬‬

‫ﺍﻋﺘﻤﺩ ﺍﻝﺒﺎﺤﺙ ﻋﻠﻰ ﺍﻷﺴﻠﻭﺏ ﺍﻝﻭﺼﻔﻲ ﺍﻝﺘﺤﻠﻴﻠﻲ ﻓﻲ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﻤﻥ ﺨﻼل ﺩﺭﺍﺴﺔ ﺘﻁﺒﻴﻘﻴﺔ‬
‫ﻭﻤﺤﺎﻭﻝﺔ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻠﻴﻬﺎ‪ .‬ﻭﻜﻤﺎ ﺃﻥ ﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﺔ ﻻ ﺘﻘﺘﻀﻲ ﺒﻭﺠﻭﺩ ﻓﺭﻀﻴﺎﺕ ﻝﻠﺩﺭﺍﺴﺔ‪،‬‬
‫ﻭﺇﻨﻤﺎ ﺘﻜﺘﻔﻲ ﺒﺄﺴﺌﻠﺔ ﻭﻤﺸﻜﻠﺔ ﺍﻝﺩﺭﺍﺴﺔ‪.‬‬

‫‪ ١.٧‬ﺃﺴﺎﻝﻴﺏ ﺠﻤﻊ ﺍﻝﺒﻴﺎﻨﺎﺕ‬

‫ﺘ ‪‬ﻡ ﺍﻝﺤﺼﻭل ﻋﻠﻰ ﺍﻝﺒﻴﺎﻨﺎﺕ ﺍﻝﻼﺯﻤﺔ ﻝﻬﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﻤﻥ ﺍﻝﻤﺼﺎﺩﺭ ﺍﻝﺘﺎﻝﻴﺔ‪-:‬‬

 ‫‪٦‬‬

‫‪ .١‬ﺍﻝﻤﺼﺎﺩﺭ ﺍﻷﻭﻝﻴﺔ ‪Primary Sources‬‬

‫ﺘ ‪‬ﻡ ﺍﻝﺤﺼﻭل ﻋﻠﻰ ﺍﻝﺒﻴﺎﻨﺎﺕ ﺍﻷﻭﻝﻴﺔ ﺍﻝﻼﺯﻤﺔ ﻝﻬﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﻤﻥ ﺨﻼل ﺍﻝﻤﻘﺎﺒﻠﺔ ﺍﻝﺸﺨﺼﻴﺔ ﺍﻝﺘﻲ‬
‫ﻗﺎﻡ ﺒﻬﺎ ﺍﻝﺒﺎﺤﺙ ﻝﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﺍﻝﺸﺭﻜﺔ ﻤﻭﻀﻭﻉ ﺍﻝﺩﺭﺍﺴﺔ‪.‬‬

‫‪ .٢‬ﺍﻝﻤﺼﺎﺩﺭ ﺍﻝﺜﺎﻨﻭﻴﺔ ‪Secondary Sources‬‬

‫ﺘﻡ ﺍﻝﺤﺼﻭل ﻋﻠﻰ ﺍﻝﺒﻴﺎﻨﺎﺕ ﺍﻝﺜﺎﻨﻭﻴﺔ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺒﻬﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﺒﺎﻝﺭﺠﻭﻉ ﺇﻝﻰ ﺍﻷﺩﺒﻴﺎﺕ ﻭﺍﻝﻜﺘﺏ‬
‫ﻭﺍﻝﺭﺴﺎﺌل ﺍﻝﺠﺎﻤﻌﻴﺔ‪ ،‬ﻭﺍﻝﺒﺤﻭﺙ ﺍﻝﻌﻠﻤﻴﺔ‪ ،‬ﻭﺍﻝﺘﻘﺎﺭﻴﺭ ﺍﻝﻤﺎﻝﻴﺔ ﻝﻠﺸﺭﻜﺔ ﻭﺍﻝﻤﺠﻼﺕ‪ ،‬ﻭﺫﻝﻙ ﻤﻥ ﺃﺠل‬
‫ﺒﻨﺎﺀ ﺍﻹﻁﺎﺭ ﺍﻝﻨﻅﺭﻱ ﻝﻠﺩﺭﺍﺴﺔ ﻭﺘﺤﻘﻴﻕ ﺃﻫﺩﺍﻓﻬﺎ‪.‬‬

‫‪ ١.٨‬ﻤﺠﺘﻤﻊ ﺍﻝﺩﺭﺍﺴﺔ‪-:‬‬

‫ﻫﻭ ﻋﺒﺎﺭﺓ ﻋﻥ ﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﻝﺘﻭﻀﻴﺢ ﻤﺩﻯ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ  ‬
‫ﻋﻠﻴﻬﺎ‪ ،‬ﻭﻫﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻋﺎﺩﺓ ﺘﺼﻨﻴﻊ ﺍﻝﻤﻭﺍﺩ ﺍﻝﻤﺴﺘﻬﻠﻜﺔ‪.‬‬

‫‪ ١.٩‬ﺤﺩﻭﺩ ﺍﻝﺩﺭﺍﺴﺔ‬

‫ﻝﻘﺩ ﺘﻡ ﺍﻋﺘﻤﺎﺩ ﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﻋﻠﻰ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻤﻜﺎﻨﻴﺔ ﺍﻝﺤﺼﻭل ﻋﻠﻰ ﺍﻝﺒﻴﺎﻨﺎﺕ‬
‫ﻭﺍﻝﻤﻌﻁﻴﺎﺕ ﺍﻝﻼﺯﻤﺔ ﻝﻬﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ‪ ،‬ﻭﻜﻭﻥ ﺍﻝﺸﺭﻜﺔ ﻝﻡ ﺘﻁﺒﻕ ﺃﺒﺩﺍ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻥ ﻗﺒل‪.‬‬

‫‪ ١.١٠‬ﺍﻝﺘﻌﺭﻴﻔﺎﺕ ﺍﻹﺠﺭﺍﺌﻴﺔ‪-:‬‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ
 ‪ :‬ﻤﻨﻬﺞ ﺘﻁﺒﻴﻘﻲ ﻴﻌﻤل ﻋﻠﻰ ﺘﺤﺴﻴﻥ ﺠﻭﺩﺓ ﺍﻝﻌﻤﻠﻴﺎﺕ ﺒﺸﺄﻥ ﺨﻔﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪،‬‬
‫ﻭﺘﺤﺴﻴﻥ ﺍﻝﻌﻤﻠﻴﺎﺕ ﻭﺘﻁﻭﻴﺭﻫﺎ‪ ،‬ﻭﺘﻘﻠﻴل ﺍﻝﻭﻗﺕ ﺍﻝﻤﺴﺘﻐﺭﻕ ﻹﻨﺠﺎﺯ ﺍﻝﻌﻤﻠﻴﺎﺕ ﻭﺇﻴﺼﺎل ﻤﻌﺩل ﺍﻝﺨﻁﺄ ﺇﻝﻰ‬
‫) ‪ ( ٣.٤‬ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ )
 ‪.( Dck & Blkelee‬‬

‫ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ :‬ﻓﻠﺴﻔﺔ ﺇﺩﺍﺭﻴﺔ ﺘﺒﺤﺙ ﻋﻥ ﺘﻜﺎﻤل ﺠﻤﻴﻊ ﻭﻅﺎﺌﻑ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻜﺎﻝﺘﺴﻭﻴﻕ ﻭﺍﻝﻤﺎﻝﻴﺔ‪،‬‬
‫ﺍﻝﺘﺼﻤﻴﻡ‪ ،‬ﺍﻝﻬﻨﺩﺴﺔ‪ ،‬ﺍﻹﻨﺘﺎﺝ ﻭﺨﺩﻤﺔ ﺍﻝﺯﺒﻭﻥ ﺍﻝﺘﻲ ﺘﺭﺘﻜﺯ ﻋﻠﻰ ﻤﻘﺎﺒﻠﺔ ﺤﺎﺠﺎﺘﻪ ﻭﺍﻷﻫﺩﺍﻑ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ‬
‫)  ‪.( e‬‬

‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪ :‬ﻫﻭ ﺘﻤﻴﺯ ﺍﻝﻤﻨﻅﻤﺔ ﺃﻭ ﻤﻨﺘﺠﺎﺘﻬﺎ ﻋﻥ ﻤﻨﺎﻓﺴﻴﻬﺎ ﻓﻲ ﻋﻴﻭﻥ ﺯﺒﺎﺌﻨﻬﺎ ﺃﻭ ﺍﻝﻤﺴﺘﻬﻠﻙ‬
‫ﺍﻝﻨﻬﺎﺌﻲ ﻝﻤﻨﺘﺠﺎﺘﻬﺎ ) 
! 
 ‪.( e‬‬
 ‫‪٧‬‬

‫ﺘﻜﺎﻝﻴﻑ ﺍﻝﺠﻭﺩﺓ‪ :‬ﻤﺠﻤﻭﻉ ﻜﻠﻑ ﺍﻷﺸﻴﺎﺀ ﺍﻝﺘﻲ ﻝﻡ ﻴﻜﻥ ﻤﻥ ﺍﻝﻀﺭﻭﺭﻱ ﻅﻬﻭﺭﻫﺎ ﻓﻴﻤﺎ ﻝﻭ ﻋ‪‬ﻤل ﻜل ﺸﻲﺀ‬
‫ﺒﺼﻭﺭﺓ ﺼﺤﻴﺤﺔ ﻤﻥ ﺍﻝﻤﺭﺓ ﺍﻷﻭﻝﻰ ) ﺴﻌﻴﺩ‪.(٥٩ :٢٠٠٦ ،‬‬

‫ﺍﻻﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ‪ :‬ﻭﺤﺩﺍﺕ ﻏﻴﺭ ﻤﻘﺒﻭﻝﺔ ﻻ ﻴﺘﻭﻗﻊ ﺃﻥ ﺘﺤﺼل ﻓﻲ ﻅل ﻋﻤﻠﻴﺔ ﺇﻨﺘﺎﺝ ﻓﻌ‪‬ﺎﻝﺔ‪ ،‬ﻭﻫﻲ ﺘﺅﺩﻱ‬
‫ﺇﻝﻰ ﺇﺭﺘﻔﺎﻉ ﺍﻝﺘﻜﺎﻝﻴﻑ‪.‬‬

‫ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﺘﺼﻨﻴﻌﻴﺔ‪ :‬ﻫﻲ ﺍﻝﺘﻜﻠﻔﺔ ﺍﻝﻤﻨﺴﻭﺒﺔ ﺇﻝﻰ ﻭﺤﺩﺍﺕ ﺍﻹﻨﺘﺎﺝ ﻭﺘﻜﻭﻥ ﺇﻤﺎ ﻤﺒﺎﺸﺭﺓ ﺃﻭ ﻏﻴﺭ ﻤﺒﺎﺸﺭﺓ‪.‬‬
‫ﻭﻴﺘﻡ ﺍﺤﺘﺴﺎﺏ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﺘﺼﻨﻴﻌﻴﺔ ﻋﻥ ﻁﺭﻴﻕ ﺘﻘﺴﻴﻡ ﺍﻝﺘﻜﻠﻔﺔ ﺍﻝﻜﻠﻴﺔ ﺇﻝﻰ ﺃﺠﺯﺍﺀ ﺜﻡ ﻴﺘﻡ ﺤﺴﺎﺏ ﺘﻜﻠﻔﺔ‬
‫ﻜل ﻤﻨﻬﻡ ﻋﻠﻰ ﺤﺩﺓ ﺒﻌﺩ ﺇﻴﺠﺎﺩ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺘﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻜﺎﻤﻠﺔ ﻭﻋﻭﺍﻤل ﺘﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﻤﺜل ﺤﺠﻡ‬
‫ﺍﻹﻨﺘﺎﺝ ﻭﺍﻝﻴﺩ ﺍﻝﻌﺎﻤﻠﺔ ﻭﻋﺩﺩ ﺍﻝﻌﻤﺎل‪.‬‬

‫‪ ١.١١‬ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ‪-:‬‬

‫‪ ١.١١.١‬ﺍﻝﺩﺭﺍﺴﺎﺕ ﺒﺎﻝﻠﻐﺔ ﺍﻝﻌﺭﺒﻴﺔ‬

‫‪ .١‬ﺩﺭﺍﺴﺔ ﺍﻝﻴﺎﻤﻭﺭ )‪ (٢٠٠٧‬ﺒﻌﻨﻭﺍﻥ‪ :‬ﺘﺨﻔﻴﺽ ﺘﻜﻠﻔﺔ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺭﺩﻴﺌﺔ ﺒﺎﺴﺘﺨﺩﺍﻡ ﻤﻨﻬﺞ ﺍﻝﺤﻴﻭﺩ‬
‫ﺍﻝﺴﺩﺍﺴﻲ ﻓﻲ ﻤﻭﺍﺠﻬﺔ ﺍﻝﻌﻴﻭﺏ‪ ،‬ﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﻓﻲ ﻤﻌﻤل ﺍﻷﻝﺒﺴﺔ ﺍﻝﻭﻻﺩﻴﺔ ﻓﻲ ﺍﻝﻤﻭﺼل‬

‫ﺒﻴﻨﺕ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﺃﻥ ﺍﻝﺠﻭﺩﺓ ﺘﻌﺘﺒﺭ ﺇﻝﻰ ﺠﺎﻨﺏ ﺍﻝﺘﻜﻠﻔﺔ ﻤﻥ ﺃﻫﻡ ﻋﻭﺍﻤل ﺍﻝﻨﺠﺎﺡ ﻓﻲ ﺍﻝﻭﻗﺕ‬
‫ﺍﻝﺤﺎﻀﺭ‪ .‬ﻓﺎﻝﻔﺸل ﻓﻲ ﺍﻝﺠﻭﺩﺓ ﺴﻭﻑ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺤﻤل ﺍﻝﻤﻨﻅﻤﺔ ﺘﻜﺎﻝﻴﻑ ﺇﻀﺎﻓﻴﺔ ﻨﺘﻴﺠﺔ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺭﺩﻴﺌﺔ‬
‫ﻓﻲ ﻤﻨﺘﺠﺎﺘﻬﺎ‪ ،‬ﻤﻤﺎ ﻴﻨﻌﻜﺱ ﻋﻠﻰ ﺭﻀﺎ ﺍﻝﻤﺴﺘﻬﻠﻙ‪ .‬ﻝﺫﻝﻙ ﻓﺈﻥ ﺍﻝﻤﺩﺨل ﺍﻝﺤﺩﻴﺙ ﻹﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﻴﺭﻜﺯ‬
‫ﻋﻠﻰ ﺘﺤﺴﻴﻥ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺠﺎﺕ ﻭﺍﻝﻌﻤﻠﻴﺎﺕ ﺒﺎﻝﺸﻜل ﺍﻝﺫﻱ ﻴﺅﺩﻱ ﻝﻠﺤﺼﻭل ﻋﻠﻰ ﻤﻨﺘﺠﺎﺕ ﺴﻠﻴﻤﺔ ﺩﻭﻥ‬
‫ﻋﻴﻭﺏ ﻤﻥ ﺍﻝﻤﺭﺓ ﺍﻷﻭﻝﻰ‪ ،‬ﻤﻤﺎ ﻴﻨﻌﻜﺱ ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﻜﻠﻑ ﺍﻝﺠﻭﺩﺓ ﻜﻜل ﺒﺸﻜل ﻋﺎﻡ‪ ،‬ﻭﺘﻜﻠﻔﺔ ﺍﻝﺠﻭﺩﺓ‬
‫ﺍﻝﺭﺩﻴﺌﺔ ﺒﺸﻜل ﺨﺎﺹ؛ ﻨﺘﻴﺠﺔ ﻋﺩﻡ ﺤﺩﻭﺙ ﻋﻴﻭﺏ ﻓﻲ ﺍﻝﻤﻨﺘﺠﺎﺕ ﺍﻝﻤﻘﺩﻤﺔ‪ .‬ﻭﻝﺘﺤﻘﻴﻕ ﻫﺫﺍ ﺍﻝﻬﺩﻑ ﻓﺈﻥ‬
‫ﺍﺴﺘﺨﺩﺍﻡ ﻤﻨﻬﺞ ﺍﻝﺤﻴﻭﺩ ﺍﻝﺴﺩﺍﺴﻲ ﻓﻲ ﺍﻝﻤﻭﺍﺠﻬﺔ‪ ،‬ﻴﻌﺘﺒﺭ ﻤﻥ ﺃﺤﺩﺙ ﺍﻝﻤﻨﺎﻫﺞ ﺍﻝﻤﺘﺒﻌﺔ ﻓﻲ ﻤﻭﺍﺠﻬﺔ‬
‫ﺍﻝﻌﻴﻭﺏ‪ ،‬ﻭﺍﻝﺫﻱ ﺒﻴﻨﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺃﻥ ﺘﻁﺒﻴﻘﻪ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺨﻔﻴﺽ ﻨﺴﺏ ﺍﻝﻌﻴﻭﺏ ﻓﻲ ﺍﻝﻤﻨﺘﺠﺎﺕ‪ ،‬ﻝﺘﺒﻠﻎ‬
‫  ﻭﺤﺩﺓ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ‪ ،‬ﻤﻤﺎ ﻴﻨﻌﻜﺱ ﺃﺜﺭﻩ ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﻜﻠﻔﺔ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺭﺩﻴﺌﺔ‪.‬‬
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‫‪ .٢‬ﺩﺭﺍﺴﺔ ﺍﻝﺤﻜﻴﻡ )‪ (٢٠٠٨‬ﺒﻌﻨﻭﺍﻥ‪ :‬ﻨﺤﻭ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﻤﺩﺨل

 ‪ -‬ﺍﻝﻤﺭﺘﻜﺯ ﻋﻠﻰ‬
‫ﺇﺩﺍﺭﺓ ﺍﻝﻤﻌﺭﻓﺔ ‪ -‬ﻝﺘﺤﻘﻴﻕ ﺍﻝﺘﻔﻭﻕ ﺍﻝﺘﻨﺎﻓﺴﻲ‪ .‬ﺩﺭﺍﺴﺔ ﺍﺴﺘﻁﻼﻋﻴﺔ ﻵﺭﺍﺀ ﻋﻴﻨﺔ ﻤﻥ ﺭﺅﺴﺎﺀ‬
‫ﺍﻷﻗﺴﺎﻡ ﻓﻲ ﺍﻝﺸﺭﻜﺔ ﺍﻝﻌﺎﻤﺔ ﻝﻺﺴﻤﻨﺕ ﺍﻝﺠﻨﻭﺒﻴﺔ ﻓﻲ ﺍﻝﻜﻭﻓﺔ‬

‫ﻫﺩﻓﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺍﻝﺘﻌﺭﻑ ﻋﻠﻰ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﻤﺩﺨل ﺴﻴﺠﻤﺎ ﺴﺘﺔ ‪ -‬ﺍﻝﻤﺭﺘﻜﺯ ﻋﻠﻰ ﺇﺩﺍﺭﺓ‬
‫ﺍﻝﻤﻌﺭﻓﺔ‪ -‬ﻭﺃﺜﺭﻩ ﻓﻲ ﺘﺤﻘﻴﻕ ﺍﻝﺘﻔﻭﻕ ﺍﻝﺘﻨﺎﻓﺴﻲ ﻝﻤﻨﻅﻤﺎﺕ ﺍﻷﻋﻤﺎل‪ .‬ﻭﻗﺩﻤﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻁﺎﺭﺍ ﻨﻅﺭﻴﺎ‬
‫ﻤﺘﻜﺎﻤﻼ ﺤﻭل ﻤﺩﺨل ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﺇﺩﺍﺭﺓ ﺍﻝﻤﻌﺭﻓﺔ ﻝﻴﻜﻭﻥ ﺩﻝﻴﻼ ﻷﻱ ﻤﻨﻅﻤﺔ ﻤﻥ ﺃﺠل ﺨﻠﻕ ﺍﻝﻭﻋﻲ‪،‬‬
‫ﻭﺇﺜﺎﺭﺓ ﺍﻫﺘﻤﺎﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ ﺤﻭل ﺃﻫﻤﻴﺘﻬﺎ‪ ،‬ﻓﻀﻼ ﻋﻥ ﻗﻴﺎﻡ ﺍﻝﺩﺭﺍﺴﺔ ﻋﻠﻰ ﺭﺼﺩ ﻤﻨﺎﻁﻕ‬
‫ﺍﻝﻘﻭﺓ ﻭﺍﻝﻀﻌﻑ ﻋﻨﺩ ﺘﻁﺒﻴﻕ ﻤﺩﺨل ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺃﻱ ﻤﻨﻅﻤﺔ‪ .‬ﻭﻗﺩﻤﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﻌﺩﻴﺩ ﻤﻥ‬
‫ﺍﻝﺘﻭﺼﻴﺎﺕ ﺍﻝﺘﻲ ﻜﺎﻥ ﻤﻥ ﺃﻫﻤﻬﺎ ﻀﺭﻭﺭﺓ ﺘﺤﻭﻴل ﺍﻫﺘﻤﺎﻡ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻝﺩﺭﺍﺴﺔ ﻤﺩﺨل ﺍﻝﺴﻴﺠﻤﺎ ﺴﺘﺔ‪-‬‬
‫ﺍﻝﻤﺭﺘﻜﺯ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻝﻤﻌﺭﻓﺔ ‪ -‬ﻝﺘﺤﻘﻴﻕ ﺍﻝﺘﻔﻭﻕ ﺍﻝﺘﻨﺎﻓﺴﻲ‪.‬‬

‫‪ .٣‬ﺩﺭﺍﺴﺔ ﺍﻝﺨﻠﻴل )‪ (٢٠١٢‬ﺒﻌﻨﻭﺍﻥ‪ :‬ﺘﻁﺒﻴﻕ ﺃﺴﺎﻝﻴﺏ ﺍﻝﻤﺤﺎﺴﺒﺔ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﺤﺩﻴﺜﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺎﺕ‬

‫ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻝﻤﺴﺎﻫﻤﺔ ﺍﻝﻌﺎﻤﺔ ﺍﻷﺭﺩﻨﻴﺔ‬

‫ﻫﺩﻓﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺒﻴﺎﻥ ﺘﻁﺒﻴﻕ ﺃﺴﺎﻝﻴﺏ ﺍﻝﻤﺤﺎﺴﺒﺔ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﺤﺩﻴﺜﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ‬
‫ﺍﻝﻤﺴﺎﻫﻤﺔ ﺍﻝﻌﺎﻤﺔ ﺍﻷﺭﺩﻨﻴﺔ‪ ،‬ﻭﺍﻝﺘﻌﺭﻑ ﻋﻠﻰ ﺍﻝﺼﻌﻭﺒﺎﺕ ﺍﻝﺘﻲ ﺘﻌﺘﺭﺽ ﺍﺴﺘﺨﺩﺍﻡ ﻫﺫﻩ ﺍﻷﺴﺎﻝﻴﺏ ﻓﻲ‬
‫ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﻤﺫﻜﻭﺭﺓ‪ .‬ﻭﻗﺩ ﺘﻭﺼﻠﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺃﻥ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻝﻤﺴﺎﻫﻤﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺘﻁﺒﻕ‬
‫ﺃﺴﺎﻝﻴﺏ ﺍﻝﻤﺤﺎﺴﺒﺔ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﺤﺩﻴﺜﺔ‪ ،‬ﻭﺫﻝﻙ ﻤﻥ ﺨﻼل ﺍﻝﻤﺤﺎﻭﺭ ﺍﻝﺨﻤﺴﺔ ﺍﻝﺘﻲ ﺘﺸﻜل ﻤﺠﺎﻻﺕ ﻫﺫﺍ‬
‫ﺍﻝﺘﻁﺒﻴﻕ ﻭﺍﻝﺘﻲ ﺘﻨﺎﻭﻝﺘﻬﺎ ﺍﻝﺩﺭﺍﺴﺔ ﻭﻫﻲ‪ :‬ﻨﻅﺎﻡ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﻤﺒﻨﻲ ﻋﻠﻰ ﺍﻷﻨﺸﻁﺔ ﻭﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﻤﺴﺘﻬﺩﻓﺔ‪،‬‬
‫ﻭﺘﺤﻠﻴل ﺭﺒﺤﻴﺔ ﺍﻝﺯﺒﻭﻥ‪ ،‬ﻭﺒﻁﺎﻗﺔ ﺍﻝﻌﻼﻤﺎﺕ ﺍﻝﻤﺘﻭﺍﺯﻨﺔ‪ ،‬ﻭﻨﻅﺎﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﻘﻴﺎﺱ ﺍﻝﺠﻭﺩﺓ‪ .‬ﻭﻗﺩ ﺃﻅﻬﺭ‬
‫ﺘﺤﻠﻴل ﺍﻝﺒﻴﺎﻨﺎﺕ ﺃﻥ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻝﻤﺴﺎﻫﻤﺔ ﺍﻝﻌﺎﻤﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺘﺤﺎﻭل ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﻘﻴﺎﺱ‬
‫ﺍﻝﺠﻭﺩﺓ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ‪.‬‬

‫ﻜﻤﺎ ﺃﻭﺼﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺒﻀﺭﻭﺭﺓ ﺍﺴﺘﻤﺭﺍﺭ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻝﻤﺴﺎﻫﻤﺔ ﺍﻝﻌﺎﻤﺔ ﺍﻷﺭﺩﻨﻴﺔ ﻓﻲ‬
‫ﺘﻁﺒﻴﻕ ﺍﻷﺴﺎﻝﻴﺏ ﺍﻝﻤﺤﺎﺴﺒﻴﺔ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﺤﺩﻴﺜﺔ ﻭﺘﻌﺯﻴﺯﻫﺎ‪ ،‬ﻭﻤﻭﺍﻜﺒﺔ ﺍﻝﻤﺴﺘﺠﺩﺍﺕ ﻓﻲ ﻫﺫﺍ ﺍﻝﻤﻴﺩﺍﻥ‪،‬‬
‫ﻭﺍﺨﺘﻴﺎﺭ ﻤﺎ ﻴﻨﺎﺴﺏ ﺍﻝﺸﺭﻜﺔ ﻤﻨﻬﺎ‪ ،‬ﻭﻀﺭﻭﺭﺓ ﺘﺩﺭﻴﺏ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻋﻠﻰ ﺘﻁﺒﻴﻕ ﺍﻷﺴﺎﻝﻴﺏ ﺍﻝﺤﺩﻴﺜﺔ‬
‫ﻝﻠﻤﺤﺎﺴﺒﺔ ﺍﻹﺩﺍﺭﻴﺔ‪ ،‬ﻗﺒل ﺍﻝﻤﺒﺎﺸﺭﺓ ﺒﺘﻁﺒﻴﻘﻬﺎ ﻤﻥ ﺃﺠل ﺍﺴﺘﻐﻼﻝﻬﺎ ﺒﺸﻜل ﺃﻤﺜل‪.‬‬
 ‫‪٩‬‬

‫‪ ١.١١.٢‬ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻻﺠﻨﺒﻴﺔ‬

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‫ﺘﻌﺘﺒﺭ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ‪ ،‬ﻤﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻨﻅﺭﻴﺔ ﺍﻝﺘﻲ ﻫﺩﻓﺕ ﺇﻝﻰ ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﻤﻌﺎﻴﻴﺭ‬
‫ﺍﻝﺠﻭﺩﺓ ﺍﻝﻌﺎﻝﻤﻴﺔ ﻭﺍﻝﻌﻭﺍﻤل ﺍﻝﻤﺸﺘﺭﻜﺔ ﺒﻴﻨﻬﺎ‪ .‬ﻭﺘﻨﺎﻭﻝﺕ ﺘﺎﺭﻴﺦ ﺘﻁﻭﺭ ﻤﻌﺎﻴﻴﺭ ﺍﻝﺠﻭﺩﺓ ﺍﻝﻌﺎﻝﻤﻴﺔ‪ ،‬ﻭﺃﻫﻡ‬
‫ﻤﻌﺎﻴﻴﺭ ﺠﻭﺩﺓ ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﻓﻲ ﺍﻝﻌﺎﻝﻡ‪ ،‬ﻭﻤﻭﺍﺼﻔﺎﺕ ﻭﺨﺼﺎﺌﺹ ﺃﻫﻡ ﺍﻝﻤﻌﺎﻴﻴﺭ ﺍﻝﻌﺎﻝﻤﻴﺔ ﻝﺘﻁﻭﻴﺭ‬
‫ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﻤﺜل ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﺃﻨﻅﻤﺔ ﺍﻵﻴﺯﻭ‪ .‬ﻭﺘﻭﺼﻠﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺃﻥ‪:‬‬

‫ﻨﻅﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﻫﻲ ﻨﻤﺎﺫﺝ ﺘﺴﺘﺨﺩﻡ ﻓﻲ ﺘﻭﺠﻴﻪ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻝﺤل ﻗﻀﺎﻴﺎ ﺍﻝﻌﻤل ﺍﻝﻤﻌﻘﺩﺓ ﺍﻝﺘﻲ‬ ‫•‬
‫ﺘﻭﺍﺠﻬﻬﺎ ﻋﻨﺩ ﺘﻌﺎﻤﻠﻬﺎ ﻤﻊ ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ‪ ،‬ﻜﻤﺎ ﺃﻨﻪ ﻻ ﻴﻤﻜﻥ ﺃﻥ ﺘﺤﺴﻥ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺞ ﺃﻭ‬
‫ﺍﻝﺨﺩﻤﺔ ﺒﻤﺠﺭﺩ ﺍﺘﺒﺎﻋﻬﺎ ﺤﺭﻓﻴﺎﹰ‪ ،‬ﻭﺃﻨﻬﺎ ﻝﻡ ﺘﺼﻤﻡ ﻝﻬﺫﺍ ﺍﻝﻐﺭﺽ ﻭﺇﻨﻤﺎ ﺼﻤﻤﺕ ﻜﺄﺩﻭﺍﺕ ﻝﺘﻭﺠﻴﻪ‬
‫ﺍﻹﺩﺍﺭﺓ‪.‬‬
‫ﺍﻝﺘﻁﺒﻴﻕ ﺍﻹﺒﺩﺍﻋﻲ ﻝﻬﺫﻩ ﺍﻷﻨﻅﻤﺔ ﻓﻲ ﺒﻴﺌﺔ ﺍﻝﻌﻤل ﺍﻝﻤﻼﺌﻤﺔ ﺴﻭﻑ ﻴﻨﺘﺞ ﺨﺩﻤﺔ ﺃﻓﻀل ﻭﻤﻨﺘﺠﹰﺎ ﺫﺍ‬ ‫•‬
‫ﺠﻭﺩﺓ ﻤﻀﻤﻭﻨﺔ‪.‬‬

‫ﺇﻥ ﺩﺭﺍﺴﺔ )
 ‪ ("ll‬ﻗﺩ ﺭﻜﺯﺕ ﻋﻠﻰ ﺁﺜﺎﺭ ﺍﺘﺒﺎﻉ ﻤﻌﺎﻴﻴﺭ ﺍﻝﺠﻭﺩﺓ ﺍﻝﻌﺎﻝﻤﻴﺔ ﻝﺘﻁﻭﻴﺭ ﺍﻝﺒﺭﻤﺠﻴﺎﺕ‬
‫ﻋﻠﻰ ﺍﻝﻤﻨﻅﻤﺔ‪ .‬ﻭﺘﻨﺎﻭﻝﺕ ‪ σ‬ﻭ‪ ،TQM‬ﻭﻝﻜﻨﻬﺎ ﻝﻡ ﺘﻘﺩﻡ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﻤﻘﺘﺭﺤﺔ ﻝﺘﻘﻭﻴﻡ ﺍﻷﺩﺍﺀ‪.‬‬

‫‪ .٥‬ﺩﺭﺍﺴﺔ ) ‪ (
n‬ﺒﻌﻨﻭﺍﻥ‪(Ae ent And Atn The Coee :‬‬
‫‪Predent Steer The SHIP: An An
ytc Co p
ron Of D
hbo
rd‬‬
‫‪Indc
tor The B

nced Scorec
rd Perfor
nce Me
ure And Sx‬‬
‫)‪S
In The Coee And Unverty Sttn‬‬

‫ﻫﺩﻓﺕ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺘﻘﻭﻴﻡ ﺃﺩﺍﺀ ﻜﻠﻴﺎﺕ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻌﻠﻴﺎ ﻓﻲ ﺠﺎﻤﻌﺔ ﻭﻻﻴﺔ ﺒﺎﻝﺘﻴﻤﻭﺭ‪،‬‬
‫ﻭﺇﺠﺭﺍﺀ ﺘﺤﻠﻴل ﻤﻘﺎﺭﻥ ﻝﻤﻘﺎﻴﻴﺱ ﺍﻷﺩﺍﺀ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ ﻓﻲ ﺍﻝﺠﺎﻤﻌﺔ )‪ BC‬ﻭ‪ .(σ‬ﻜﻤﺎ ﻫﺩﻓﺕ ﺍﻝﺩﺭﺍﺴﺔ‬
‫ﺇﻝﻰ ﻤﻌﺭﻓﺔ ﻓﺎﻋﻠﻴﺔ ﺍﻝﺤﺎﻜﻤﻴﺔ ﺍﻝﻤﺅﺴﺴﻴﺔ ﻭﻤﺴﺅﻭﻝﻴﺘﻬﺎ ﻓﻲ ﺇﻨﺠﺎﺡ ﺩﻭﺭ ﺍﻝﺠﺎﻤﻌﺔ‪ .‬ﻭﺘﻨﺎﻭﻝﺕ ﺍﻝﺩﺭﺍﺴﺔ‬
‫ﻤﺭﺍﺠﻌﺔ ﻭﻓﺤﺹ ﺒﻌﺽ ﺃﺩﻭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻝﺘﻲ ﺘﺴﺘﺨﺩﻤﻬﺎ ﻓﻲ ﺘﺤﺴﻴﻥ ﺃﺩﺍﺀ ﺍﻝﻜﻠﻴﺎﺕ ﻓﻲ ﺍﻝﺠﺎﻤﻌﺔ‬
‫ﻭﺘﻘﻭﻴﻤﻪ‪ ،‬ﻭﻗﺎﻤﺕ ﺒﻌﺭﺽ ﻤﺨﺘﺼﺭ ﻝﻜل ﺃﺩﺍﺓ ﻭﺘﻭﻀﻴﺤﻪ‪ .‬ﻭﺃﺸﺎﺭﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺇﻝﻰ ﺃﻥ ‪ - BC‬ﺍﻝﺘﻲ‬
 ‫‪١٠‬‬

‫ﺘﺄﺨﺫ ﻓﻲ ﺍﻝﺤﺴﺒﺎﻥ ﺍﻝﺠﻭﺍﻨﺏ ﺍﻷﺭﺒﻌﺔ )ﺍﻝﻤﺎﻝﻲ‪ ،‬ﻭﺍﻝﻌﻤﻴل‪ ،‬ﻭﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﺘﺸﻐﻴﻠﻴﺔ ﺍﻝﺩﺍﺨﻠﻴﺔ‪ ،‬ﻭﺍﻝﺘﻌﻠﻡ‬
‫ﻭﺍﻝﻨﻤﻭ( ‪ -‬ﻫﻲ ﺍﻷﺩﺍﺓ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﺘﻲ ﺘﺴﺎﻋﺩ ﻋﻠﻰ ﺘﺭﺠﻤﺔ ﺭﺅﻴﺔ ﺍﻝﻤﻨﻅﻤﺔ ﻭﺭﺴﺎﻝﺘﻬﺎ ﺇﻝﻰ ﺃﻫﺩﺍﻑ ﻗﺎﺒﻠﺔ‬
‫ﻝﻠﻘﻴﺎﺱ‪ ،‬ﻭﺒﻌﺩ ﺫﻝﻙ‪ ،‬ﻀﺒﻁ ﺃﺩﺍﺀ ﺍﻝﻤﻨﻅﻤﺔ ﻭﺘﻭﺠﻴﻬﻪ ﻨﺤﻭ ﺘﺤﻘﻴﻕ ﻫﺫﻩ ﺍﻷﻫﺩﺍﻑ ﻓﻲ ﺍﻝﺠﻭﺍﻨﺏ ﺍﻷﺭﺒﻌﺔ‪.‬‬
‫ﺃﻤﺎ ﻓﻲ ﺘﻁﺒﻴﻘﺎﺕ ‪ σ‬ﻓﺈﻨﻪ ﻤﻥ ﺍﻝﻤﻬﻡ ﺠﺩﺍﹰ ﺘﺤﺩﻴﺩ ﺍﻝﻘﻴﺎﺱ ﻭﺍﻹﺤﺼﺎﺌﻴﺎﺕ ﻭﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻷﺴﺎﺴﻴﺔ‪ ،‬ﻭﻜﺫﻝﻙ‬
‫ﺘﺤﺩﻴﺩ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ "‪ .“blck belt‬ﺍﻝﺘﻲ ﺘﻤﺜل ﺍﻷﺸﺨﺎﺹ ﺍﻝﻘﻴﺎﺩﻴﻴﻥ ﺍﻝﺫﻴﻥ ﺴﻴﻘﻭﺩﻭﻥ‬
‫ﺍﻝﻤﻭﻅﻔﻴﻥ ﺃﺜﻨﺎﺀ ﺘﺤﺴﻴﻥ ﺍﻝﻌﻤﻠﻴﺎﺕ‪.‬‬

‫ﻭﻤﻥ ﺃﻫﻡ ﺍﻝﻨﺘﺎﺌﺞ ﺍﻝﺘﻲ ﺘﻭﺼﻠﺕ ﺇﻝﻴﻬﺎ ﺍﻝﺩﺭﺍﺴﺔ ﻤﺎ ﻴﻠﻲ‪:‬‬

‫• ﺇﻥ ﺃﻓﻀل ﺃﺩﺍﺓ ﺘﺴﺎﻋﺩ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻋﻠﻰ ﺘﻘﻭﻴﻡ ﻤﺴﺘﻭﻯ ﺃﺩﺍﺀ ﺍﻝﺠﺎﻤﻌﺔ ﻫﻲ ‪ ،BC‬ﻭﺫﻝﻙ‬
‫ﻝﻭﻀﻭﺤﻬﺎ ﻭﻗﺎﺒﻠﻴﺘﻬﺎ ﻝﻠﻔﻬﻡ ﻭﺍﻹﺩﺭﺍﻙ‪.‬‬
‫• ﺇﺤﺩﻯ ﻨﻘﺎﻁ ﺍﻝﻘﻭﺓ ﻝﺒﻁﺎﻗﺔ ﺍﻷﺩﺍﺀ ﺍﻝﻤﺘﻭﺍﺯﻥ ﺃﻨﻬﺎ ﻻ ﺘﻭﺠﻪ ﺍﻝﻤﻨﻅﻤﺔ ﺇﻝﻰ ﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺍﻝﻤﻘﺎﻴﻴﺱ‬
‫ﺍﻝﻤﺎﻝﻴﺔ ﻓﻘﻁ‪ ،‬ﺒل ﺃﻴﻀﹰﺎ ﺘﻭﺠﻬﻬﺎ ﺇﻝﻰ ﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺍﻝﻤﻘﺎﻴﻴﺱ ﻏﻴﺭ ﺍﻝﻤﺎﻝﻴﺔ )ﺍﻝﻌﻤﻴل‪ ،‬ﻭﺍﻝﻌﻤﻠﻴﺎﺕ‬
‫ﺍﻝﺘﺸﻐﻴﻠﻴﺔ ﺍﻝﺩﺍﺨﻠﻴﺔ‪ ،‬ﻭﺍﻝﺘﻌﻠﻡ ﻭﺍﻝﻨﻤﻭ(‪ ،‬ﻭﻝﻜﻥ ﻫﺫﻩ ﺍﻝﺒﻁﺎﻗﺔ ﻗﺩ ﻻ ﺘﺤﺩﺩ ﺍﻝﻤﻘﻴﺎﺱ ﺃﻭ ﺍﻝﻤﺅﺸﺭ ﺍﻝﺫﻱ‬
‫ﻴﺠﺏ ﺍﺴﺘﻌﻤﺎﻝﻪ‪.‬‬
‫• ﻨﻅﺎﻡ ‪ σ‬ﻻ ﻴﺭﻜﺯ ﻋﻠﻰ ﺃﻱ ﻤﺴﺘﻭﻯ ﻤﻁﻠﻭﺏ ﻤﻥ ﺍﻝﺘﻘﻭﻴﻡ‪ ،‬ﻭﻝﻜﻨﻪ ﻴﺭﻜﺯ ﻋﻠﻰ ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ‬
‫ﻝﻠﻌﻤﻠﻴﺎﺕ ﺍﻝﺠﻭﻫﺭﻴﺔ‪ ،‬ﻭﺒﺸﻜل ﺃﻜﺜﺭ ﺘﺤﺩﻴﺩﹰﺍ‪ ،‬ﺘﻠﻙ ﺍﻝﺘﻲ ﻝﻬﺎ ﺘﺄﺜﻴﺭ ﺃﻜﺒﺭ ﻋﻠﻰ ﺍﻝﻌﺎﺌﺩ ﻭﺍﻝﻌﻤﻼﺀ‬
‫ﺍﻝﺭﺌﻴﺴﻴﻴﻥ‪.‬‬

‫ﺇﻥ ﺩﺭﺍﺴﺔ ) ‪ ("+‬ﻗﺎﻤﺕ ﺒﻔﺤﺹ ﻤﻘﺎﻴﻴﺱ ﺍﻷﺩﺍﺀ ﻭﺍﻝﺘﻘﺎﻭﻴﻡ ﺍﻝﻤﻌﺎﺼﺭﺓ ﻭﺘﺤﻠﻴﻠﻬﺎ‪،‬‬
‫ﻭﻝﻜﻨﻬﺎ ﻝﻡ ﺘﺘﻁﺭﻕ ﺇﻝﻰ ﺍﻝﺼﻌﻭﺒﺎﺕ ﺍﻝﺘﻲ ﺘﻭﺍﺠﻪ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻓﻲ ﻫﺫﺍ ﺍﻝﻤﺠﺎل‪ ،‬ﻜﻤﺎ ﺃﻨﻬﺎ ﻝﻡ ﺘﺤﺎﻭل ﺒﻨﺎﺀ‬
‫ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﻤﻘﺘﺭﺤﺔ ﻝﺘﻘﻭﻴﻡ ﺍﻷﺩﺍﺀ‪.‬‬

‫‪ .٦‬ﺩﺭﺍﺴﺔ )‪ (0nowe et
 1‬ﺒﻌﻨﻭﺍﻥ ‪(A conceptu
 ode for the‬‬
‫‪
ppc
ton‬‬ ‫‪of‬‬ ‫‪Sx‬‬ ‫
‪S‬‬ ‫‪ ethodooe‬‬ ‫‪to‬‬ ‫‪uppy‬‬ ‫‪ch
n‬‬
‫)‪ prove ent‬‬

‫ﺘﻌﺘﺒﺭ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﻤﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻨﻅﺭﻴﺔ ﺍﻝﺘﻲ ﻫﺩﻓﺕ ﺇﻝﻰ ﺘﺄﺴﻴﺱ ﻤﻨﻬﺠﻴﺔ ﻝﻨﻅﺎﻡ ﺴﻴﺠﻤﺎ‬
‫ﻻ ﻤﻥ ﺍﻻﻗﺘﺼﺎﺭ ﻓﻘﻁ ﻋﻠﻰ ﺍﻝﻌﻤﻠﻴﺎﺕ‬
‫ﺴﺘﺔ ﺍﻝﺘﻲ ﺘﺴﺘﺨﺩﻡ ﻜﺂﻝﻴﺔ ﻝﺘﺤﺴﻴﻥ ﺴﻠﺴﻠﺔ ﺨﻁﻭﻁ ﺍﻝﺘﻭﺭﻴﺩ‪ ،‬ﺒﺩ ﹰ‬
‫ﺍﻝﺘﺸﻐﻴﻠﻴﺔ ﺍﻝﺩﺍﺨﻠﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪ ،‬ﻭﺼﻴﺎﻏﺔ ﻨﻤﻭﺫﺝ ﻴﺩﻋﻡ ﻤﺜل ﻫﺫﻩ ﺍﻝﻤﻨﻬﺠﻴﺔ‪ .‬ﻭﺘﻨﺎﻭﻝﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺘﻁﺒﻴﻘﺎﺕ‬
 ‫‪١١‬‬

‫ﺃﻨﻅﻤﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﻫﺫﻩ ﺍﻝﺨﻁﻭﻁ‪ ،‬ﻭﺍﻗﺘﺭﺍﺡ ﻨﻤﻭﺫﺝ ﻤﻔﺎﻫﻴﻤﻲ ﻴﺘﻜﻭﻥ ﻤﻥ ﻤﺴﺘﻭﻴﻴﻥ‪ ،‬ﻴﺘﺴﻕ ﻤﻊ‬
‫ﺃﺩﺒﻴﺎﺕ ﺍﻝﻤﻭﻀﻭﻉ‪ ،‬ﻭﻴﺩﻋﻡ ﻫﺩﻑ ﺍﻝﺩﺭﺍﺴﺔ ﻭﻓﺭﻀﻴﺘﻬﺎ‪ ،‬ﻭﻤﻜﻤل ﺒﻤﻨﻬﺠﻴﺔ ‪ ،BC‬ﻭﺒﻨﻤﻭﺫﺝ ﻤﺭﺠﻌﻴﺔ‬
‫ﻋﻤﻠﻴﺎﺕ ﺨﻁﻭﻁ ﺍﻝﺘﻭﺭﻴﺩ ‪ u!!l C+ O!erto+ Refere+ce‬ﻭﺍﻝﺫﻱ ﻴﻌﺭﻑ ﺒﺎﺴﻡ‬
‫)‪ ،(COR‬ﻭﺒﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺍﻝﺘﻲ ﺘﻤﺭ ﺒﺩﻭﺭﺓ ﺍﻝﺘﻌﺭﻴﻑ ﻭﺍﻝﻘﻴﺎﺱ ﻭﺍﻝﺘﺤﻠﻴل ﻭﺍﻝﺘﺤﺴﻴﻥ ﻭﺍﻝﻀﺒﻁ‬
‫ﻭﺍﻝﻤﻌﺭﻭﻓﺔ ﺒﺎﺴﻡ )‪.(DMAIC‬‬

‫ﻭﻤﻥ ﺍﻝﻨﺘﺎﺌﺞ ﺍﻝﺘﻲ ﺘﻭﺼﻠﺕ ﺇﻝﻴﻬﺎ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﻤﺎ ﻴﻠﻲ‪:‬‬

‫• ﺘﻌﺭﺽ ﻓﻜﺭﺓ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﻭﻴﺭ ﺍﻝﻤﺩﺍﺨل ﺍﻝﺤﺎﻝﻴﺔ ﻝﺘﺤﺴﻴﻥ ﺨﻁﻭﻁ ﺍﻝﺘﻭﺭﻴﺩ‪ ،‬ﻜﻤﺎ‬
‫ﺘﻌﺭﺽ ﻤﻨﻔﻌﺔ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻨﺤﺭﺍﻓﺎﺕ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺇﺯﺍﻝﺔ ﺍﻷﻨﺸﻁﺔ ﺍﻝﺘﻲ ﻻ ﺘﻀﻴﻑ ﻗﻴﻤﺔ‪.‬‬
‫• ﻝﻜﻲ ﺘﻜﻭﻥ ﻫﺫﻩ ﺍﻝﻤﻨﻬﺠﻴﺔ ﺍﻝﺠﺩﻴﺩﺓ ﻨﺎﺠﺤﺔ ﻓﺈﻥ ﻫﻨﺎﻙ ﺤﺎﺠﺔ ﺇﻝﻰ ﺭﻭﺍﺒﻁ ﻗﻭﻴﺔ ﺘﺭﺒﻁﻬﺎ‬
‫ﺒﺎﻹﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﻋﻥ ﻁﺭﻴﻕ ﺇﻁﺎﺭ ﺘﻌﺎﻭﻨﻲ ﻭﺍﻀﺢ؛ ﻴﺘﻜﻭﻥ ﻤﻥ ﻤﺠﻤﻭﻋﺔ ﺍﻷﺩﻭﺍﺕ ﺍﻝﺘﻲ ﺘﻤﻜﻨﻪ ﻤﻥ‬
‫ﻤﻌﺎﻝﺠﺔ ﺍﻷﻫﺩﺍﻑ ﺍﻝﻤﺯﺩﻭﺠﺔ؛ ﺍﻝﻤﺘﻤﺜﻠﺔ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻻﻨﺤﺭﺍﻓﺎﺕ‪ ،‬ﻭﺇﺯﺍﻝﺔ ﺍﻷﻨﺸﻁﺔ ﺍﻝﺘﻲ ﻻ‬
‫ﺘﻀﻴﻑ ﻗﻴﻤﺔ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬
‫• ﺇﻥ ﺍﺴﺘﻌﻤﺎل ‪ BC‬ﻓﻲ ﻋﻤﻠﻴﺔ ﺍﻝﺘﺤﺴﻴﻥ ﺴﻭﻑ ﻴﻤﻜﻥ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻤﻥ ﺭﺒﻁ ﺃﺩﺍﺀ ﺨﻁﻭﻁ ﺍﻝﺘﻭﺭﻴﺩ‬
‫ﺒﺎﻹﺴﺘﺭﺍﺘﻴﺠﻴﺔ‪.‬‬
‫• ﺇﻥ ﺩﺭﺍﺴﺔ ) ‪ (5+o6le et l‬ﺭﻜﺯﺕ ﻋﻠﻰ ‪ σ‬ﺒﺎﻋﺘﺒﺎﺭﻫﺎ ﺘﺅﺩﻱ ﺇﻝﻰ ﺘﺤﺴﻴﻥ ﺍﻝﻤﻨﻔﻌﺔ‬
‫ﺍﻝﻤﻘﺩﻤﺔ ﺇﻝﻰ ﺍﻝﻤﻨﻅﻤﺎﺕ ﺍﻝﻤﻬﻨﻴﺔ‪ .‬ﻭﻤﺤﺎﻭﻝﺔ ﺭﺒﻁﻬﺎ ﺒﺒﻁﺎﻗﺔ ﺍﻷﺩﺍﺀ ﺍﻝﻤﺘﻭﺍﺯﻥ‪ ،‬ﻭﻝﻜﻥ ﺘﻠﻙ ﺍﻝﺩﺭﺍﺴﺔ‪،‬‬
‫ﻴﻨﻘﺼﻬﺎ ﻋﺩﻡ ﺍﻹﺸﺎﺭﺓ ﺇﻝﻰ ﺍﻝﺼﻌﻭﺒﺎﺕ ﻭﺍﻝﻤﻌﻭﻗﺎﺕ ﺍﻝﺘﻲ ﺘﻭﺍﺠﻪ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻓﻲ ﻤﺠﺎل ﺍﻝﻘﻴﺎﺱ‬
‫ﻭﺍﻝﺘﻘﻭﻴﻡ‪.‬‬

‫‪ .٧‬ﺩﺭﺍﺴﺔ )
‪ (Abrht
nd 2‬ﺒﻌﻨﻭﺍﻥ ‪M
n
er
 Accountn
nd‬‬
‫‪Contnuou‬‬ ‫‪I prove ent‬‬ ‫‪Int
tve:‬‬ ‫‪A‬‬ ‫‪Retropectve‬‬ ‫‪
nd‬‬
‫‪Fr
ework.‬‬

‫ﻭﻫﻲ ﻤﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻨﻅﺭﻴﺔ ﺍﻝﺘﻲ ﻫﺩﻓﺕ ﺇﻝﻰ ﺒﻨﺎﺀ ﺇﻁﺎﺭ ﻝﻔﻬﻡ ﺃﻭﺠﻪ ﺍﻝﺸﺒﻪ ﻭﺍﻻﺨﺘﻼﻑ ﺒﻴﻥ‬
‫ﺃﻨﻅﻤﺔ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻭﺍﻝﺘﻲ ﺘﻀﻡ؛ ‪ ،TQM‬ﻭﺘﻘﻨﻴﺔ ﻀﺒﻁ ﺍﻝﻭﻗﺕ‪ ،‬ﻭﺍﻹﺩﺍﺭﺓ ﻭﺍﻝﺘﻜﺎﻝﻴﻑ ﻋﻠﻰ‬
‫ﺃﺴﺎﺱ ﺍﻝﻨﺸﺎﻁ‪ ،‬ﻭ‪ ،BC‬ﻭﺍﻝﻤﻘﺎﺭﻨﺎﺕ ﺍﻝﻤﺭﺠﻌﻴﺔ‪ ،‬ﻭﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻨﻅﺭﻴﺔ ﺍﻝﻘﻴﻭﺩ‪ ،‬ﻭﺍﻝﺘﻜﻠﻔﺔ ﺍﻝﻤﺴﺘﻬﺩﻓﺔ‪،‬‬
‫ﻭﺇﻋﺎﺩﺓ ﻫﻨﺩﺴﺔ ﺍﻝﻌﻤﻠﻴﺔ‪ ،‬ﻭﺍﻝﺘﻲ ﺘﺯﻴﺩ ﻤﻥ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺞ‪ ،‬ﻭﺘﺨﻔﺽ ﺍﻝﺘﻜﻠﻔﺔ‪ ،‬ﻭﺘﺤﺴﻥ ﻤﻥ ﺃﺩﺍﺀ ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬
 ‫‪١٢‬‬

‫ﻭﺘﻨﺎﻭﻝﺕ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺴﻴﺎﻕ ﺍﻝﺘﺎﺭﻴﺨﻲ ﻷﻨﻅﻤﺔ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ‪ ،‬ﻭﺍﻝﺘﻁﻭﺭﺍﺕ ﺍﻝﺘﻲ ﺤﺼﻠﺕ؛‬
‫ﻜﺎﺴﺘﺠﺎﺒﺔ ﻝﻀﻐﻭﻁ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻝﻌﺎﻝﻤﻲ ﺍﻝﺠﺩﻴﺩ‪ ،‬ﻭﻤﻨﻔﻌﺔ ﺍﻹﻁﺎﺭ ﻓﻲ ﻓﻬﻡ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﻫﺫﻩ ﺍﻷﻨﻅﻤﺔ‪.‬‬

‫ﻭﺘﻭﺼل ﺍﻝﺒﺎﺤﺜﺎﻥ ﺇﻝﻰ ﺃﻥ‪:‬‬

‫ﺠﻤﻴﻊ ﺃﻨﻅﻤﺔ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﺘﻲ ﺫﻜﺭﺕ ﻓﻲ ﺍﻝﺩﺭﺍﺴﺔ ﻴﻤﻜﻥ ﺘﺼﻨﻴﻔﻬﺎ ﺇﻝﻰ ﺜﻼﺙ ﻓﺌﺎﺕ‪ :‬ﺇﺩﺍﺭﺓ ﺘﺩﻓﻕ‬ ‫•‬
‫ﺍﻹﻨﺘﺎﺝ‪ ،‬ﻭﺘﺨﻔﻴﺽ ﺍﻨﺤﺭﺍﻑ ﺍﻝﻌﻤﻠﻴﺔ‪ ،‬ﻭﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻴﺔ‪.‬‬
‫• ﺘﻡ ﺘﻁﻭﻴﺭ ﻨﻅﺎﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﺘﺨﻔﻴﺽ ﺍﻨﺤﺭﺍﻑ ﺍﻝﻌﻤﻠﻴﺔ‪ ،‬ﻭﻻ ﻴﺘﻭﻗﻑ ﻫﺫﺍ ﺍﻝﻨﻅﺎﻡ ﻋﻨﺩ ﺘﺤﺴﻴﻥ‬
‫ﺍﻝﻌﻤﻠﻴﺔ‪ ،‬ﻭﻝﻜﻨﻪ ﻴﺘﻁﻠﺏ ﺘﻘﺭﻴﺭﹰﺍ ﻋﻥ ﺍﻷﺩﺍﺀ ﺍﻝﻤﺎﻝﻲ ﺍﻝﻨﺎﺘﺞ ﻋﻥ ﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﻤﺤﺴﻨﺔ‪.‬‬
‫• ﻴﺨﺘﻠﻑ ﻨﻅﺎﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻥ ﺒﺎﻗﻲ ﺒﺭﺍﻤﺞ ﺘﺤﺴﻴﻥ ﺍﻝﺠﻭﺩﺓ‪ ،‬ﻓﻲ ﺃﻨﻪ ﻴﺴﺘﺨﺩﻡ ﺍﻷﺩﺍﺀ ﺍﻝﻤﺴﺘﻬﺩﻑ‪،‬‬
‫ﻭﻴﺭﺒﻁﻪ ﺒﺎﻝﺘﺤﺴﻥ ﺍﻝﻤﺎﻝﻲ‪ ،‬ﻝﺫﻝﻙ ﻴﺤﺎﻭل ﻫﺫﺍ ﺍﻝﻨﻅﺎﻡ ﺭﺒﻁ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﺒﺘﺤﺴﻴﻥ ﺍﻝﺠﻭﺩﺓ‬
‫ﻭﺍﻝﻤﺨﺭﺠﺎﺕ ﺍﻝﻤﺎﻝﻴﺔ ﺍﻝﻤﺤﺴﻨﺔ‪.‬‬

‫ﻜﻤﺎ ﻴﻌﺘﻘﺩ ﺍﻝﺒﺎﺤﺜﺎﻥ ﺃﻥ‪:‬‬

‫• ﻜل ﺍﻷﺩﻭﺍﺕ ﺘﺤﺎﻭل ﺘﺨﻔﻴﺽ ﺍﻝﻔﺎﻗﺩ‪ ،‬ﻭﺘﺤﺴﻴﻥ ﺍﻝﻌﻤﻠﻴﺎﺕ ﻋﻥ ﻁﺭﻴﻕ ﻓﻬﻡ ﺍﻷﻨﺸﻁﺔ‪.‬‬

‫• ﻜل ﺍﻷﺩﻭﺍﺕ ﺘﺅﻜﺩ ﻋﻠﻰ ﻓﻜﺭﺓ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ‪.‬‬

‫ﺇﻥ ﺩﺭﺍﺴﺔ ) ‪ (Albrt +7 8‬ﺤﺎﻭﻝﺕ ﺇﺒﺭﺍﺯ ﺃﻭﺠﻪ ﺍﻝﺸﺒﻪ ﻭﺍﻻﺨﺘﻼﻑ ﺒﻴﻥ‬
‫ﺍﻝﻌﺩﻴﺩ ﻤﻥ ﺃﻨﻅﻤﺔ ﺍﻝﻘﻴﺎﺱ‪ ،‬ﻭﻭﻀﻊ ﺇﻁﺎﺭ ﻴﻭﻀﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﻫﺫﻩ ﺍﻷﻨﻅﻤﺔ ﻤﻥ ﻤﻨﻅﻭﺭ ﻨﻅﺭﻱ‪ ،‬ﻭﻝﻜﻥ‬
‫ﺘﻠﻙ ﺍﻝﺩﺭﺍﺴﺔ ﻝﻡ ﺘﻭﻀﺢ ﺍﻝﻨﻅﺎﻡ ﺍﻝﺫﻱ ﻴﻤﻜﻥ ﺘﻁﺒﻴﻘﻪ ﻋﻤﻠﻴﹰﺎ ﻭﻴﻀﻡ ﺃﻜﺜﺭ ﻤﻥ ﺘﻘﻨﻴﺔ ﻝﻠﻘﻴﺎﺱ‪.‬‬

‫‪ .٨‬ﺩﺭﺍﺴﺔ ) ‪ (Nourp

n
h
nd other‬ﺒﻌﻨﻭﺍﻥ
‪Seecton Sx S‬‬
‫‪Project Ue G
hp-2p‬‬

‫ﻴﻌﺘﻤﺩ ﺍﻝﺘﻁﺒﻴﻕ ﺍﻝﻨﺎﺠﺢ ل "ﺴﻴﺠﻤﺎ ﺴﺘﺔ" ﻋﻠﻰ ﻤﺩﻯ ﻤﻼﺌﻤﺔ ﺘﺤﺩﻴﺩ ﺃﻭﻝﻭﻴﺎﺕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭ‬
‫ﺍﻻﺨﺘﻴﺎﺭ ﺍﻝﻤﻼﺌﻡ‪ .‬ﻭﺘﻌﺘﺒﺭ ﻋﻤﻠﻴﺔ ﺍﺨﺘﻴﺎﺭ ﺍﻝﻤﺸﺭﻭﻉ ﻫﻲ ﺍﻝﺨﻁﻭﺓ ﺍﻷﻭﻝﻰ ﻓﻲ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﺇﻥ‬
‫ﻗﺭﺍﺭ ﺍﺨﺘﻴﺎﺭ ﺍﻝﻤﺸﺭﻭﻉ – ﻤﻊ ﻭﺠﻭﺩ ﺘﻘﻴﻴﺩ ﻝﻠﻤﻭﺍﺭﺩ‪ -‬ﻗﺭﺍﺭ ﻫﺎﻡ ﺠﺩﺍ ﻭ ﻴﻠﻌﺏ ﺩﻭﺭ ﺃﺴﺎﺴﻲ ﻓﻲ ﻤﺩﻯ‬
‫ﺘﻁﺒﻴﻕ ﻭ ﻨﺸﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺩﺍﺨل ﺍﻝﻤﻨﻅﻤﺎﺕ‪ .‬ﻭﻗﺩ ﺘﻡ ﺘﻘﺩﻴﻡ ﻤﺭﺍﺠﻌﺔ ﻝﻠﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ ﻭﺍﻝﺘﻲ ﺘﺴﻠﻁ‬
‫ﺍﻝﻀﻭﺀ ﻋﻠﻰ ﻤﺩﻯ ﺃﻫﻤﻴﺔ ﺍﺨﺘﻴﺎﺭ ﺍﻝﻤﺸﺭﻭﻉ ﻓﻲ ﻨﺸﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻫﻭ ﻤﻭﻀﻭﻉ ﺒﺎﻝﻎ ﺍﻷﻫﻤﻴﺔ‪ ،‬ﻭﻝﻡ‬
‫ﺘﺘﻨﺎﻭﻝﻪ ﺍﻝﻜﺜﻴﺭ ﻤﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺴﺎﺒﻘﺎ‪ .‬ﺇﻥ ﺍﻝﻬﺩﻑ ﻤﻥ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ‪ ،‬ﺘﻁﻭﻴﺭ ﻨﻤﻭﺫﺝ ﺭﻴﺎﻀﻲ ﻴﻤﻜﹼﻥ ﻤﻥ‬
 ‫‪١٣‬‬

‫ﺍﺨﺘﻴﺎﺭ ﻤﺸﺭﻭﻉ ﺃﻭ ﺍﻜﺜﺭ ﻤﻥ ﻤﺸﺎﺭﻴﻊ ﺴﻴﺠﻤﺎ ﺴﺘﺔ؛ ﻭ ﺍﻝﺘﻲ ﺘﻌﻭﺩ ﺒﻔﺎﺌﺩﺓ ﺠﻤﺔ ﻋﻠﻰ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻤﻊ‬
‫ﺍﻗﺘﺭﺍﺡ ﻤﻨﻬﺞ ﺠﺩﻴﺩ ﻤﻥ ﺨﻼل ﺩﻤﺞ ﻋﻤﻠﻴﺔ ﺍﻝﺘﺤﻠﻴل ﺍﻝﻬﺭﻤﻲ ﻝﻠﻤﺠﻤﻭﻋﺔ‪ ،‬ﻭﺍﻝﺒﺭﻤﺠﺔ ﺍﻝﺨﻁﻴﺔ )‪GAP-‬‬
‫‪ (8P‬ﻻﺨﺘﻴﺎﺭ ﻁﺭﻴﻘﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪.‬‬

‫‪ .٩‬ﺩﺭﺍﺴﺔ ) ‪ (P

nve Subr

ny
&other‬ﺒﻌﻨﻭﺍﻥ ‪An Innov
tve‬‬
‫‪2e
n Sx S
Appro
ch for Enneern Den .‬‬

‫ﺒﻴﻥ ﺍﻝﺒﺎﺤﺜﻭﻥ ﺃﻥ ﺃﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻭ ﻤﻥ ﺍﻷﺴﺎﻝﻴﺏ ﻭﺍﻝﻤﻨﺎﻫﺞ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ ﻓﻲ ﺇﻨﺘﺎﺝ ﻤﻨﺘﺞ‬
‫ﻤﺘﻁﻭﺭ؛ ﻴﺴﺘﺨﺩﻡ ﻤﻥ ﻗﺒل ﺍﻝﻤﻨﻅﻤﺎﺕ ﻓﻲ ﻤﺤﺎﻭﻝﺔ ﻝﺘﺤﻘﻴﻕ ﺘﻨﻤﻴﺔ ﺍﻗﺘﺼﺎﺩﻴﺔ ﻝﻠﻤﺠﺘﻤﻊ‪ .‬ﺇﻥ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ‬
‫ﻴﻌﻤل ﻋﻠﻰ ﺘﻁﻭﻴﺭ ﺍﻷﻨﺸﻁﺔ ﺍﻹﻨﺘﺎﺠﻴﺔ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻤﻥ ﺨﻼل ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ‪ ،‬ﻝﺫﻝﻙ ﻻ ﺒﺩ‬
‫ﻤﻥ ﺘﺼﻤﻴﻡ ﻨﻅﺎﻡ ﺇﻨﺘﺎﺠﻲ ﻓﻌﺎل ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻴﻌﺘﻤﺩ ﻋﻠﻰ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ ﻝﻠﻭﺼﻭل ﻝﻜﻔﺎﺀﺓ ﺇﻨﺘﺎﺠﻴﺔ‬
‫ﺘﻨﺎﻓﺴﻴﺔ ﻝﻤﻨﺘﺞ ﺍﻝﻤﻨﻅﻤﺔ ﻝﺤﺠﺯ ﻤﻜﺎﻥ ﻝﻪ ﻓﻲ ﺍﻷﺴﻭﺍﻕ‪ .‬ﻝﺫﻝﻙ‪ ،‬ﻋﻠﻰ ﺍﻝﻤﻨﻅﻤﺎﺕ ﺍﻋﺘﻤﺎﺩ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ‬
‫ﺘﻨﺎﻓﺴﻴﺔ‪ ،‬ﺘﻌﺘﻤﺩ ﻋﻠﻰ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ ﻭﻓﻠﺴﻔﺘﻪ‪ ،‬ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﻭﻀﻊ ﺨﻁﻁ ﻁﻭﻴﻠﺔ ﺍﻷﺠل‪ ،‬ﺘﻌﺘﻤﺩ ﻋﻠﻰ‬
‫ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ ﻝﻠﻭﺼﻭل ﻝﻤﻨﺘﺞ ﺃﻤﺜل ﻤﻨﺎﻓﺱ ﻓﻲ ﺍﻷﺴﻭﺍﻕ‪.‬‬

‫‪ .١٠‬ﺩﺭﺍﺴﺔ )  ‪ (Boz

nc & P
voc‬ﺒﻌﻨﻭﺍﻥ ‪2e
n
nd Sx S
Concept‬‬
‫‪Appc
ton In Ph
r
ceutc
 Indutry.‬‬

‫ﺒﻴﻥ ﺍﻝﺒﺎﺤﺜﺎﻥ ﺃﻥ ﺍﺴﺘﺨﺩﺍﻡ ﻁﺭﻴﻘﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﺼﻨﺎﻋﺎﺕ ﺍﻝﺘﺤﻭﻴﻠﻴﺔ ﺍﻝﺩﻭﺍﺌﻴﺔ‪ ،‬ﺴﻭﻑ ﻴﺴﺎﻋﺩ‬
‫ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ‪ ،‬ﻓﻀﻼ ﻋﻥ ﺘﺤﺴﻴﻥ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺞ ﺍﻝﺩﻭﺍﺌﻲ‪ ،‬ﻭﺃﻴﻀﺎ ﺘﺤﺴﻴﻥ ﺇﻨﺘﺎﺠﻴﺔ‬
‫ﺍﻝﻤﻨﻅﻤﺔ ﻋﻥ ﻁﺭﻴﻕ ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ‪ .‬ﻭﺒﺴﺒﺏ ﻨﺠﺎﺡ ﺍﺴﺘﺨﺩﺍﻡ ﻫﺫﻩ ﺍﻝﻁﺭﻴﻘﺔ‪ ،‬ﻋﻤﻠﺕ‬
‫ﺍﻝﻤﻨﻅﻤﺎﺕ ﺍﻝﻌﺎﻤﻠﺔ ﻓﻲ ﻤﺠﺎل ﺍﻝﺼﻨﺎﻋﺔ ﺍﻝﺩﻭﺍﺌﻴﺔ ﻋﻠﻰ ﺍﺴﺘﺨﺩﺍﻤﻬﺎ ﻝﻜﻲ ﺘﻜﻭﻥ ﻤﻨﺎﻓﺴ ﹰﺎ ﻤﺒﺎﺸﺭﹰﺍ ﻓﻲ‬
‫ل ﻤﻥ ﺍﻝﻌﻴﻭﺏ‪ ،‬ﻴﺼل ﺇﻝﻰ ﺍﻝﻤﺴﺘﻬﻠﻙ ﺍﻝﻨﻬﺎﺌﻲ ﺒﺠﻭﺩﺓ ﻭﻜﻔﺎﺀﺓ‬
‫ﺍﻝﺴﻭﻕ‪ ،‬ﻋﻥ ﻁﺭﻴﻕ ﺘﻘﺩﻴﻡ ﻤﻨﺘﺞ ﺨﺎ ٍ‬
‫ﻋﺎﻝﻴﺔ‪ .‬ﻭﻴﻘﺘﺭﺡ ﺍﻝﺒﺎﺤﺜﺎﻥ ﻝﻜﻲ ﺘﻜﻭﻥ ﻁﺭﻴﻘﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻌﺎﻝﺔ‪ ،‬ﻓﺈﻥ ﻋﻠﻰ ﺍﻝﻤﻨﻅﻤﺎﺕ ﺩﺭﺍﺴﺔ ﻤﻔﺎﻫﻴﻡ‬
‫ﻫﺫﻩ ﺍﻝﻁﺭﻴﻘﺔ ﻭﺃﺴﺎﻝﻴﺒﻬﺎ ﺒﺸﻜل ﺠﻴﺩ‪ ،‬ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﺩﺭﺍﺴﺔ ﺃﺤﻭﺍل ﺍﻝﺴﻭﻕ‪ ،‬ﻭﺍﻝﺘﻨﻅﻴﻡ ﺍﻝﻘﺎﻨﻭﻨﻲ ﻝﻪ‬
‫ﻝﻠﻭﺼﻭل ﻝﺼﻨﺎﻋﺔ ﺩﻭﺍﺌﻴﺔ ﻤﻤﻴﺯﺓ ﻭﻓﺎﻋﻠﺔ‪ ،‬ﻭﺫﻝﻙ ﻋﻥ ﻁﺭﻴﻕ ﺘﺠﻨﺏ ﺃﻱ ﺘﻜﻠﻔﺔ ﻝﻺﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻓﻀﻼ‬
‫ﻋﻥ ﺃﻱ ﻫﺩﺭ ﻓﻲ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ ﻓﻲ ﺍﻝﻌﻤﻠﻴﺔ ﺍﻹﻨﺘﺎﺠﻴﺔ ‬
 ‫‪١٤‬‬

‫‪ .١١‬ﺩﺭﺍﺴﺔ ) ‪ (Iftkh

r‬ﺒﻌﻨﻭﺍﻥ ‪Snfc
nce
nd I p
ct of Tr
nn‬‬
‫‪throuh Sx S
n Hote .‬‬

‫ﺒﻴﻨﺕ ﺍﻝﺒﺎﺤﺜﺔ ﺃﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻲ ﺃﺩﺍﺓ ﺇﺩﺍﺭﻴﺔ ﻤﻬﻤﺔ ﻓﻲ ﻤﺠﺎل ﺍﻷﻋﻤﺎل ﺍﻝﺘﺠﺎﺭﻴﺔ‪ ،‬ﻭﺃﻥ ﺍﻝﻌﺩﻴﺩ ﻤﻥ‬
‫ﺍﻝﻤﻨﻅﻤﺎﺕ ﻓﻲ ﺠﻤﻴﻊ ﺃﻨﺤﺎﺀ ﺍﻝﻌﺎﻝﻡ ﺘﺴﺘﺨﺩﻡ ﻫﺫﻩ ﺍﻷﺩﺍﺓ ﻝﻠﺴﻌﻲ ﻓﻲ ﺘﺤﻘﻴﻕ ﺍﻝﻜﻤﺎل ﻓﻲ ﺃﺩﺍﺀ ﺃﻋﻤﺎﻝﻬﺎ‬
‫ﻝﻠﻭﺼﻭل ﻝﻠﺘﻤﻴﺯ ﺍﻝﺘﻨﺎﻓﺴﻲ‪ .‬ﺇﻥ ﻫﺫﻩ ﺍﻷﺩﺍﺓ ﺘﻤﻜﻥ ﺍﻝﻤﻨﻅﻤﺔ ﻤﻥ ﻤﻭﺍﺼﻠﺔ ﺘﺤﺴﻴﻥ ﺜﻘﺎﻓﺘﻬﺎ ﻭﻤﻬﺎﺭﺍﺘﻬﺎ‬
‫ﺍﻝﻌﻤﻠﻴﺔ‪ ،‬ﺤﻴﺙ ﻴﺘﺤﻘﻕ ﺫﻝﻙ ﻤﻥ ﺨﻼل ﺃﺩﺍﺓ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻷﻨﻬﺎ ﺘﺴﺎﻋﺩ ﻋﻠﻰ ﺘﺤﺩﻴﺩ ﺨﺎﺭﻁﺔ ﻁﺭﻴﻕ‬
‫ﻭﺍﻀﺤﺔ ﻝﻌﻤل ﺍﻝﻤﻨﻅﻤﺎﺕ‪ .‬ﺇﻥ ﻫﺫﻩ ﺍﻝﺩﺭﺍﺴﺔ ﺤﺎﻭﻝﺕ ﺒﻴﺎﻥ ﺃﻫﻤﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﺘﺄﺜﻴﺭﻫﺎ ﻓﻲ ﺍﻝﺼﻨﺎﻋﺔ‬
‫ﺍﻝﻔﻨﺩﻗﻴﺔ‪ .‬ﺤﻴﺙ ﺘﻌﺘﻤﺩ ﺍﻝﺼﻨﺎﻋﺔ ﺍﻝﻔﻨﺩﻗﻴﺔ ﻋﻠﻰ ﺍﻝﻌﻤﻴل )ﻀﻴﻑ(‪ ،‬ﻭﻫﻭ ﺍﻝﺠﻬﺔ ﺍﻝﻤﺴﺘﻬﺩﻓﺔ ﻤﻥ ﻗﺒل ﻫﺫﻩ‬
‫ﺍﻷﺩﺍﺓ ﺒﺎﺴﺘﺨﺩﺍﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺎﻋﺘﺒﺎﺭﻫﺎ ﺃﺩﺍﺓ ﺍﻝﻔﻨﺎﺩﻕ‪ ،‬ﻝﺘﺩﺭﻴﺏ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺠﻤﻴﻊ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ‬
‫ﻋﻠﻰ ﺍﻵﻝﻴﺔ ﺍﻝﺤﻘﻴﻘﻴﺔ ﻝﺘﺤﻘﻴﻕ ﺭﻀﺎ ﺍﻝﻌﻤﻼﺀ ﻭﺘﻭﻗﻌﺎﺘﻬﻡ‪ .‬ﻭﺘﻭﺼﻠﺕ ﺍﻝﺒﺎﺤﺜﺔ ﺇﻝﻰ ﺃﻨﻪ ﻴﻤﻜﻥ ﺍﺴﺘﺨﺩﺍﻡ‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﺘﺩﺭﻴﺏ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﻤﺨﺘﻠﻔﺔ ﻓﻲ ﺍﻝﻔﻨﺎﺩﻕ ﻝﻜﻲ ﺘﻠﻌﺏ ﺩﻭﺭﺍ ﻤﺤﻭﺭﻴﺎ ﻝﻠﻭﺼﻭل‬
‫ﻝﻠﺘﻤﻴﺯ ﻓﻲ ﺍﻝﺼﻨﺎﻋﺔ ﺍﻝﻔﻨﺩﻗﻴﺔ‪ .‬ﻭﻫﺫﺍ ﻴﻜﻭﻥ ﻋﻥ ﻁﺭﻴﻕ ﺍﻻﺴﺘﺨﺩﺍﻡ ﺍﻝﻤﻨﺘﻅﻡ ﻝﻨﻬﺞ ﻤﻨﻀﺒﻁ ﻝﺴﻴﺠﻤﺎ؛‬
‫ﻝﺘﺤﻘﻴﻕ ﺍﻝﺘﻤﻴﺯ ﻓﻲ ﺭﻀﺎ ﺍﻝﻌﻤﻼﺀ ﻓﻴﻤﺎ ﻴﺨﺹ ﺍﻝﺼﻨﺎﻋﺔ ﺍﻝﻔﻨﺩﻗﻴﺔ‪.‬‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺠﺩﻭل ﺭﻗﻡ )‪ (١‬ﻤﻠﺨﹼﺹ ﻝﻠﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(١‬‬

‫ﻤﻠﺨﹼﺹ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ‬

‫ﺃﻫﻡ ﻨﺘﺎﺌﺞ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫ﻫﺩﻑ ﺍﻝﺩﺭﺍﺴﺔ‬ ‫ﺍﻝﺩﺭﺍﺴﺔ‬ ‫ﺍﻝﺭﻗﻡ‬

‫ﺇﻥ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺞ ﺍﻝﺤﻴﻭﺩ ﺍﻝﺴﺩﺍﺴﻲ ﻴـﺅﺩﻱ‬ ‫ﺘﺨﻔﻴﺽ ﺘﻜﻠﻔﺔ ﺍﻝﺠـﻭﺩﺓ ﺍﻝﺭﺩﻴﺌـﺔ‬ ‫ﺍﻝﻴﺎﻤﻭﺭ ‪٢٠٠٧‬‬ ‫‪١‬‬
‫ﺇﻝﻰ ﺘﺨﻔﻴﺽ ﻨﺴﺏ ﺍﻝﻌﻴﻭﺏ ﻓﻲ ﺍﻝﻤﻨﺘﺠـﺎﺕ‬ ‫ﺒﺎﺴﺘﺨﺩﺍﻡ ﻤﻨﻬﺞ ﺍﻝﺤﻴﻭﺩ ﺍﻝﺴﺩﺍﺴﻲ‬
‫ﻝﺘﺒﻠﻎ   ﻭﺤﺩﺓ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼـﺔ ﻤﻤـﺎ‬
‫ﻓﻲ ﻤﻭﺍﺠﻬﺔ ﺍﻝﻌﻴﻭﺏ‪.‬‬
‫ﻴﻨﻌﻜﺱ ﺃﺜﺭﻩ ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﻜﻠﻔـﺔ ﺍﻝﺠـﻭﺩﺓ‬
‫ﺍﻝﺭﺩﻴﺌﺔ‪.‬‬
‫ﻗﻴﺎﻡ ﺍﻝﺩﺭﺍﺴﺔ ﺒﺭﺼﺩ ﻤﻨﺎﻁﻕ ﺍﻝﻘﻭﺓ ﻭﺍﻝﻀﻌﻑ‬ ‫ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ‬ ‫ﺇﻝﻰ‬ ‫ﺍﻝﺘﻌﺭﻑ‬ ‫ﺍﻝﺤﻜﻴﻡ ‪٢٠٠٨‬‬ ‫‪٢‬‬
‫ﻋﻨﺩ ﺘﻁﺒﻴﻕ ﻤﺩﺨل ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺃﻱ‬ ‫ﻤﺩﺨل ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺍﻝﻤﺭﺘﻜﺯ ﻋﻠﻰ‬
‫ﺸﺭﻜﺔ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﻝﻤﻌﺭﻓﺔ ﻭﺃﺜﺭﻩ ﻓﻲ ﺘﺤﻘﻴﻕ‬
‫ﻝﻤﻨﻅﻤﺎﺕ‬ ‫ﺍﻝﺘﻨﺎﻓﺴﻲ‬ ‫ﺍﻝﺘﻔﻭﻕ‬
‫ﺍﻷﻋﻤﺎل‪.‬‬
 ‫‪١٥‬‬

‫ﺇﻥ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻝﻤﺴﺎﻫﻤﺔ ﺍﻷﺭﺩﻨﻴﺔ‬ ‫ﺒﻴﺎﻥ ﺘﻁﺒﻴﻕ ﺃﺴـﺎﻝﻴﺏ ﺍﻝﻤﺤﺎﺴـﺒﺔ‬ ‫ﺍﻝﺨﻠﻴل ‪٢٠١٢‬‬ ‫‪٣‬‬
‫ﺘﻁﺒﻕ ﺃﺴﺎﻝﻴﺏ ﺍﻝﻤﺤﺎﺴﺒﺔ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﺤﺩﻴﺜـﺔ‬ ‫ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﺤﺩﻴﺜﺔ ﻓﻲ ﺍﻝﺸـﺭﻜﺎﺕ‬
‫ﻭﺫﻝﻙ ﻤﻥ ﺨﻼل ﺍﻝﻤﺤﺎﻭﺭ ﺍﻝﺨﻤﺴـﺔ ﺍﻝﺘـﻲ‬ ‫ـﺔ‬
‫ـﺎﻫﻤﺔ ﺍﻝﻌﺎﻤـ‬
‫ـﻨﺎﻋﻴﺔ ﺍﻝﻤﺴـ‬
‫ﺍﻝﺼـ‬
‫ﺘﺸﻜل ﻤﺠﺎﻻﺕ ﻫﺫﺍ ﺍﻝﺘﻁﺒﻴﻕ ﻭﺍﻝﺘﻲ ﺘﻨﺎﻭﻝﺘﻬﺎ‬ ‫ﺍﻷﺭﺩﻨﻴــﺔ‪ ،‬ﻭﺍﻝﺘﻌــﺭﻑ ﻋﻠــﻰ‬
‫ﺍﻝﺩﺭﺍﺴﺔ‪ ،‬ﻜﻤﺎ ﺃﻨﻪ ﻗﺩ ﺃﻅﻬﺭ ﺘﺤﻠﻴل ﺍﻝﺒﻴﺎﻨﺎﺕ‬ ‫ﺍﻝﺼــﻌﻭﺒﺎﺕ ﺍﻝﺘــﻲ ﺘﻌﺘــﺭﺽ‬
‫ﺃﻥ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻝﻤﺴﺎﻫﻤﺔ ﺍﻝﻌﺎﻤـﺔ‬ ‫ﺍﺴﺘﺨﺩﺍﻡ ﻫـﺫﻩ ﺍﻷﺴـﺎﻝﻴﺏ ﻓـﻲ‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﺘﻌﻤل ﻋﻠﻰ ﺘﻁﺒﻴﻕ ﺴـﻴﺠﻤﺎ ﺴـﺘﺔ‬ ‫ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﻤﺫﻜﻭﺭﺓ‪.‬‬
‫ﻝﻘﻴﺎﺱ ﺍﻝﺠﻭﺩﺓ ﺒﺩﺭﺠﺔ ﻤﺭﺘﻔﻌﺔ‪.‬‬
‫ﺇﻥ ﻨﻅﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﻫﻲ ﻨﻤﺎﺫﺝ ﺘﺴـﺘﺨﺩﻡ‬ ‫ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﻤﻌﺎﻴﻴﺭ‬ ‫ ‬ ‫‪٤‬‬
‫ﻭﺍﻝﻌﻭﺍﻤل ﻓﻲ ﺘﻭﺠﻴﻪ ﺍﻝﻤﻨﻅﻤﺎﺕ‪ ،‬ﻝﺤل ﻗﻀﺎﻴﺎ ﺍﻝﻌﻤـل‬ ‫ﺍﻝﻌﺎﻝﻤﻴﺔ‬ ‫ﺍﻝﺠﻭﺩﺓ‬
‫ﺍﻝﻤﺸﺘﺭﻜﺔ ﺒﻴﻨﻬﺎ‪.‬‬
‫ﺍﻝﻤﻌﻘﺩﺓ ﺍﻝﺘﻲ ﺘﻭﺍﺠﻬﻬﺎ ﻋﻨﺩ ﺘﻌﺎﻤﻠﻬـﺎ ﻤـﻊ‬
‫ﺍﻝﺒﺭﻤﺠﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ‪ ،‬ﻜﻤﺎ ﺃﻨﻪ ﻻ ﻴﻤﻜﻥ ﺃﻥ‬
‫ﺘﺤﺴﻥ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺞ ﺃﻭ ﺍﻝﺨﺩﻤـﺔ ﺒﻤﺠـﺭﺩ‬
‫ﺍﺘﺒﺎﻋﻬﺎ ﺤﺭﻓﻴﺎﹰ‪ ،‬ﻭﺃﻨﻬﺎ ﻝـﻡ ﺘﺼـﻤﻡ ﻝﻬـﺫﺍ‬
‫ﺍﻝﻐﺭﺽ ﻭﺇﻨﻤﺎ ﺼﻤﻤﺕ ﻜـﺄﺩﻭﺍﺕ ﻝﺘﻭﺠﻴـﻪ‬
‫ﺍﻹﺩﺍﺭﺓ‪.‬‬
‫ﻨﻅﺎﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻻ ﻴﺭﻜﺯ ﻋﻠﻰ ﺃﻱ ﻤﺴﺘﻭﻯ‬ ‫ﺘﻘﻭﻴﻡ ﺃﺩﺍﺀ ﻜﻠﻴﺎﺕ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻌﻠﻴﺎ‬ ‫ ‪
n‬‬ ‫‪٥‬‬
‫ﻤﻁﻠﻭﺏ ﻤﻥ ﺍﻝﺘﻘﻭﻴﻡ‪ ،‬ﻭﻝﻜﻨﻪ ﻴﺭﻜـﺯ ﻋﻠـﻰ‬ ‫ﻓﻲ ﺠﺎﻤﻌـﺔ ﻭﻻﻴـﺔ ﺒـﺎﻝﺘﻴﻤﻭﺭ‪،‬‬
‫ﻗﻴﺎﺱ ﺍﻷﺩﺍﺀ ﻝﻠﻌﻤﻠﻴﺎﺕ ﺍﻝﺠﻭﻫﺭﻴﺔ‪ ،‬ﻭﺒﺸـﻜل‬ ‫ﻭﺇﺠﺭﺍﺀ ﺘﺤﻠﻴل ﻤﻘﺎﺭﻥ ﻝﻤﻘـﺎﻴﻴﺱ‬
‫ﺃﻜﺜﺭ ﺘﺤﺩﻴﺩﹰﺍ‪ ،‬ﺘﻠﻙ ﺍﻝﺘﻲ ﻝﻬﺎ ﺘﺄﺜﻴﺭ ﺃﻜﺒﺭ ﻋﻠﻰ‬ ‫ﺍﻷﺩﺍﺀ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ ﻓﻲ ﺍﻝﺠﺎﻤﻌـﺔ‬
‫ﺍﻝﻌﺎﺌﺩ ﻭﺍﻝﻌﻤﻼﺀ ﺍﻝﺭﺌﻴﺴﻴﻴﻥ‪.‬‬ ‫)‪ BC‬ﻭ‪.(σ‬‬
‫ﺘﺄﺴﻴﺱ ﻤﻨﻬﺠﻴﺔ ﻝﻨﻅﺎﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺘﻌﺭﺽ ﻓﻜﺭﺓ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁـﻭﻴﺭ‬ ‫ 
‪0nowe et‬‬ ‫‪٦‬‬
‫ﺍﻝﻤﺩﺍﺨل ﺍﻝﺤﺎﻝﻴﺔ ﻝﺘﺤﺴﻴﻥ ﺨﻁﻭﻁ ﺍﻝﺘﻭﺭﻴـﺩ‪،‬‬ ‫‪1‬‬
‫ﺘﺴﺘﺨﺩﻡ ﻜﺂﻝﻴﺔ ﻝﺘﺤﺴـﻴﻥ ﺴﻠﺴـﻠﺔ‬
‫ﻜﻤﺎ ﺘﻌﺭﺽ ﻤﻨﻔﻌﺔ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻨﺤﺭﺍﻓـﺎﺕ‬
‫ـﻥ‬
‫ﻻ ﻤـ‬
‫ـﺩ ﹰ‬
‫ـﺩ‪ ،‬ﺒـ‬
‫ـﻭﻁ ﺍﻝﺘﻭﺭﻴـ‬
‫ﺨﻁـ‬
‫ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺇﺯﺍﻝﺔ ﺍﻷﻨﺸﻁﺔ ﺍﻝﺘـﻲ ﻻ ﺘﻀـﻴﻑ‬
‫ﺍﻻﻗﺘﺼﺎﺭ ﻓﻘﻁ ﻋﻠـﻰ ﺍﻝﻌﻤﻠﻴـﺎﺕ ﻗﻴﻤﺔ‪.‬‬

‫ـﺔ‪،‬‬
‫ـﺔ ﻝﻠﻤﻨﻅﻤـ‬
‫ـﻐﻴﻠﻴﺔ ﺍﻝﺩﺍﺨﻠﻴـ‬
‫ﺍﻝﺘﺸـ‬

‫ﻭﺼﻴﺎﻏﺔ ﻨﻤﻭﺫﺝ ﻴﺩﻋﻡ ﻤﺜل ﻫـﺫﻩ‬

‫ﺍﻝﻤﻨﻬﺠﻴﺔ‪.‬‬

‫ﻴﺨﺘﻠﻑ ﻨﻅﺎﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻥ ﺒﺎﻗﻲ ﺒﺭﺍﻤﺞ‬ ‫

‪ Abrht & 2‬ﻫﺩﻓﺕ ﺇﻝﻰ ﺒﻨﺎﺀ ﺇﻁﺎﺭ ﻝﻔﻬﻡ ﺃﻭﺠﻪ‬ ‫‪٧‬‬
‫ﺘﺤﺴﻴﻥ ﺍﻝﺠﻭﺩﺓ‪ ،‬ﻓﻲ ﺃﻨـﻪ ﻴﺴـﺘﺨﺩﻡ ﺍﻷﺩﺍﺀ‬ ‫ﺍﻝﺸﺒﻪ ﻭﺍﻻﺨﺘﻼﻑ ﺒـﻴﻥ ﺃﻨﻅﻤـﺔ‬ ‫‬
‫ﺍﻝﻤﺴﺘﻬﺩﻑ‪ ،‬ﻭﻴﺭﺒﻁﻪ ﺒﺎﻝﺘﺤﺴﻥ ﺍﻝﻤﺎﻝﻲ‪ ،‬ﻝﺫﻝﻙ‬
‫ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻭﺍﻝﺘﻲ ﺘﺯﻴﺩ ﻤﻥ‬
‫ﻴﺤﺎﻭل ﻫﺫﺍ ﺍﻝﻨﻅـﺎﻡ ﺭﺒـﻁ ﺍﻹﺴـﺘﺭﺍﺘﻴﺠﻴﺔ‬
‫ﺒﺘﺤﺴﻴﻥ ﺍﻝﺠـﻭﺩﺓ ﻭﺍﻝﻤﺨﺭﺠـﺎﺕ ﺍﻝﻤﺎﻝﻴـﺔ‬ ‫ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺞ‪ ،‬ﻭﺘﺨﻔﺽ ﺍﻝﺘﻜﻠﻔـﺔ‪،‬‬
‫ﺍﻝﻤﺤﺴﻨﺔ‪.‬‬ ‫ﻭﺘﺤﺴﻥ ﻤﻥ ﺃﺩﺍﺀ ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬
 ‫‪١٦‬‬

‫ﻴﻌﺘﻤﺩ ﺍﻝﺘﻁﺒﻴﻕ ﺍﻝﻨﺎﺠﺢ ل "ﺴﻴﺠﻤﺎ ﺴﺘﺔ" ﻋﻠﻰ‬ ‫ﺘﻁﻭﻴﺭ ﻨﻤﻭﺫﺝ ﺭﻴﺎﻀﻲ ﻴﻤﻜﹼﻥ ﻤﻥ‬ ‫& ‪Nourp
n
h‬‬ ‫‪٨‬‬
‫ﻤﺩﻯ ﻤﻼﺌﻤﺔ ﺘﺤﺩﻴﺩ ﺃﻭﻝﻭﻴﺎﺕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭ‬ ‫ﺍﺨﺘﻴﺎﺭ ﻤﺸﺭﻭﻉ ﺃﻭ ﺍﻜﺜـﺭ ﻤـﻥ‬
‫ ‪other‬‬
‫ﺍﻻﺨﺘﻴﺎﺭ ﺍﻝﻤﻼﺌﻡ‪ .‬ﻭﺘﻌﺘﺒﺭ ﻋﻤﻠﻴـﺔ ﺍﺨﺘﻴـﺎﺭ‬ ‫ﻤﺸﺎﺭﻴﻊ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭ ﺍﻝﺘﻲ ﺘﻌﻭﺩ‬
‫ﺍﻝﻤﺸﺭﻭﻉ ﻫﻲ ﺍﻝﺨﻁﻭﺓ ﺍﻷﻭﻝﻰ ﻓﻲ ﺘﻁﺒﻴـﻕ‬ ‫ﺒﻔﺎﺌﺩﺓ ﺠﻤﺔ ﻋﻠﻰ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻤـﻊ‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﺇﻥ ﻗﺭﺍﺭ ﺍﺨﺘﻴﺎﺭ ﺍﻝﻤﺸﺭﻭﻉ –‬ ‫ﺍﻗﺘﺭﺍﺡ ﻤﻨﻬﺞ ﺠﺩﻴﺩ ﻤﻥ ﺨﻼل ﺩﻤـﺞ‬
‫ﻤﻊ ﻭﺠﻭﺩ ﺘﻘﻴﻴﺩ ﻝﻠﻤﻭﺍﺭﺩ‪ -‬ﻗﺭﺍﺭ ﻫﺎﻡ ﺠﺩﺍ ﻭ‬ ‫ﻋﻤﻠﻴﺔ ﺍﻝﺘﺤﻠﻴل ﺍﻝﻬﺭﻤﻲ ﻝﻠﻤﺠﻤﻭﻋـﺔ‪،‬‬
‫ﻴﻠﻌﺏ ﺩﻭﺭ ﺃﺴﺎﺴﻲ ﻓﻲ ﻤﺩﻯ ﺘﻁﺒﻴﻕ ﻭ ﻨﺸﺭ‬ ‫ـﺔ )‪(GAP-8P‬‬ ‫ـﺔ ﺍﻝﺨﻁﻴـ‬
‫ﻭﺍﻝﺒﺭﻤﺠـ‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺩﺍﺨل ﺍﻝﻤﻨﻅﻤﺎﺕ‪.‬‬ ‫ﻻﺨﺘﻴﺎﺭ ﻁﺭﻴﻘﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪.‬‬
‫ﺇﻥ ﺃﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻭ ﻤﻥ ﺍﻷﺴﺎﻝﻴﺏ‬ ‫ﺘﺼﻤﻴﻡ ﻨﻅﺎﻡ ﺇﻨﺘﺎﺠﻲ ﻓﻌﺎل ﻓﻲ‬ ‫‪P

nve‬‬ ‫‪٩‬‬
‫
‪ Subr

ny‬ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻴﻌﺘﻤﺩ ﻋﻠﻰ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ ﻭﺍﻝﻤﻨﺎﻫﺞ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ ﻓﻲ ﺇﻨﺘﺎﺝ ﻤﻨﺘﺞ‬
‫ﻝﻠﻭﺼﻭل ﻝﻜﻔﺎﺀﺓ ﺇﻨﺘﺎﺠﻴﺔ ﺘﻨﺎﻓﺴﻴﺔ ﻤﺘﻁﻭﺭ‪ ،‬ﻴﺴﺘﺨﺩﻡ ﻤﻥ ﻗﺒل ﺍﻝﻤﻨﻅﻤﺎﺕ ﻓﻲ‬ ‫ ‪& other‬‬
‫ﻝﻤﻨﺘﺞ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻝﺤﺠﺯ ﻤﻜﺎﻥ ﻝﻪ ﻤﺤﺎﻭﻝﺔ ﻝﺘﺤﻘﻴﻕ ﺘﻨﻤﻴﻪ ﺍﻗﺘﺼﺎﺩﻴﺔ ﻝﻠﻤﺠﺘﻤﻊ‪.‬‬
‫ﻓﻲ ﺍﻷﺴﻭﺍﻕ‪.‬‬
‫ﺒﻴﺎﻥ ﺍﺴﺘﺨﺩﺍﻡ ﻁﺭﻴﻘﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺇﻥ ﻁﺭﻴﻘﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺘﺴﺎﻋﺩ ﻋﻠﻰ ﺘﺨﻔﻴﺽ‬ ‫‪Boz
nc‬‬ ‫‪١٠‬‬
‫ﻓﻲ ﺍﻝﺼﻨﺎﻋﺎﺕ ﺍﻝﺘﺤﻭﻴﻠﻴﺔ ﺍﻝﺩﻭﺍﺌﻴﺔ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ‪ ،‬ﻓﻀﻼ ﻋﻥ ﺘﺤﺴﻴﻥ ﺠـﻭﺩﺓ‬
‫ ‪ & P
voc‬ﻭﻤﺎ ﻝﻪ ﻤﻥ ﺃﺜﺭ ﻜﺒﻴﺭ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﻤﻨﺘﺞ ﺍﻝﺩﻭﺍﺌﻲ‪ .‬ﻭﺃﻴﻀﺎ ﺘﺤﺴﻥ ﻤﻥ ﺇﻨﺘﺎﺠﻴﺔ‬
‫ﺍﻝﻤﻨﻅﻤﺔ ﻋﻥ ﻁﺭﻴـﻕ ﺘﺨﻔـﻴﺽ ﺘﻜـﺎﻝﻴﻑ‬ ‫ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ‪.‬‬
‫ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ‪.‬‬
‫ﺒﻴﺎﻥ ﺃﻫﻤﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﺘﺄﺜﻴﺭﻫﺎ ﺇﻨﻪ ﻴﻤﻜﻥ ﺍﺴﺘﺨﺩﺍﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﺘﺩﺭﻴﺏ‬ ‫‪ Iftkh
r‬‬ ‫‪١١‬‬
‫ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﻤﺨﺘﻠﻔﺔ ﻓﻲ ﺍﻝﻔﻨﺎﺩﻕ‪.‬‬ ‫ﻓﻲ ﺍﻝﺼﻨﺎﻋﺔ ﺍﻝﻔﻨﺩﻗﻴﺔ‪.‬‬

‫‪ ١.١٢‬ﻤﺎ ﻴﻤﻴﺯ ﺍﻝﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﻴﺔ ﻋﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ‪-:‬‬

‫ﺩﻋﻡ ﺩﺭﺍﺴﺎﺕ ﺴﺎﺒﻘﺔ ﺒﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ   ﻓﻲ ﺍﻝﻘﻁﺎﻉ ﺍﻝﺼﻨﺎﻋﻲ ﺍﻷﺭﺩﻨﻲ‪ ،‬ﺤﻴﺙ ﺇﻥ‬
‫ﺠﻤﻴﻊ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ ﻓﻲ ﺍﻷﺭﺩﻥ‪ ،‬ﻜﺎﻨﺕ ﺘﺭﻜﺯ ﻓﻘﻁ ﻋﻠﻰ ﻗﻁﺎﻉ ﺍﻝﺨﺩﻤﺎﺕ )ﺍﻝﻘﻁﺎﻉ ﺍﻝﺼﺤﻲ‪،‬‬
‫ﻭﻗﻁﺎﻉ ﺨﺩﻤﺎﺕ ﺍﻝﺒﻨﻭﻙ(‪ ،‬ﻭﻓﻲ ﺤﺩﻭﺩ ﻋﻠﻡ ﺍﻝﺒﺎﺤﺙ‪ ،‬ﺇﻨﻬﺎ ﺃﻭل ﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﺘﻁﺒﻴﻘﻴﺔ ﻋﻠﻰ ﺇﺤﺩﻯ‬
‫ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺘﺤﺎﻭل ﺒﻴﺎﻥ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ‪ ،‬ﻭﻜﺫﻝﻙ ﺍﺴﺘﺨﺩﺍﻡ ﺒﻴﺎﻨﺎﺕ‬
‫ﻤﺎﻝﻴﺔ ﻭﺍﻨﺘﺎﺠﻴﺔ ﻓﻌﻠﻴﺔ ﻝﻠﺸﺭﻜﺔ ﻗﻴﺩ ﺍﻝﺩﺭﺍﺴﺔ‪ .‬ﻜﻤﺎ ﺃﻥ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﺴﺎﺒﻘﺔ ﻋﻠﻰ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ‬
‫ﺍﻷﺭﺩﻨﻴﺔ ﺍﻋﺘﻤﺩﺕ ﻋﻠﻰ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻤﻴﺩﺍﻨﻴﺔ ﻭﺃﺴﻠﻭﺏ ﺠﻤﻊ ﺍﻝﺒﻴﺎﻨﺎﺕ ﻋﻥ ﻁﺭﻴﻕ ﺍﻹﺴﺘﺒﻴﺎﻥ‪.‬‬
 ‫‪١٧‬‬

‫ﺍﻝﻔﺼل ﺍﻝﺜﺎﻨﻲ‬

‫ﺍﻹﻁﺎﺭ ﺍﻝﻨﻅﺭﻱ ﻝﻠﺩﺭﺍﺴﺔ‬

 ‫‪١٨‬‬

‫ﻤﻘﺩﻤﺔ ﺍﻝﻔﺼل‪-:‬‬

‫ﺘﻌﺘﺒﺭ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻤﻥ ﺃﻫﻡ ﺃﺴﺎﻝﻴﺏ ﺍﻹﺩﺍﺭﺓ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﺍﻝﺤﺩﻴﺜﺔ ﻭﺍﻝﻤﺤﺎﺴﺒﺔ‬
‫ﺍﻹﺩﺍﺭﻴﺔ‪ ،‬ﻭﺫﻝﻙ ﻨﻅﺭﺍ ﻝﻠﺘﻘﺩﻡ ﺍﻝﺘﻜﻨﻭﻝﻭﺠﻲ ﺍﻝﻜﺒﻴﺭ ﻓﻲ ﻭﺴﺎﺌل ﺍﻻﺘﺼﺎﻻﺕ ﻭﺍﻹﻨﺘﺎﺝ‪ ،‬ﻭﺍﻝﺫﻱ ﺒﺩﺃ ﻓﻲ‬
‫ﻨﻬﺎﻴﺔ ﺍﻝﻘﺭﻥ ﺍﻝﻤﺎﻀﻲ‪.‬‬

‫ﻭﻝﺫﻝﻙ ﺘﻨﺎﻭل ﺍﻝﺒﺎﺤﺙ ﻓﻲ ﻫﺫﺍ ﺍﻝﻔﺼل ﺇﻝﻰ ﺍﻝﻤﺒﺎﺤﺙ ﺍﻝﺘﺎﻝﻴﺔ‪-:‬‬

‫• ﺍﻝﻤﺒﺤﺙ ﺍﻷﻭل‪ :‬ﺍﻹﻁﺎﺭ ﺍﻝﻨﻅﺭﻱ ﻹﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﺃﺜﺭﻫﺎ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﻠﻔﺔ‬
‫• ﺍﻝﻤﺒﺤﺙ ﺍﻝﺜﺎﻨﻲ‪ :‬ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬
 ‫‪١٩‬‬

‫ﺍﻝﻤﺒﺤﺙ ﺍﻷﻭل‪ :‬ﺍﻹﻁﺎﺭ ﺍﻝﻨﻅﺭﻱ ﻹﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ‬

‫ﺍﻝﺸﺎﻤﻠﺔ ﻭﺃﺜﺭﻫﺎ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﻠﻔﺔ‬
 ‫‪٢٠‬‬

‫ﻤﻘﺩﻤﺔ ﺍﻝﻤﺒﺤﺙ‪-:‬‬
‫ﺘﻁﻭﺭﺕ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻝﺘﺼﺒﺢ ﺇﺤﺩﻯ ﺍﻝﻌﻨﺎﺼﺭ ﺍﻷﺴﺎﺴﻴﺔ ﻓﻲ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻴﺎﺕ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪،‬‬
‫ﺤﻴﺙ ﺇﻨﻬﺎ ﺘﻌﺩ ﻤﻥ ﺃﺤﺩ ﺍﻷﺴﺎﻝﻴﺏ ﺍﻝﻤﻬﻤﺔ ﻓﻲ ﺍﻝﻤﺤﺎﺴﺒﺔ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﺤﺩﻴﺜﺔ‪ ،‬ﻝﻤﺎ ﻝﻬﺎ ﻤﻥ ﺃﺜﺭ ﻜﺒﻴﺭ ﻓﻲ‬
‫ﺘﻁﻭﻴﺭ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺠﺎﺕ ﻭﺍﻝﺨﺩﻤﺎﺕ ﺍﻝﻤﻘﺩﻤﺔ ﻝﻠﻌﻤﻼﺀ‪ .‬ﻭﻤﻤﺎ ﻴﻨﻌﻜﺱ ﻋﻠﻰ ﺫﻝﻙ ﺯﻴﺎﺩﺓ ﺜﻘﺔ ﺍﻝﻌﻤﻴل‬
‫ﺒﺎﻝﻤﻨﺘﺞ‪ ،‬ﻭﻫﺫﺍ ﻴﺅﺜﺭ ﺇﻴﺠﺎﺒﺎ ﻓﻲ ﺯﻴﺎﺩﺓ ﺍﻝﺤﺼﺔ ﺍﻝﺴﻭﻗﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ ﻭﺯﻴﺎﺩﺓ ﺃﺭﺒﺎﺤﻬﺎ‪ ،‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﺭﻓﻊ‬
‫ﻤﻘﺩﺭﺘﻬﺎ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﺒﻴﻥ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻤﺜﻴﻼﺘﻬﺎ‪.‬‬

‫ﻭﺴﻴﺘﻁﺭﻕ ﺍﻝﺒﺎﺤﺙ ﻓﻲ ﻫﺫﺍ ﺍﻝﻤﺒﺤﺙ ﺇﻝﻰ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﻤﻔﻬﻭﻡ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‬

‫• ﺃﻫﺩﺍﻑ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‬

‫• ﺃﻨﻭﺍﻉ ﻜﻠﻑ ﺍﻝﺠﻭﺩﺓ‬

 ‫‪٢١‬‬

‫‪ ٢.١.١‬ﻤﻔﻬﻭﻡ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‬

‫ﻤﻥ ﺃﺒﺭﺯ ﺍﻝﻨﻅﻡ ﻭﺍﻷﺴﺎﻝﻴﺏ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﺍﻝﺘﻲ ﻅﻬﺭﺕ ﺃﺴﻠﻭﺏ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ‬
‫ﺍﻝﺸﺎﻤﻠﺔ‪ ،‬ﻭﻴﻌﺩ ﻫﺫﺍ ﺍﻷﺴﻠﻭﺏ ﻤﻥ ﺃﻫﻡ ﺍﻷﺴﺎﻝﻴﺏ ﺍﻝﺘﻲ ﺃﺼﺒﺤﺕ ﺍﻝﻤﻨﻅﻤﺎﺕ ﺘﻌﻤل ﻋﻠﻰ ﺘﻁﺒﻴﻘﻪ ﻓﻲ‬
‫ﻤﺨﺘﻠﻑ ﺃﻨﺸﻁﺘﻬﺎ ﻭﺃﻋﻤﺎﻝﻬﺎ‪ ،‬ﻭﺫﻝﻙ ﻤﻥ ﺃﺠل ﺘﻘﺩﻴﻡ ﺃﻓﻀل ﺴﻠﻌﺔ ﺃﻭ ﺨﺩﻤﺔ ﺃﻭ ﺃﺩﺍﺀ ﻤﻤﻜﻥ‪.‬‬

‫ﺇﻥ ﻫﻨﺎﻙ ﻋﺩﺓ ﺘﻌﺎﺭﻴﻑ ﻹﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ ،‬ﻝﻜﻥ ﺍﻝﻜﺜﻴﺭ ﻤﻥ ﺍﻝﺒﺎﺤﺜﻴﻥ ﻭﺍﻝﻜﺘﹼﺎﺏ ﻗﺩ ﺍﺨﺘﻠﻔﻭﺍ‬
‫ﻓﻲ ﺘﻌﺭﻴﻔﻬﺎ‪ ،‬ﻭﺫﻝﻙ ﻷﻥ ﺍﻝﺠﻭﺩﺓ ﺘﺤﻤل ﻤﻔﺎﻫﻴﻡ ﻤﺨﺘﻠﻔﺔ ﺒﺴﺒﺏ ﺍﺨﺘﻼﻑ ﺍﻝﻨﺸﺎﻁ ﻤﻥ ﻤﻨﻅﻤﺔ ﺇﻝﻰ‬
‫ﺃﺨﺭﻯ‪ ،‬ﻭﻤﻥ ﺒﻴﺌﺔ ﺇﻝﻰ ﺃﺨﺭﻯ‪ .‬ﻭﺍﺨﺘﻼﻑ ﺍﻝﻤﻔﺎﻫﻴﻡ ﻫﺫﺍ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﺩﻝﻴل ﻋﻠﻰ‬
‫ﺸﻤﻭﻝﻴﺔ ﻤﻌﻨﺎﻫﺎ‪.‬‬

‫ﻋﺭﻓﺕ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﺒﺄﻨﻬﺎ ﻨﻅﺎﻡ ﺇﺩﺍﺭﻱ ﻴﺭﻜﺯ ﻋﻠﻰ ﺍﻷﻓﺭﺍﺩ‪ ،‬ﻭﻴﻬﺩﻑ ﺍﻝﻰ ﺯﻴﺎﺩﺓ‬
‫ﻤﺴﺘﻤﺭﺓ ﻓﻲ ﺭﻀﺎ ﺍﻝﺯﺒﻭﻥ ﺒﻜﻠﻔﺔ ﺤﻘﻴﻘﻴﺔ ﺃﺩﻨﻰ ﺒﺎﺴﺘﻤﺭﺍﺭ )  ! 
 ‪.( Ae7 et l‬‬

‫ﻜﻤﺎ ﻋﺭﻓﺕ ﻋﻠﻰ ﺃﻨﻬﺎ ﺸﻜل ﻤﻥ ﺃﺸﻜﺎل ﺍﻝﺠﻬﻭﺩ ﺍﻝﺘﻌﺎﻭﻨﻴﺔ ﺍﻝﺘﻲ ﺘﻌﻭل ﻋﻠﻰ ﺍﻝﻤﻭﺍﻫﺏ‬
‫ﻭﺍﻝﻘﺩﺭﺍﺕ ﻝﻜل ﻤﻥ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻝﻌﺎﻤﻠﻴﻥ؛ ﻝﺘﺤﺴﻴﻥ ﺍﻝﺠﻭﺩﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ ﺒﺎﺴﺘﻤﺭﺍﺭ‪ ،‬ﻭﺒﺎﺴﺘﺨﺩﺍﻡ ﻓﺭﻕ‬
‫ﺍﻝﻌﻤل )  !
‪.( <oeet l‬‬

‫ﻭﻗﺩ ﻋﺭﻓﻬﺎ ) > ! 

 ‪ ( 5lk=+ et l‬ﺒﺄﻨﻬﺎ ﺍﻝﻁﺭﻴﻘﺔ ﺍﻝﻨﻅﺎﻤﻴﺔ ﻝﻠﻤﺸﺎﺭﻜﺔ ﻓﻲ‬
‫ﺍﻝﺘﺨﻁﻴﻁ ﻝﻌﻤﻠﻴﺔ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻝﻠﻤﻨﻅﻤﺔ ﻭﺘﻨﻔﻴﺫﻫﺎ‪.‬‬

‫ﺃﻤﺎ ‪ Goet & Dv‬ﻓﻘﺩ ﻋ ‪‬ﺩ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻤﺩﺨﻼ ﻹﻨﺠﺎﺯ ﺍﻷﻋﻤﺎل‪ ،‬ﻤﻥ ﺨﻼل‬
‫ﻤﺤﺎﻭﻝﺔ ﺍﻝﻤﻨﻅﻤﺔ ﺘﻌﻅﻴﻡ ﻗﺩﺭﺘﻬﺎ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻋﺒﺭ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻝﺠﻭﺩﺓ ﻤﻨﺘﺠﺎﺘﻬﺎ ﻭﺨﺩﻤﺎﺘﻬﺎ‪،‬‬
‫ﻭﺃﻓﺭﺍﺩﻫﺎ‪ ،‬ﻭﻋﻤﻠﻴﺎﺘﻬﺎ ﻭﺍﻝﺒﻴﺌﺔ ﺍﻝﺘﻲ ﺘﻌﻤل ﻓﻴﻬﺎ )  ! 
‪.( rve & Mlle‬‬

‫ﻜﻤﺎ ﻗﺎﻤﺕ ﻤﻨﻅﻤﺔ ﺍﻝﺘﻘﻴﻴﺱ ﺍﻝﻌﺎﻝﻤﻴﺔ ﺒﺘﻌﺭﻴﻑ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﺒﺄﻨﻬﺎ ﻋﻘﻴﺩﺓ ﺃﻭ ﻋﺭﻑ‬
‫ﻤﺘﺄﺼل ﻭﺸﺎﻤل ﻓﻲ ﺃﺴﻠﻭﺏ ﺍﻝﻘﻴﺎﺩﺓ ﻭﺍﻝﺘﺸﻐﻴل ﻝﻤﻨﻅﻤﺔ ﻤﺎ‪ ،‬ﻴﻬﺩﻑ ﻝﻠﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻓﻲ ﺍﻷﺩﺍﺀ ﻋﻠﻰ‬
‫ﺍﻝﻤﺩﻯ ﺍﻝﻁﻭﻴل‪ ،‬ﻤﻥ ﺨﻼل ﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﺯﺒﺎﺌﻥ ﻭﺘﻭﻗﻌﺎﺘﻬﻡ‪ ،‬ﻤﻊ ﻋﺩﻡ ﺇﻏﻔﺎل ﻤﺘﻁﻠﺒﺎﺕ‬
‫ﺍﻝﻤﺴﺎﻫﻤﻴﻥ )‪ ،(tockol7er‬ﻭﺠﻤﻴﻊ ﺃﺼﺤﺎﺏ ﺍﻝﻤﺼﺎﻝﺢ ﺍﻵﺨﺭﻴﻥ )‪(tkeol7er‬‬
‫) !   ‪.( Io‬‬
 ‫‪٢٢‬‬

‫ﻭﻋﺭﻓﺕ ﺃﻴﻀﺎ ﺒﺄﻨﻬﺎ ﺠﻬﺩ ﺍﻝﻤﻨﻅﻤﺔ ﺍﻝﻜﻠﻲ ﺍﻝﻤﻨﺼﺏ ﻋﻠﻰ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻷﺩﺍﺀ ﺍﻝﻌﻤﻠﻴﺎﺕ‪ ،‬ﺍﻝﺘﻲ‬
‫ﺘﻤﺜل ﻁﺭﺍﺌﻕ ﺍﻷﻓﺭﺍﺩ‪ ،‬ﻭﺍﻝﻤﻜﺎﺌﻥ ﻭﺃﻨﻅﻤﺔ ﺇﻨﺠﺎﺯ ﺍﻝﻤﻬﻤﺎﺕ ﺍﻝﻤﻨﺎﻁﺔ ﺒﻬﻡ ) !
  ‪D@ & <oe‬‬
‫
(‪.‬‬

‫ﺃﻤﺎ ﻤﻌﻬﺩ ﺍﻝﺠﻭﺩﺓ ﺍﻝﻔﺩﺭﺍﻝﻲ‪ ،‬ﻓﻘﺩ ﻋﺭﻓﻬﺎ ﻋﻠﻰ ﺃﻨﻬﺎ ﺃﺩﺍﺀ ﺍﻝﻌﻤل ﺒﺸﻜل ﺼﺤﻴﺢ ﻤﻥ ﺍﻝﻤﺭﺓ ﺍﻷﻭﻝﻰ‪،‬‬
‫ﻤﻊ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺘﻘﻴﻴﻡ ﺍﻝﻤﺴﺘﻔﻴﺩ ﻝﻤﻌﺭﻓﺔ ﻤﺩﻯ ﺘﺤﺴﻥ ﺍﻷﺩﺍﺀ ) ﻋﺒﺩ ﺍﻝﻤﺤﺴﻥ‪ :١٩٩٨ ،‬ﺹ ‪.( ١٥‬‬

‫ﻭﻋﻠﻴﻪ ﻴﺭﻯ ﺍﻝﺒﺎﺤﺙ ﻭﻤﻥ ﺨﻼل ﺍﻝﺘﻌﺎﺭﻴﻑ ﺍﻝﺴﺎﺒﻘﺔ ﻭﻤﻊ ﺍﺨﺘﻼﻑ ﻭﺠﻬﺎﺕ ﻨﻅﺭ ﺍﻝﺒﺎﺤﺜﻴﻥ ﺒﺄﻥ‬
‫ﻤﻔﻬﻭﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻴﺭﻜﺯ ﻋﻠﻰ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﺃﺴﻠﻭﺏ ﺇﺩﺍﺭﻱ ﻴﻬﺩﻑ ﻝﺯﻴﺎﺩﺓ ﺩﻗﺔ ﺍﻝﺘﺨﻁﻴﻁ‪.‬‬

‫• ﺃﺴﻠﻭﺏ ﺇﺩﺍﺭﻱ ﻴﻬﺩﻑ ﺇﻝﻰ ﺘﺤﻘﻴﻕ ﺭﻀﺎ ﺍﻝﻌﻤﻴل ﻭﺘﻭﻗﻌﺎﺘﻪ‪.‬‬
‫• ﻨﻅﺎﻡ ﻭﺃﺴﻠﻭﺏ ﺇﺩﺍﺭﻱ ﺸﺎﻤل ﻴﻬﺩﻑ ﺇﻝﻰ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ‪.‬‬
‫• ﺍﻝﻤﺯﺝ ﺒﻴﻥ ﺃﻫﺩﺍﻑ ﺍﻝﻤﻨﻅﻤﺔ ﻭﺘﻭﻗﻌﺎﺕ ﺍﻝﻌﻤﻴل ﻭﺭﻀﺎﻩ ﻭﺍﻋﺘﺒﺎﺭﻫﻤﺎ ﺸﻴﺌﺎ ﻭﺍﺤﺩﺍ‪.‬‬
‫• ﻤﻨﻬﺠﻴﺔ ﺇﺩﺍﺭﻴﺔ ﺘﻘﻭﻡ ﻋﻠﻰ ﺍﻝﻌﻤل ﺍﻝﺠﻤﺎﻋﻲ ﺒﻴﻥ ﻜل ﻤﻥ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ‬
‫ﺍﻝﻤﺨﺘﻠﻔﺔ ﻭﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل )‪ (٢‬ﺍﻻﺘﺠﺎﻫﺎﺕ ﺍﻝﺘﻲ ﻴﻨﻌﻜﺱ ﻓﻴﻬﺎ ﻤﻔﻬﻭﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ) ‪.(TQM‬‬
 ‫‪٢٣‬‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٢‬ﺍﻻﺘﺠﺎﻫﺎﺕ ﺍﻝﺘﻲ ﻴﻨﻌﻜﺱ ﻓﻴﻪ ﻤﻔﻬﻭﻡ )‪(TQM‬‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﺍﻝﻤﻭﺴﻭﻱ ﻭﻋﻠﻲ )‪(٢٠٠٥‬‬

‫ﺃﻫﺩﺍﻑ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‬ ‫‪٢.١.٢‬‬

‫ﺇﻥ ﺍﻝﻬﺩﻑ ﺍﻷﺴﺎﺴﻲ ﻤﻥ ﺘﻁﺒﻴﻕ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺎﺕ ﻫﻭ ﺘﻁﻭﻴﺭ ﺠﻭﺩﺓ‬
‫ﺍﻝﺴﻠﻊ ﻭﺍﻝﺨﺩﻤﺎﺕ ﻝﻠﺤﺩ ﺍﻷﻋﻠﻰ‪ ،‬ﻭﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ ﻝﻠﺤﺩ ﺍﻷﺩﻨﻰ‪ ،‬ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﺘﻘﻠﻴل ﺍﻝﺠﻬﺩ ﻭﺍﻝﻭﻗﺕ‬
‫ﺍﻝﻀﺎﺌﻊ‪ ،‬ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﻜﺴﺏ ﺭﻀﺎ ﺍﻝﻌﻤﻼﺀ‪ ،‬ﻭﺘﺤﻘﻴﻕ ﺘﻭﻗﻌﺎﺘﻬﻡ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﺸﺭﻜﺔ‪.‬‬

‫ﺇﻥ ﻨﻅﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻴﺴﻌﻰ ﺇﻝﻰ ﺘﺤﻘﻴﻕ ﺍﻷﻫﺩﺍﻑ ﺍﻝﺘﺎﻝﻴﺔ ) ﻋﻘﻴﻠﻲ‪-:( ٢٠٠١ ،‬‬

‫‪ -١‬ﻓﻬﻡ ﺤﺎﺠﺎﺕ ﺍﻝﻌﻤﻴل ﻭﺭﻏﺒﺎﺘﻪ ﻝﺘﺤﻘﻴﻕ ﻤﺎ ﻴﺭﻴﺩﻩ‪.‬‬

‫‪ -٢‬ﺘﻭﻓﻴﺭ ﺍﻝﺴﻠﻌﺔ ﺃﻭ ﺍﻝﺨﺩﻤﺔ ﻭﻓﻕ ﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﻌﻤﻴل ﻤﻥ ﺤﻴﺙ ﺍﻝﺠﻭﺩﺓ ﻭﺍﻝﺘﻜﻠﻔﺔ ﻭﺍﻝﻭﻗﺕ‬
‫ﻭﺍﻻﺴﺘﻤﺭﺍﺭ‪.‬‬
‫‪ -٣‬ﺍﻝﺘﻜﻴﻑ ﻤﻊ ﺍﻝﺘﻐﻴﺭﺍﺕ ﺍﻝﺘﻘﻨﻴﺔ ﻭﺍﻻﻗﺘﺼﺎﺩﻴﺔ ﻭﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺒﻤﺎ ﻴﺨﺩﻡ ﺘﺤﻘﻴﻕ ﺍﻝﺠﻭﺩﺓ ﺍﻝﻤﻁﻠﻭﺒﺔ‪.‬‬
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‫‪ -٤‬ﺘﻭﻗﻊ ﺍﺤﺘﻴﺎﺠﺎﺕ ﺍﻝﻌﻤﻴل ﻭﺭﻏﺒﺎﺘﻪ ﻓﻲ ﺍﻝﻤﺴﺘﻘﺒل‪ ،‬ﻭﺠﻌل ﺫﻝﻙ ﻋﻤﻼ ﻤﺴﺘﻤﺭﺍ‪.‬‬

‫‪ -٥‬ﺠﺫﺏ ﺍﻝﻤﺯﻴﺩ ﻤﻥ ﺍﻝﻌﻤﻼﺀ‪ ،‬ﻭﺍﻝﻤﺤﺎﻓﻅﺔ ﻋﻠﻰ ﺍﻝﻌﻤﻼﺀ ﺍﻝﺤﺎﻝﻴﻴﻥ‪.‬‬
‫‪ -٦‬ﺍﻝﺘﻤﻴﺯ ﻓﻲ ﺍﻷﺩﺍﺀ ﻭﺍﻝﺨﺩﻤﺔ ﻋﻥ ﻁﺭﻴﻕ ﺍﻝﺘﻁﻭﻴﺭ ﻭﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭﻴﻥ ﻝﻠﻤﻨﺘﺞ ﺃﻭ ﺍﻝﺨﺩﻤﺔ‪،‬‬
‫ﻭﺠﻌل ﺍﻝﻜﻔﺎﺀﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ ﻋﺎﻝﻴﺔ ﻓﻲ ﻅل ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﻠﻔﺔ ﺇﻝﻰ ﺃﺩﻨﻰ ﺤﺩ ﻤﻤﻜﻥ‪ ،‬ﻝﻜﻥ ﻝﻴﺱ ﻋﻠﻰ‬
‫ﺤﺴﺎﺏ ﺍﻝﺠﻭﺩﺓ ﺒل ﻤﻥ ﺨﻼل ﺘﺭﺸﻴﺩ ﺍﻹﻨﻔﺎﻕ‪.‬‬

‫ﻭﻗﺩ ﺃﻜﺩﺕ ﺍﻷﺩﺒﻴﺎﺕ ﻭﺍﻝﺩﺭﺍﺴﺎﺕ ﻋﻠﻰ ﺃﺴﺱ ﺘﻁﺒﻴﻕ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ ،‬ﻭﻭﻀﻊ ﺍﻝﺒﻨﻰ‬
‫ﺍﻝﺘﺤﺘﻴﺔ ﻝﺘﻁﺒﻴﻘﻬﺎ ﻤﺴﺘﻔﻴﺩﺓ ﻤﻥ ﺘﺨﻔﻴﺽ ﺍﻝﺼﻌﺎﺏ‪ ،‬ﻭﺩﻋﻡ ﻭﺘﻘﻭﻴﺔ ﻋﻨﺎﺼﺭ ﺍﻝﻘﻭﺓ ﻝﺩﻯ ﺍﻝﻤﻨﻅﻤﺔ ﻝﻜﻲ‬
‫ﺘﻜﻭﻥ ﻤﻨﺎﻓﺴﺔ ﻓﻲ ﺍﻝﺴﻭﻕ ﻤﻤﺎ ﻴﺩﺨل ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻀﻤﻥ ﺍﻝﻤﺭﺒﻊ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻲ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫‪ ٢٠١٠٣‬ﺃﻨﻭﺍﻉ ﻜﻠﻑ ﺍﻝﺠﻭﺩﺓ‬

‫ﺘﻌﺘﺒﺭ ﺩﺭﺍﺴﺔ ﺘﻜﺎﻝﻴﻑ ﺍﻝﺠﻭﺩﺓ ﻤﻥ ﺒﻴﻥ ﺃﻫﻡ ﺍﻷﻓﻜﺎﺭ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ ،‬ﻓﻬﻲ ﺠﺯﺀ ﻫﺎﻡ‬
‫ﻭﺘﻜﺎﻤﻠﻲ ﻷﻱ ﺒﺭﻨﺎﻤﺞ ﺠﻭﺩﺓ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺎﺕ ) ‪ (Quality Management‬ﻭﺍﻝﻤﻨﺸﺂﺕ ﺍﻹﻨﺘﺎﺠﻴﺔ‪ ،‬ﻜﻤﺎ‬
‫ﺃﻨﻬﺎ ﻋﺭ‪‬ﻓﺕ ﺒﻌﺩ‪‬ﺓ ﺘﻌﺎﺭﻴﻑ ﻓﻤﻨﻬﻡ ﻤﻥ ﻋﺭﻓﻬﺎ ﻋﻠﻰ ﺃﻨﻬﺎ ﻤﺠﻤﻭﻉ ﻜﻠﻑ ﺍﻷﺸﻴﺎﺀ ﺍﻝﺘﻲ ﻝﻡ ﻴﻜﻥ ﻤﻥ‬
‫ﺍﻝﻀﺭﻭﺭﻱ ﻅﻬﻭﺭﻫﺎ ﻓﻴﻤﺎ ﻝﻭ ﻋ‪‬ﻤل ﻜل ﺸﻲﺀ ﺒﺼﻭﺭﺓ ﺼﺤﻴﺤﺔ ﻤﻥ ﺍﻝﻤﺭﺓ ﺍﻷﻭﻝﻰ ) ﺴﻌﻴﺩ‪:٢٠٠٦ ،‬‬
‫‪.(٥٩‬‬
‫ﺃﻤﺎ ‪ Pett‬ﻓﻌﺒﺭ ﻋﻨﻬﺎ ﺒﺄﻨﻬﺎ ﻤﺠﻤﻭﻉ ﻜﻠﻑ ﺍﻝﻤﻨﻅﻤﺔ ﺍﻝﻤﺭﺘﺒﻁﺔ ﺒﺘﻨﻔﻴﺫ ﻨﺸﺎﻁﺎﺕ ﺍﻝﻭﻗﺎﻴﺔ ﻭﺍﻝﺘﻘﻴﻴﻡ‬
‫ﻭﻤﻌﺎﻝﺠﺔ ﺍﻝﻔﺸل ﺍﻝﺩﺍﺨﻠﻲ ﻭﺍﻝﺨﺎﺭﺠﻲ ) ﺍﻝﺸﻤﺭﻱ‪.(٤١ :٢٠٠١ ،‬‬
‫ﻭﻴﺭﻯ ﺍﻝﺒﺎﺤﺙ ﺒﺈﻥ ﺘﻜﺎﻝﻴﻑ ﺍﻝﺠﻭﺩﺓ ﻋﺒﺎﺭﺓ ﻋﻥ ﺍﻝﻤﺒﺎﻝﻎ ﺍﻝﺘﻲ ﻴﺘﻡ ﺇﻨﻔﺎﻗﻬﺎ ﻤﻥ ﺃﺠل ﺘﻘﺩﻴﻡ ﻤﻨﺘﺠﺎﺕ‬
‫ﺨﺎﻝﻴﺔ ﻤﻥ ﺍﻝﻌﻴﻭﺏ ﺃﻭ ﻤﻨﻊ ﺤﺩﻭﺙ ﻤﻨﺠﺎﺕ ﻤﻌﻴﺒﺔ ﺃﻭ ﺇﺼﻼﺡ ﺍﻝﻌﻴﻭﺏ ﺒﻌﺩ ﺤﺩﻭﺜﻬﺎ ) ﺘﻜﻠﻔﺔ ﺇﻋﺎﺩﺓ‬
‫ﺍﻝﺘﺼﻨﻴﻊ (‪ .‬ﻭﻋﻠﻴﻪ ﻓﺎﻨﻪ ﻴﻤﻜﻥ ﺘﺼﻨﻴﻑ ﻜﻠﻑ ﺍﻝﺠﻭﺩﺓ ﺇﻝﻰ ﻤﺠﻤﻭﻋﺘﻴﻥ‪) :‬ﺍﻝﺨﺸﺎﺒﻲ ‪:( ٢٠٠٦،‬‬
‫‪ -١‬ﺘﻜﺎﻝﻴﻑ ﻀﻤﺎﻥ ﺍﻝﺠﻭﺩﺓ ﻭﻫﻲ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﻨﺎﺘﺠﺔ ﻋﻥ ﺭﻏﺒﺔ ﺍﻝﻤﻨﺸﺎﺓ ﻓﻲ ﺍﻝﺘﺄﻜﺩ ﻤﻥ ﺃﻥ ﺍﻷﻋﻤﺎل‬
‫ﺘﻨﺠﺯ ﺒﺸﻜل ﺼﺤﻴﺢ ﻤﻥ ﺍﻝﻤﺭﺓ ﺍﻷﻭﻝﻰ ﻭﺘﺴﻤﻰ ﺒﺎﻝﺘﻜﻠﻔﺔ ﺍﻝﻭﻗﺎﺌﻴﺔ ﺃﻭ ﺘﻜﺎﻝﻴﻑ ﺍﻝﻤﻁﺎﺒﻘﺔ ﻭﺘﻘﺴﻡ ﺇﻝﻰ‬
‫ﺘﻜﺎﻝﻴﻑ ﺍﻝﻤﻨﻊ ﻭﺘﻜﺎﻝﻴﻑ ﺍﻝﺘﻘﻴﻴﻡ‪.‬‬
‫‪ -٢‬ﺘﻜﺎﻝﻴﻑ ﻀﻌﻑ ﺍﻝﺠﻭﺩﺓ )ﻜﻠﻑ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺭﺩﻴﺌﺔ( ﻭﻫﻲ ﺍﻝﺘﻜﻠﻔﺔ ﺍﻝﻤﺘﻌﻠﻘﺔ ﺒﺘﺼﺤﻴﺢ ﺍﻷﺨﻁﺎﺀ ﺒﻌﺩ‬
‫ﻭﻗﻭﻋﻬﺎ ﻭﺇﻋﺎﺩﺓ ﺍﻷﻋﻤﺎل ﺍﻝﺘﻲ ﻴﺘﻡ ﺃﺩﺍﺌﻬﺎ ﺒﺸﻜل ﻏﻴﺭ ﺴﻠﻴﻡ ﺃﻱ ﺘﻜﺎﻝﻴﻑ ﻋﺩﻡ ﺍﻝﺘﻁﺎﺒﻕ ﻭﺘﺴﻤﻰ‬
‫ﺒﺘﻜﺎﻝﻴﻑ ﺍﻝﻔﺸل ﻭﺘﻘﺴﻡ ﺇﻝﻰ ﻜﻠﻑ ﺍﻝﻔﺸل ﺍﻝﺩﺍﺨﻠﻲ ﻭﻜﻠﻑ ﺍﻝﻔﺸل ﺍﻝﺨﺎﺭﺠﻲ‪.‬‬
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‫ﻭﻗﺩ ﺍﺘﻔﻕ ﺍﻝﻌﺩﻴﺩ ﻤﻥ ﺍﻝﺒﺎﺤﺜﻴﻥ ﻋﻠﻰ ﺘﺼﻨﻴﻑ ﻜﻠﻑ ﺍﻝﺠﻭﺩﺓ ﺇﻝﻰ ﺃﺭﺒﻌﺔ ﺃﻨﻭﺍﻉ ﻭﻫﻲ &‪(Dv‬‬
‫‪:(e+eke  Quarles & Sower, 2007,‬‬
‫‪ .١‬ﻜﻠﻑ ﺍﻝﻤﻨﻊ ‪Prevention Costs‬‬

‫ﻭﻫﻲ ﺍﻝﻜﻠﻔﺔ ﺍﻝﻤﺘﺤﻘﻘﺔ ﻤﻥ ﺇﻨﻔﺎﻕ ﻤﺒﺎﻝﻎ ﻝﻤﻨﻊ ﺤﺩﻭﺙ ﻋﺩﻡ ﺍﻝﺘﻭﺍﻓﻕ ﺃﻭ ﺍﻝﻤﻁﺎﺒﻘﺔ ﻤﻊ ﺍﻝﻤﻭﺍﺼﻔﺎﺕ‬
‫ﺍﻝﻤﻁﻠﻭﺒﺔ ﻝﺤﻴﻥ ﻭﺼﻭل ﺍﻝﺴﻠﻊ ﺃﻭ ﺍﻝﺨﺩﻤﺎﺕ ﺇﻝﻰ ﺍﻝﺯﺒﺎﺌﻥ‪ ،‬ﺃﻱ ﺃﻨﻬﺎ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﻤﺭﺘﺒﻁﺔ ﺒﻤﻨﻊ‬
‫ﺤﺩﻭﺙ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺭﺩﻴﺌﺔ ﺍﻝﺘﻲ ﻋﺎﺩﺓ ﺘﻨﻔﻕ ﻗﺒل ﺘﺼﻨﻴﻊ ﺍﻝﻤﻨﺘﺞ ﺃﻭ ﺘﻘﺩﻴﻡ ﺍﻝﺨﺩﻤﺔ ﻭﺘﺘﻀﻤﻥ ﺍﻝﺒﻨﻭﺩ‬
‫ﺍﻝﺘﺎﻝﻴﺔ‪:‬‬
‫• ﻜﻠﻔﺔ ﺘﺨﻁﻴﻁ ﺍﻝﺠﻭﺩﺓ‬
‫• ﻜﻠﻔﺔ ﺘﺼﻤﻴﻡ ﻭﺘﻁﻭﻴﺭ ﺍﻝﻤﻨﺘﺞ‬
‫• ﻜﻠﻑ ﺍﻝﺘﺩﺭﻴﺏ ﻭﺍﻝﺘﺄﻫﻴل‬
‫• ﻜﻠﻑ ﺍﻝﺭﻗﺎﺒﺔ ﻋﻠﻰ ﻋﻤﻠﻴﺎﺕ ﺍﻹﻨﺘﺎﺝ‬
‫• ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻝﻠﻌﻤﻠﻴﺎﺕ‬
‫• ﺠﻤﻊ ﺒﻴﺎﻨﺎﺕ ﺍﻝﺠﻭﺩﺓ ﻭﺘﺤﻠﻴﻠﻬﺎ‬
‫• ﺇﻋﺩﺍﺩ ﺘﻘﺭﻴﺭ ﻜﻠﻑ ﺍﻝﺠﻭﺩﺓ‬
‫‪ -٢‬ﻜﻠﻑ ﺍﻝﺘﻘﻴﻴﻡ ‪Appraisal Costs‬‬

‫ﻭﻫﻲ ﺍﻝﻜﻠﻑ ﺍﻝﻤﺭﺘﺒﻁﺔ ﺒﻘﻴﺎﺱ ﻭﺘﻘﻴﻴﻡ ﻭﺘﺩﻗﻴﻕ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺠﺎﺕ ﻭﺍﻝﺨﺩﻤﺎﺕ ﻝﻀﻤﺎﻥ ﺘﻭﺍﻓﻘﻬﺎ ﻤﻊ‬
‫ﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﺯﺒﺎﺌﻥ ﻭﻤﻌﺎﻴﻴﺭ ﺍﻝﺠﻭﺩﺓ‪ .‬ﺃﻱ ﻫﻲ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﺘﻲ ﺘﻨﺸﺄ ﻝﻠﺘﺄﻜﺩ ﻤﻥ ﺃﻥ ﺍﻝﻤﻭﺍﺩ‬
‫ﻭﺍﻝﻤﻨﺘﺠﺎﺕ ﻤﺘﻁﺎﺒﻘﺔ ﻤﻊ ﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﺠﻭﺩﺓ ﺍﻝﻤﻌﻴﺎﺭﻴﺔ ﻭﺘﺘﻀﻤﻥ ﺍﻝﺒﻨﻭﺩ ﺍﻝﺘﺎﻝﻴﺔ‪:‬‬
‫• ﻜﻠﻑ ﻓﺤﺹ ﺍﻝﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ ﺍﻝﻤﺴﺘﻠﻤﺔ‬
‫• ﻜﻠﻑ ﻤﻭﺍﺩ ﻭﻤﻌﺩﺍﺕ ﺍﻝﻔﺤﺹ ﺍﻝﻼﺯﻤﺔ ﻝﻘﻴﺎﺱ ﻤﺴﺘﻭﻯ ﺍﻝﺠﻭﺩﺓ‬
‫• ﻜﻠﻑ ﺍﻝﺭﻗﺎﺒﺔ ﻭﺍﻝﻔﺤﺹ ﻋﻠﻰ ﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻹﻨﺘﺎﺠﻴﺔ‬
‫• ﻜﻠﻑ ﻓﺤﺹ ﻭﺍﺨﺘﺒﺎﺭ ﺍﻝﻤﻨﺘﺠﺎﺕ ﺍﻝﻨﻬﺎﺌﻴﺔ‬

‫• ﻜﻠﻑ ﺘﺩﻗﻴﻕ ﻭﻤﺭﺍﺠﻌﺔ ﺍﻝﺠﻭﺩﺓ‬

‫‪ -٣‬ﻜﻠﻑ ﺍﻝﻔﺸل ﺍﻝﺩﺍﺨﻠﻲ ‪Internal failure Costs‬‬

‫ﻭﻫﻲ ﺍﻝﻜﻠﻑ ﺍﻝﻤﻁﻠﻭﺒﺔ ﻝﺘﺤﺩﻴﺩ ﺍﻷﺨﻁﺎﺀ ﺃﻭ ﺍﻻﻨﺢ ﺍ ﺭﻓﺎﺕ ﺍﻝﻤﻭﺠﻭﺩﺓ ﻓﻲ ﺍﻝﺴﻠﻊ ﺃﻭ ﺍﻝﺨﺩﻤﺎﺕ ﻗﺒل ﺘﻘﺩﻴﻤﻬﺎ‬
‫ﻭﺍﻴﺼﺎﻝﻬﺎ ﻝﻠﺯﺒﻭﻥ‪ .‬ﺃﻱ ﻫﻲ ﺘﻜﺎﻝﻴﻑ ﺇﻨﺘﺎﺝ ﻤﻨﺘﺠﺎﺕ ﺭﺩﻴﺌﺔ ﻴﺘﻡ ﺍﻜﺘﺸﺎﻓﻬﺎ ﻗﺒل ﻭﺼﻭﻝﻬﺎ ﺇﻝﻰ ﺍﻝﻤﺴﺘﻬﻠﻙ‬ ‫ٕ‬
‫ﻭﺘﺘﻀﻤﻥ ﺍﻝﺒﻨﻭﺩ ﺍﻝﺘﺎﻝﻴﺔ‪:‬‬
 ‫‪٢٦‬‬

‫• ﺘﻜﺎﻝﻴﻑ ﺇﻋﺎﺩﺓ ﺍﻝﺘﻔﺘﻴﺵ ﻭﺍﻻﺨﺘﺒﺎﺭ ﻝﻠﻤﻨﺘﺠﺎﺕ ﺩﺍﺨل ﺍﻝﻤﻨﻅﻤﺔ‬

‫• ﺘﻜﺎﻝﻴﻑ ﺍﻜﺘﺸﺎﻑ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻌﻴﺒﺔ ﻭﻜﻠﻑ ﺇﺼﻼﺤﻬﺎ‬
‫• ﺘﻜﺎﻝﻴﻑ ﻓﺸل ﺍﻝﻤﻌﺎﻝﺠﺔ ﺒﺴﺒﺏ ﺍﺴﺘﺨﺩﺍﻡ ﻤﻌﺩﺍﺕ ﺘﺼﻠﻴﺢ ﻏﻴﺭ ﻤﻨﺎﺴﺒﺔ‬
‫• ﺘﻜﺎﻝﻴﻑ ﺍﻝﻭﻗﺕ ﺍﻝﻀﺎﺌﻊ )ﺘﻭﻗﻑ ﺍﻝﻤﻜﺎﺌﻥ ٕ‬
‫ﻭﺍﺼﻼﺤﻬﺎ ﻭﺍﻝﺩﻴﻭﻥ ﺍﻝﻤﻌﺩﻭﻤﺔ ﻭﻜﻠﻑ‬
‫ﺍﻻﺘﺼﺎﻻﺕ ﻭﺍﻝﻘﺭﻁﺎﺴﻴﺔ ﻭﻏﻴﺭﻫﺎ(‪.‬‬
‫‪ -٤‬ﻜﻠﻑ ﺍﻝﻔﺸل ﺍﻝﺨﺎﺭﺠﻲ ‪External Failure Costs‬‬

‫ﻫﻲ ﻤﺠﻤﻭﻉ ﺘﻜﺎﻝﻴﻑ ﺍﻝﻤﻨﺘﺞ ﺍﻝﻤﻌﻴﺏ ﺍﻝﺫﻱ یﺘﻡ ﺍﺁﺘﺸﺎﻓﻪ ﺒﻌﺩ ﺍﻝﺘﺴﻠﻴﻡ ﻝﻠﻌﻤﻴل ﺃﻭ ﺍﻝﻤﺴﺘﻬﻠﻙ‪ .‬ﺃﻱ‬
‫ﻫﻲ ﺍﻝﻜﻠﻑ ﺍﻝﺘﻲ ﺘﻨﺘﺞ ﻤﻥ ﻋﺩﻡ ﻤﻁﺎﺒﻘﺔ ﺍﻝﻤﻨﺘﺞ ﻝﻠﻤﻭﺍﺼﻔﺎﺕ ﺒﻌﺩ ﺸﺤﻨﻪ ﺇﻝﻰ ﺍﻝﺯﺒﺎﺌﻥ‪ ،‬ﻭﺘﺘﻀﻤﻥ‬
‫ﺍﻝﺒﻨﻭﺩ ﺍﻝﺘﺎﻝﻴﺔ‪:‬‬
‫• ﺘﻜﺎﻝﻴﻑ ﻤﻌﺎﻝﺠﺔ ﺸﻜﺎﻭﻱ ﺍﻝﻌﻤﻼﺀ‬
‫• ﻜﻠﻔﺔ ﺍﻝﻀﻤﺎﻥ ﻭﻜﻠﻔﺔ ﺇﻋﺎﺩﺓ ﺘﻘﺩﻴﻡ ﺍﻝﺨﺩﻤﺔ ﻤﺭﺓ ﺃﺨﺭﻯ‬
‫• ﺍﻝﻀﻤﺎﻥ ﻭﺍﻝﺼﻴﺎﻨﺔ ﺒﻌﺩ ﺍﻝﺒﻴﻊ‬
‫• ﻜﻠﻑ ﺍﻝﻐﺭﺍﻤﺎﺕ ﻭﺍﻝﻜﻠﻑ ﺍﻝﻘﺎﻨﻭﻨﻴﺔ ﺍﻝﻨﺎﺘﺠﺔ ﻋﻥ ﺍﻝﺩﻋﺎﻭﻱ ﻭﺍﻝﺸﻜﺎﻭﻱ ﺍﻝﻤﺭﻓﻭﻋﺔ ﻀﺩ‬
‫ﺍﻝﻤﻨﻅﻤﺔ‬
‫• ﻜﻠﻔﺔ ﻓﻘﺩﺍﻥ ﺍﻝﺴﻤﻌﺔ ﺍﻝﺘﻲ ﺘﺅﺜﺭ ﺴﻠﺒﹰﺎ ﻋﻠﻰ ﺤﺠﻡ ﺍﻝﺯﺒﺎﺌﻥ‬
‫ﻭﻝﺫﻝﻙ؛ ﺘﻌﺘﺒﺭ ﺘﻜﺎﻝﻴﻑ ﺍﻝﺠﻭﺩﺓ ﺃﺩﺍﺓ ﺘﺤﺴﻴﻥ ﻤﺴﺘﻤﺭ ﻝﻠﺠﻭﺩﺓ ﻓﻬﻲ ﺘﺴﺎﻋﺩ ﻋﻠﻰ ﺘﺤﺩﻴﺩ ﻤﻨﺎﻁﻕ ﺍﻝﻔﺸل‬
‫ﻭﺍﻹﺨﻔﺎﻕ ﻭﻤﺼﺎﺩﺭ ﺤﺩﻭﺙ ﺍﻝﻌﻴﻭﺏ ﻭﻫﺫﺍ ﺒﺎﺴﺘﺨﺩﺍﻡ ﺍﻷﺩﻭﺍﺕ ﺍﻻﺤﺼﺎﺌﻴﺔ‪ .‬ﻜﻤﺎ ﻭﺘﻌﺘﺒﺭ ﻤﺅﺸﺭ ﻗﻭﻱ‬
‫ﻝﺘﺤﻔﻴﺯ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻓﻲ ﺘﻁﺒﻴﻕ ﻭﺘﻨﻔﻴﺫ ﻫﺫﺍ ﺍﻝﻤﻔﻬﻭﻡ ﻤﻥ ﺃﺠل ﺍﻝﻭﺼﻭل ﺇﻝﻰ ﺍﻝﻤﻨﺎﻓﻊ ﻤﻥ ﺘﻁﺒﻴﻘﻪ ﻭﻫﻲ‪:‬‬
‫ﺘﺨﻔﻴﺽ ﻫﺫﻩ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻹﺠﻤﺎﻝﻴﺔ ﻝﻠﻤﻨﺘﺞ ﻭﺍﻝﺘﺤﻜﻡ ﻭﺍﻝﺴﻴﻁﺭﺓ ﻋﻠﻴﻬﺎ ﺒﻔﻌﺎﻝﻴﺔ ﻭﺒﺎﻝﺘﺎﻝﻲ ﺯﻴﺎﺩﺓ ﺃﺭﺒﺎﺡ‬
‫ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬

‫ﺇﻥ ﺍﻝﻤﻨﻅﻤﺎﺕ ﺍﻝﺘﻲ ﺘﺒﺫل ﺠﻬﻭﺩﺍ ﻜﺒﻴﺭﺓ ﻝﺘﺤﺴﻴﻥ ﺠﻭﺩﺓ ﻤﻨﺘﺠﺎﺘﻬﺎ ﻓﻬﻲ ﺘﺭﻜﺯ ﺠﻬﻭﺩﻫﺎ ﻋﻠﻰ ﺃﻨﺸﻁﺔ‬

‫ﺍﻝﻤﻨﻊ ﺃﻜﺜﺭ ﻤﻥ ﺍﻷﻨﺸﻁﺔ ﺍﻷﺨﺭﻯ ﻭﻤﺜل ﻫﺫﻩ ﺍﻝﺸﺭﻜﺎﺕ ﻴﻜﻭﻥ ﻋﺎﺩﺓ ﻝﺩﻴﻬﺎ ﺘﻜﺎﻝﻴﻑ ﺠﻭﺩﺓ ﻤﻨﺨﻔﻀﺔ‬

‫ﺤﻴﺙ ﺇﻥ ﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺃﻨﺸﻁﺔ ﺍﻝﻤﻨﻊ ﻤﻤﻜﻥ ﺃﻥ ﻴﺯﻴﺩ ﻤﻥ ﺍﻝﻘﻴﻤﺔ ﻝﻠﻤﻨﺘﺠﺎﺕ ﻭﻫﺫﺍ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺨﻔﻴﺽ‬

‫ﺍﻝﺤﺎﺠﺔ ﺇﻝﻰ ﺍﻝﻔﺤﺹ ﻭﺃﻨﺸﻁﺔ ﺍﻝﻔﺸل ﻭﺒﺎﻝﺸﻜل ﺍﻝﺫﻱ ﻴﺨﻔﺽ ﺍﻝﻀﻴﺎﻉ ) ‪lto+ Mer et ll‬‬

‫ (‪.‬‬
 ‫‪٢٧‬‬

‫ﺍﻝﻤﺒﺤﺙ ﺍﻝﺜﺎﻨﻲ‬

‫ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

 ‫‪٢٨‬‬

‫ﻤﻘﺩﻤﺔ ﺍﻝﻤﺒﺤﺙ‪-:‬‬
‫ﺇﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻥ ﻤﻨﻬﺞ ﺇﺩﺍﺭﻱ ﺸﺎﻤل‪ ،‬ﻫﺩﻓﻪ ﺘﺤﺴﻴﻥ ﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﻝﺯﻴﺎﺩﺓ‬
‫ﺍﻹﻨﺘﺎﺠﻴﺔ‪ ،‬ﻭﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﻠﻔﺔ‪ .‬ﻭﻝﺫﻝﻙ ﺍﻫﺘﻡ ﺍﻝﻜﺜﻴﺭ ﻤﻥ ﺍﻝﺒﺎﺤﺜﻴﻥ ﻭﺍﻝﻤﻨﻅﻤﺎﺕ ﻭﺍﻹﺩﺍﺭﺍﺕ ﺍﻝﻌﻠﻴﺎ ﻓﻲ‬
‫ﺍﻵﻭﻨﺔ ﺍﻷﺨﻴﺭﺓ ﺒﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻝﻤﺎ ﻝﻬﺎ ﻤﻥ ﺇﻨﺠﺎﺯﺍﺕ ﻋﻅﻴﻤﺔ ﻓﻲ ﺘﺤﻘﻴﻕ ﺍﻝﺭﺒﺤﻴﺔ‪ ،‬ﻭﺘﻌﻅﻴﻡ‬
‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻭﺯﻴﺎﺩﺘﻬﺎ ﻋﻥ ﻁﺭﻴﻕ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪.‬‬

‫ﻭﺘﻨﺎﻭل ﺍﻝﺒﺎﺤﺙ ﻓﻲ ﻫﺫﺍ ﺍﻝﻤﺒﺤﺙ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﺍﻝﻤﻘﺩﻤﺔ‬

‫• ﺘﻌﺭﻴﻑ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫• ﻤﺒﺎﺩﺉ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫• ﺜﻘﺎﻓﺔ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫• ﻋﻤﻠﻴﺎﺕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫• ﻭﻅﺎﺌﻑ ﺠﺩﻴﺩﺓ ﺍﺴﺘﺤﺩﺜﺕ ﻝﺘﻨﻔﻴﺫ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫• ﻓﻭﺍﺌﺩ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫• ﻤﻌﻭﻗﺎﺕ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫• ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﺃﻫﻡ ﺍﻝﻔﺭﻭﻕ ﺒﻴﻨﻬﻤﺎ‬
 ‫‪٢٩‬‬

‫ﺍﻝﻤﻘﺩﻤﺔ‬ ‫‪٢.٢.١‬‬

‫ﺘﻌﻭﺩ ﺠﺫﻭﺭ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻜﻤﻌﻴﺎﺭ ﻝﻠﻘﻴﺎﺱ‪ ،‬ﺇﻝﻰ ‪ Gu‬ﺍﻝﺫﻱ ﺃﻭﺠﺩ ﻤﻔﻬﻭﻡ ﺍﻝﻤﻨﺤﻨﻰ‬
‫ﺍﻝﻁﺒﻴﻌﻲ‪ .‬ﻭﻓﻲ ﻋﺎﻡ 
ﺃﻭﺠﺩ ‪ Gu‬ﺃﻴﻀﺎ   ﻜﻤﻌﻴﺎﺭ ﻝﻠﻘﻴﺎﺱ‪ ،‬ﻭﻴﻘﻭﻡ ﻋﻠﻰ ﻨﺴﺒﺔ ﺩﻗﺔ‬
‫>  ‪ %‬ﺃﻭ  ﺨﻁﺄ ﻝﻜل ﻤﻠﻴﻭﻥ‪.‬‬

‫ﻭﻓﻲ ﺒﺩﺍﻴﺔ ﺍﻝﺜﻤﺎﻨﻴﻨﺎﺕ ﻗﺩﻡ ‪ - Bll t‬ﻭﺍﻝﺫﻱ ﻴﻌﻭﺩ ﻝﻪ ﺍﻝﻔﻀل ﻓﻲ ﺇﻴﺠﺎﺩ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬
‫ﻤﻊ ﺍﻝﻤﺩﻴﺭ ﺍﻝﺘﻨﻔﻴﺫﻱ ﻝﺸﺭﻜﺔ ﻤﻭﺘﻭﺭﻭﻻ ‪ -‬ﺘﻘﺭﻴﺭﺍ ﻴﻔﻴﺩ ﺒﺄﻥ ﻤﺴﺘﻭﻯ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺘﻘﻠﻴﺩﻴﺔ ‪ -‬ﻭﻫﻲ ﻗﻴﺎﺱ‬
‫ﻋﺩﺩ ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﺃﻝﻑ ﻓﺭﺼﺔ ‪ -‬ﻻ ﻴﻠﺒﻲ ﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﻌﻤﻴل ﻭﺤﺎﺠﺎﺘﻪ‪ .‬ﻭﻝﺫﻝﻙ ﻗﺭﺭ ﺴﻤﻴﺙ ﻗﻴﺎﺱ ﻋﺩﺩ‬
‫ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ‪ ،‬ﻭﻤﻥ ﻫﻨﺎ؛ ﻁﻭﺭﺕ ﺸﺭﻜﺔ ﻤﻭﺘﻭﺭﻭﻻ ﻫﺫﻩ ﺍﻝﻤﻨﻬﺠﻴﺔ ﻝﺘﺘﺒﻨﺎﻫﺎ ﻤﻥ ﺒﻌﺩﻫﺎ‬
‫ﺸﺭﻜﺔ ﺠﻴﻨﺭﺍل ﺇﻝﻜﺘﺭﻴﻙ ﻭﻤﺌﺎﺕ ﺍﻝﺸﺭﻜﺎﺕ ﻓﻲ ﺍﻝﻌﺎﻝﻡ ﻹﻨﺠﺎﺯ ﺃﻋﻤﺎﻝﻬﺎ‪ ،‬ﻭﺘﺤﺴﻴﻥ ﻋﻤﻠﻴﺎﺘﻬﺎ )ﺍﻝﺭﺍﻭﻱ‪:‬‬
‫‪ ،٢٠١١‬ﺹ‪ (٣٢ :‬ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل )‪ (٣‬ﺘﻁﻭﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻨﺫ ﺍﻝﺜﻤﺎﻨﻴﻨﺎﺕ‪.‬‬

‫‪١٩٨٦‬‬ ‫‪١٩٨٨‬‬ ‫‪١٩٩٠‬‬ ‫‪١٩٩١‬‬ ‫‪١٩٩٥‬‬ ‫‪١٩٩٩‬‬

‫ر‪TW‬‬ ‫‪MIT‬‬ ‫‪ !# 9%3‬‬

‫‪V#V‬رو‪ U‬اول‬ ‫‪ ! f $%‬‬
‫‪$ T7‬‬ ‫‪ _#‬آ‪%‬ب‬ ‫‪! T7‬درة‬ ‫‪Y‬ال ا‪d3%0.‬‬ ‫ا‪g.‬ت ا‪.‬ـ‬
‫‪Z[Y‬ة ‪VY‬دة‬
‫ ‪$%‬‬ ‫ا`‪ $.‬ا‪%.‬‬ ‫ا‪ZW.‬ام ا‪V6‬د‬ ‫‪ e!%#‬‬ ‫‪ ٥٠٠‬ا‪$hV&W.‬‬
‫و\‪9 $‬‬ ‫_‪ 0‬وا‪i‬‬
‫; ‪V#V‬رو‪U‬‬ ‫‪b‬ت ا‪9.-.‬‬ ‫; ‪V#V‬رو‪U‬‬ ‫‪$%‬‬
‫‪V0.‬م ‪7.‬ر‪3‬‬

‫‪٢٠٠٠‬‬ ‫‪٢٠٠٢‬‬ ‫‪٢٠٠٣‬‬ ‫‪٢٠٠٥‬‬ ‫‪٢٠٠٦‬‬

‫‪!# 9%3‬‬ ‫‪*W#‬ت أ‪:‬ل‬ ‫ا‪ $% *.‬ا‪; $.‬‬ ‫‪$:‬‬

‫ا‪$% *.‬‬ ‫ ‪; $%‬‬ ‫‪V#V‬رو‪U‬‬ ‫ا‪$3:.‬‬
‫‪V#V‬رو‪7!# U‬أ‬
‫‪ ! f‬‬ ‫‪V#V‬رو‪U‬‬ ‫ا‪7!# $Wk.‬أ‬
‫‪7‬أت ‪ IT $:‬ا‪!%‬س‬ ‫‪UVW%.‬ت‬
‫ا‪7'.‬ت‬ ‫‪!%‬س‬
‫‪V#V‬رو‪m# U‬‬ ‫ا‪$p.‬‬ ‫ا‪$8p.‬‬
‫ا‪$..‬‬ ‫ا‪$p.‬‬
‫وا‪$:k.‬‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٣‬ﺘﻁﻭﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﺍﻝﻤﻜﻲ ‪(٢٠٠٩) ،‬‬

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‫ﺘﻌﺭﻴﻑ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٢.٢.٢‬‬

‫ﺇﻥ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻥ ﺃﺒﺭﺯ ﺍﻝﻤﻨﺎﻫﺞ ﺍﻝﺘﻲ ﺍﻫﺘﻡ ﺒﻬﺎ ﺍﻝﻜﺜﻴﺭ ﻤﻥ ﺍﻝﺒﺎﺤﺜﻴﻥ ﻓﻲ ﺍﻵﻭﻨﺔ‬
‫ﺍﻷﺨﻴﺭﺓ‪ ،‬ﻝﻜﻭﻨﻪ ﻤﻥ ﺍﻝﻤﻔﺎﻫﻴﻡ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﺤﺩﻴﺜﺔ ﻓﻲ ﺍﻝﻤﺠﺎﻻﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ ﻭﺍﻝﺨﺩﻤﻴﺔ‪ ،‬ﻭﻤﺎ ﻴﺤﻘﻘﻪ ﻤﻥ‬
‫ﺇﻨﺠﺎﺯﺍﺕ ﻋﻅﻴﻤﺔ ﻝﻠﻤﻨﻅﻤﺎﺕ ﺍﻝﺘﻲ ﺘﺘﺒﻨﺎﻩ‪ ،‬ﻭﻗﺩ ﺘﻌﺩﺩﺕ ﺃﺭﺍﺀ ﺍﻝﺒﺎﺤﺜﻴﻥ ﻝﻬﺫﺍ ﺍﻝﻤﻨﻬﺞ‪ ،‬ﻓﻤﻨﻬﻡ ﻤﻥ ﺍﻋﺘﺒﺭﻩ‬
‫ﻤﻘﻴﺎﺴ ﹰﺎ ﺇﺤﺼﺎﺌﻴ ﹰﺎ‪ ،‬ﻭﻤﻨﻬﻡ ﻤﻥ ﻨﻅﺭ ﺇﻝﻴﻪ ﻜﻔﻜﺭ ﺘﻨﻅﻴﻤﻲ ﻭﻤﻨﻬﺞ ﺇﺩﺍﺭﻱ‪.‬‬

‫ﻓﻘﺩ ﻋﺭﻑ ) ‪ (Pete & 8rr   P‬ﺴﻴﺠﻤﺎ ﺴﺘﺔ؛ ﺒﺄﻨﻬﺎ ﻤﻘﻴﺎﺱ ﺇﺤﺼﺎﺌﻲ ﻝﻠﻌﻤﻠﻴﺎﺕ‬
‫ﻭﺍﻝﻤﻨﺘﺠﺎﺕ‪ ،‬ﺘﻬﺩﻑ ﻝﺘﻁﻭﻴﺭ ﺍﻷﻋﻤﺎل ﺒﺄﻗل ﻋﻴﻭﺏ ﻤﻤﻜﻨﺔ‪ ،‬ﻭﺃﻨﻬﺎ ﻨﻅﺎﻡ ﺇﺩﺍﺭﻱ‪ ،‬ﻴﺴﻌﻰ ﻝﺘﺤﻘﻴﻕ ﺍﻝﻘﻴﺎﺩﺓ‬
‫ﺍﻝﻘﻭﻴﺔ ﺒﺘﺤﻔﻴﺯ ﺃﻓﺭﺍﺩ ﺍﻝﺘﻨﻅﻴﻡ ﻓﻲ ﺍﻝﻘﺎﻋﺩﺓ ﻭﺇﺸﺭﺍﻜﻬﻡ ﻓﻴﻬﺎ‪.‬‬

‫ﺃﻤﺎ )
‪ ( Prk   P‬ﻓﻘﺩ ﻋﺭﻑ ﺴﻴﺠﻤﺎ ﺴﺘﺔ؛ ﺒﺄﻨﻬﺎ ﺤﺭﻑ ﻓﻲ ﺍﻷﺒﺠﺩﻴﺔ ﺍﻝﻴﻭﻨﺎﻨﻴﺔ ﻭﻗﺩ‬
‫ﺃﺼﺒﺤﺕ ﺭﻤﺯﹰﺍ ﺇﺤﺼﺎﺌﻴﺎ ﻴﺩل ﻋﻠﻰ ﺍﻻﻨﺤﺭﺍﻑ ﺍﻝﻤﻌﻴﺎﺭﻱ‪ ،‬ﻭﻴﺴﺘﺨﺩﻡ ﻝﻘﻴﺎﺱ ﺍﻻﺨﺘﻼﻑ ﺃﻭ ﺍﻻﻨﺤﺭﺍﻑ‬
‫ﻋﻥ ﺍﻝﻤﺘﻭﺴﻁ‪ .‬ﻭﻗﺩ ﺍﻋﺘﺒﺭﻫﺎ ﻤﺒﺎﺩﺭﺓ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﻤﻥ ﻗﺒل ﺍﻝﻤﻨﻅﻤﺎﺕ‪ ،‬ﻝﺭﻓﻊ ﺍﻝﺭﺒﺤﻴﺔ ﻭﺯﻴﺎﺩﺓ ﺍﻝﺤﺼﺔ‬
‫ﺍﻝﺴﻭﻗﻴﺔ‪ ،‬ﻭﺍﻝﻌﻤل ﻋﻠﻰ ﺇﺭﻀﺎﺀ ﺍﻝﺯﺒﻭﻥ ﻋﻥ ﻁﺭﻴﻕ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﻷﺩﻭﺍﺕ ﺍﻹﺤﺼﺎﺌﻴﺔ‪ ،‬ﻭﺍﻝﺘﻲ ﻴﻤﻜﻥ‬
‫ﺃﻥ ﺘﺅﺩﻱ ﺇﻝﻰ ﻤﻜﺎﺴﺏ ﺘﺘﻤﺜل ﺒﺘﻘﺩﻴﻡ ﻤﻨﺘﺠﺎﺕ‪ ،‬ﺃﻭ ﺨﺩﻤﺎﺕ ﺒﻜﻤﻴﺎﺕ ﻜﺒﻴﺭﺓ ﻭﺒﺠﻭﺩﺓ ﻋﺎﻝﻴﺔ ﺠﺩﺍ‪.‬‬

‫ﺃﻤﺎ )
‪ ("ll   P‬ﻓﻘﺩ ﺒﻴﻥ ﺒﺄﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺘﺭﻜﺯ ﻋﻠﻰ ﺇﻨﺸﺎﺀ ﻗﺎﻋﺩﺓ ﻋﻤل ﺩﺍﺨل‬
‫ﺍﻝﻤﻨﻅﻤﺔ؛ ﻝﺘﻘﻭﻡ ﺒﻘﻴﺎﺱ ﻭﺘﺯﻭﻴﺩ ﺍﻝﻤﻨﻅﻤﺔ ﺒﺜﻘﺎﻓﺔ‪ ،‬ﻭﻁﺭﻴﻘﺔ‪ ،‬ﻭﺨﺭﻴﻁﺔ ﻋﻤل‪ ،‬ﻭﻴﺘﺤﻘﻕ ﺫﻝﻙ ﻤﻥ ﺨﻼل‬
‫ﻗﻴﺎﻡ ﻓﺭﻴﻕ ﺍﻝﻌﻤل ﺒﺘﻨﻔﻴﺫ ﺍﻝﻤﺸﺭﻭﻉ ﺘﻠﻭ ﺍﻝﻤﺸﺭﻭﻉ‪ ،‬ﻭﺫﻝﻙ ﻋﻥ ﻁﺭﻴﻕ ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ‪ ،‬ﻭﺒﺭﺍﻤﺞ‬
‫ﺍﻝﺘﺩﺭﻴﺏ ﺍﻝﺨﺎﺼﺔ‪ ،‬ﻭﺘﻜﻭﻴﻥ ﻓﻜﺭ ﻤﻌﻴﻥ ﻝﺩﻯ ﺃﻋﻀﺎﺀ ﺍﻝﻔﺭﻴﻕ ﺃﻭﻻ ﺜﻡ ﺒﻘﻴﺔ ﺃﻓﺭﺍﺩ ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬

‫ﻭﻗﺩ ﺒﻴﻥ ) ‪ ( Be & Dv7‬ﺃﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺘﺭﻜﺯ ﻋﻠﻰ ﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﺘﺸﻐﻴﻠﻴﺔ‬
‫ﺒﺸﻜل ﻋﺎﻡ‪ ،‬ﻤﻥ ﺨﻼل ﺍﻝﻤﺩﺨﻼﺕ ﺍﻝﺘﻲ ﺘﺘﻤﺜل ﻓﻲ ﺍﻝﻤﻭﺭﺩﻴﻥ ﻭﻋﻤﻠﻴﺔ ﺍﻝﺘﻌﺎﻗﺩ ﻤﻌﻬﻡ‪ ،‬ﻭﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﺘﻲ‬
‫ﺘﺘﻤﺜل ﻓﻲ ﺍﻝﻨﺎﺱ ﻭﺍﻵﻻﺕ‪ ،‬ﻭﺇﺠﺭﺍﺀﺍﺕ ﺍﻝﻌﻤل‪ ،‬ﻭﺍﻝﻤﺨﺭﺠﺎﺕ ﻭﺍﻝﺘﻲ ﺘﺘﻤﺜل ﻓﻲ ﺭﻀﺎ ﺍﻝﻌﻤﻴل؛ ﺒﻬﺩﻑ‬
‫ﺨﻔﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻝﻌﻤﻠﻴﺎﺕ‪ ،‬ﻭﺘﻘﻠﻴل ﺩﻭﺭﺓ ﻭﻗﺕ ﺍﻝﻌﻤﻠﻴﺎﺕ‪ ،‬ﻭﺩﻗﺔ ﺍﻝﺠﻭﺩﺓ‪.‬‬

‫ﺃﻤﺎ )ﻋﺒﺩ ﺍﻝﻤﺤﺴﻥ‪ ،٢٠٠٦ ،‬ﺹ‪ (٢٧٢ :‬ﻓﻘﺩ ﺭﺃﻯ ﺒﺄﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻋﺒﺎﺭﺓ ﻋﻥ ﻁﺭﻴﻘﺔ‬
‫ﻹﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﻋﻨﺩ ﺍﻝﻤﺴﺘﻭﻯ ﺍﻝﺘﺸﻐﻴﻠﻲ ﻝﻠﻤﻨﻅﻤﺎﺕ ﺍﻝﺫﻱ ﻻ ﻴﺯﻴﺩ ﻓﻴﻪ ﺍﻝﺨﻁﺄ ﻋﻠﻰ   ﻓﺭﺼﺔ ﻓﻲ‬
‫ﺍﻝﻤﻠﻴﻭﻥ‪ ،‬ﻓﻬﻲ ﻤﻘﻴﺎﺱ ﺇﺤﺼﺎﺌﻲ ﻝﺩﻗﺔ ﺍﻷﺩﺍﺀ ﺩﻭﻥ ﺃﺨﻁﺎﺀ‪.‬‬
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‫ﻭﻗﺩ ﺃﺸﺎﺭ )ﺍﻝﻨﻌﻴﻤﻲ ﻭﺼﻭﻴﺹ‪ ،٢٠٠٨ ،‬ﺹ‪ (٤٧ :‬ﺃﻥ ﺍﻝﺭﺴﺎﻝﺔ ﺍﻝﺤﻘﻴﻘﻴﺔ ﻝﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻲ‬
‫ﺃﺒﻌﺩ ﻤﻥ ﺍﻹﺤﺼﺎﺀ‪ ،‬ﻭﻫﻲ ﺍﻝﺘﺯﺍﻡ ﻜﻠﻲ ﻤﻥ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻭﻓﻠﺴﻔﺔ ﻝﻠﺘﻤﻴﺯ‪ ،‬ﻭﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺍﻝﺯﺒﺎﺌﻥ‪ ،‬ﻭﺘﺤﺴﻴﻥ‬
‫ﺍﻝﻌﻤﻠﻴﺎﺕ‪ ،‬ﻭﺘﻔﻌﻴل ﺩﻭﺭ ﺍﻝﻘﻴﺎﺱ ﺒﺩﻻ ﻤﻥ ﺍﻻﻗﺘﺼﺎﺭ ﻋﻠﻰ ﺍﻝﺸﻌﻭﺭ ﻭﺍﻻﻋﺘﻘﺎﺩ‪ .‬ﻓﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬
‫ﻋﺒﺎﺭﺓ ﻋﻥ ﺠﻌل ﻜل ﻤﺠﺎﻻﺕ ﺍﻝﺸﺭﻜﺔ ﺃﻓﻀل‪ ،‬ﻝﺘﺘﻤﻜﻥ ﻤﻥ ﻤﻭﺍﺠﻬﺔ ﺍﻻﺤﺘﻴﺎﺠﺎﺕ ﺍﻝﻤﺘﻐﻴﺭﺓ ﻝﻠﺯﺒﺎﺌﻥ‪،‬‬
‫ﻭﺍﻝﺴﻭﻕ ﻭﺍﻝﺘﻜﻨﻭﻝﻭﺠﻴﺎ‪ ،‬ﻤﻥ ﺃﺠل ﻤﻨﻔﻌﺔ ﺍﻝﻤﻭﻅﻔﻴﻥ ﻭﺍﻝﺯﺒﺎﺌﻥ ﻭﺍﻝﻤﺴﺎﻫﻤﻴﻥ ﻭﻤﺼﻠﺤﺘﻬﻡ‪.‬‬

‫ﻭﻗﺩ ﻋﺭﻑ )

‪ (Grro+  et l  
 P‬ﻋﻠﻰ ﺃﻨﻬﺎ ﻤﺼﻁﻠﺢ ﻴﺸﻴﺭ ﺇﻝﻰ ﺍﻝﻌﻤﻠﻴﺔ‬
‫ﺍﻝﺘﻲ ﻻ ﻴﻨﺘﺞ ﻋﻨﻬﺎ ﺃﻜﺜﺭ ﻤﻥ   ﻋﻴﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ‪ ،‬ﻷﻥ ﻫﺫﺍ ﺍﻝﻤﻌﺩل ﻤﻥ ﺍﻝﻌﻴﻭﺏ ﻤﻨﺨﻔﺽ‬
‫ﺠﺩﹰﺍ‪ ،‬ﻭﻴﺭﺘﺒﻁ ﻤﺼﻁﻠﺢ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺃﺤﻴﺎﻨﺎ ﻤﻊ ﻤﺼﻁﻠﺢ ﺍﻨﻌﺩﺍﻡ ﺍﻝﻌﻴﻭﺏ ‪.Zero Defect‬‬

‫ﻭﻓﻲ ﺭﺃﻱ ﺍﻝﺒﺎﺤﺙ ﺃﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﺘﻌﺘﺒﺭ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﻤﺘﺒﻌﺔ ﻤﻥ ﻗﺒل ﺍﻝﻤﻨﻅﻤﺎﺕ ﻝﻠﺘﺤﺴﻴﻥ‬
‫ﺍﻝﻤﺴﺘﻤﺭ ﻝﻌﻤﻠﻴﺎﺘﻬﺎ ﺍﻷﺴﺎﺴﻴﺔ ﺍﻝﺨﺎﺼﺔ ﺒﺎﻹﻨﺘﺎﺝ‪ ،‬ﻭﺫﻝﻙ ﺒﺘﻘﻠﻴل ﺍﻝﺘﻜﻠﻔﺔ ﻋﻥ ﻁﺭﻴﻕ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ‬
‫ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻷﻗل ﻤﺎ ﻴﻤﻜﻥ ﻤﻥ ﻗﺒل ﺍﻝﻤﻨﻅﻤﺎﺕ‪ .‬ﻝﺫﻝﻙ ﻴﺭﻯ ﺍﻝﺒﺎﺤﺙ ﺃﻥ ﻤﻔﻬﻭﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﺭﺘﻜﺯ‬
‫ﺃﺴﺎﺴﺎ ﻋﻠﻰ ﻤﺒﺩﺃ ﺒﻠﻭﻍ ﺃﻋﻠﻰ ﻤﺴﺘﻭﻯ ﻤﻤﻜﻥ ﻤﻥ ﺠﻭﺩﺓ ﺍﻷﺩﺍﺀ ﻝﻠﻤﻨﻅﻤﺎﺕ ﺒﺄﻗل ﻗﺩﺭ ﻤﻤﻜﻥ ﻤﻥ‬
‫ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﺼﻭﻻ ﻝﺘﺤﻘﻴﻕ ﺍﻝﺭﻴﺎﺩﻴﺔ ﻭﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻋﻠﻰ ﻤﺨﺘﻠﻑ ﺍﻷﺼﻌﺩﺓ ﺍﻝﻤﺤﻠﻴﺔ ﻭﺍﻝﻌﺎﻝﻤﻴﺔ‪.‬‬
‫ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﺒﻨﺎﺀ ﺴﻤﻌﺔ ﻋﺎﻝﻴﺔ ﻝﻤﻨﺘﺠﺎﺕ ﺍﻝﻤﻨﻅﻤﺔ ﻭﺨﺩﻤﺎﺘﻬﺎ‪ ،‬ﻤﻤﺎ ﻴﻌﻭﺩ ﺒﺎﻝﻔﺎﺌﺩﺓ ﻋﻠﻰ ﺍﻝﻤﺴﺘﺨﺩﻤﻴﻥ‬
‫ﻭﺍﻝﻌﻤﻼﺀ ﻭﺍﻝﻤﺴﺎﻫﻤﻴﻥ‪ .‬ﻭﻗﺩ ﺃﻭﻀﺢ ‪ Pete & 8rr‬ﻤﺴﺘﻭﻯ ﺃﺩﺍﺀ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻓﺭﺼﺔ ﺤﺩﻭﺙ‬
‫ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ‪.‬‬

‫ﺍﻝﺠﺩﻭل ﺭﻗﻡ )‪(٢‬‬

‫ﻤﺴﺘﻭﻯ ﺃﺩﺍﺀ ﺴﻴﺠﻤﺎ‬

‫‪ Proce yed‬ا‪.‬دود ‪%‬‬ ‫‪ DPMO‬ا‪V-.‬ب ‪Vs 0.‬ن ;‪$‬‬ ‫‪V%* S
2eve‬ى ‬
‫‪٣٠.٨٥‬‬ ‫‪٦٩١.٥٠٠‬‬ ‫‪١‬‬

‫‪٦٩.١٥‬‬ ‫‪٣٠٨.٥٠٠‬‬ ‫‪٢‬‬

‫‪٩٣.٣٢‬‬ ‫‪٦٦.٨٠٠‬‬ ‫‪٣‬‬
‫‪٩٩.٣٨‬‬ ‫‪٦.٢٠٠‬‬ ‫‪٤‬‬

‫‪٩٩.٩٧٧‬‬ ‫‪٢٣٠‬‬ ‫‪٥‬‬

‫‪٩٩.٩٩٩٦٦‬‬ ‫‪٣.٤‬‬ ‫‪٦‬‬

‫ﺍﻝﻤﺼﺩﺭ‪Pete & 8rr   :‬‬

 ‫‪٣٢‬‬

‫ﻜﻤﺎ ﻴﻭﻀﺢ ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٤‬ﺘﻭﺯﻴﻊ ﺍﻝﻤﺴﺎﺤﺎﺕ ﺘﺤﺕ ﻤﻨﺤﻨﻰ ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﻁﺒﻴﻌﻲ ﻋﻨﺩ‬
‫ﻤﺴﺘﻭﻴﺎﺕ ﺴﻴﺠﻤﺎ ﺍﻝﻤﺨﺘﻠﻔﺔ‪.‬‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٤‬ﺘﻭﺯﻴﻊ ﺍﻝﻤﺴﺎﺤﺎﺕ ﺘﺤﺕ ﻤﻨﺤﻨﻰ ﺍﻝﺘﻭﺯﻴﻊ ﺍﻝﻁﺒﻴﻌﻲ ﻋﻨﺩ ﻤﺴﺘﻭﻴﺎﺕ ﺴﻴﺠﻤﺎ ﺍﻝﻤﺨﺘﻠﻔﺔ‬

‫ﺍﻝﻤﺼﺩﺭ   ‪Bre fole‬‬

‫ﻤﺒﺎﺩﺉ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫‪٢.٢.٣‬‬

‫ﻝﻘﺩ ﺃﺸﺎﺭ ﻜل ﻤﻥ )   !!‪ ، P+7e & ol‬ﺠﻭﺩﺓ ‪ ( ٢٠٠٨‬ﺇﻝﻰ ﺍﻝﻤﺒﺎﺩﺉ ﺍﻷﺴﺎﺴﻴﺔ‬
‫ﺍﻝﺘﻲ ﻴﺭﺘﻜﺯ ﻋﻠﻴﻬﺎ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﻫﻲ ﻜﺎﻝﺘﺎﻝﻲ ‪-:‬‬

‫• ﺍﻝﺘﺭﻜﻴﺯ ﺍﻝﺤﻘﻴﻘﻲ ﻭﺍﻝﺼﺎﺩﻕ ﻋﻠﻰ ﺭﻀﺎ ﺍﻝﻌﻤﻼﺀ ‪REAL FOCUS AND SINCERE ON‬‬

‫‪THE CUSTOMER SATISFACTION‬‬

‫ﺇﻥ ﺍﻝﻌﻤﻼﺀ ﻓﻲ ﻓﻠﺴﻔﺔ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺘﺸﻤل ﺍﻝﻌﻤﻼﺀ ﻭﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪ .‬ﻭﺇﻥ ﺍﺴﺘﻤﺭﺍﺭ‬
‫ﺍﻝﻤﻨﻅﻤﺔ ﻭﻨﺠﺎﺤﻬﺎ‪ ،‬ﻴﻌﺘﻤﺩ ﻋﻠﻰ ﺘﻠﺒﻴﺔ ﺍﺤﺘﻴﺎﺠﺎﺘﻬﻡ ﻭﺘﻭﻗﻌﺎﺘﻬﻡ‪ ،‬ﻭﻤﺤﺎﻭﻝﺔ ﺘﻨﻔﻴﺫﻫﺎ‪ .‬ﻭﻴﻌﺩ ﺇﺭﻀﺎﺀ ﺍﻝﻌﻤﻴل‬
‫ﺍﻝﺭﻜﻴﺯﺓ ﺍﻷﺴﺎﺴﻴﺔ ﻓﻲ ﺘﺤﻘﻴﻕ ﺍﻝﺠﻭﺩﺓ‪.‬‬
 ‫‪٣٣‬‬

‫ﻜﻤﺎ ﺃﻨﻪ ﺒﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﺘﻡ ﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺍﻝﻌﻤﻴل ﻝﻴﺼﺒﺢ ﻫﻭ ﻗﻤﺔ ﺍﻷﻭﻝﻭﻴﺎﺕ‪ ،‬ﺤﻴﺙ ﺘﺒﺩﺃ‬
‫ﺒﺩﺭﺍﺴﺔ ﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﻌﻤﻴل ﻭﺘﻭﻗﻌﺎﺘﻪ ﻭﺭﻏﺒﺎﺘﻪ‪ ،‬ﻭﺘﻨﺘﻬﻲ ﺒﺩﺭﺍﺴﺔ ﺭﻀﺎ ﺍﻝﻌﻤﻴل ﻋﻥ ﺍﻝﻤﻨﺘﺞ ﺃﻭ ﺍﻝﺨﺩﻤﺔ‪.‬‬

‫• ﺍﻹﺩﺍﺭﺓ ﺍﻝﻤﻌﺘﻤﺩﺓ ﻋﻠﻰ ﺍﻝﺒﻴﺎﻨﺎﺕ ﻭﺍﻝﺤﻘﺎﺌﻕ ‪MANAGEMENT MULTI-ON THE DATA‬‬

‫‪AND FACTS‬‬

‫ﺇﻥ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻭ ﻨﻅﺎﻡ ﻴﺒﺩﺃ ﺒﺘﻭﻀﻴﺢ ﺍﻝﻤﻌﺎﻴﻴﺭ ﻭﺍﻝﻘﻴﺎﺴﺎﺕ ﺍﻝﺘﻲ ﺴﻨﺴﺘﺨﺩﻤﻬﺎ ﻓﻲ ﺘﻘﻴﻴﻡ‬
‫ﺍﻝﻌﻤل ﻭﺍﻷﺩﺍﺀ‪ .‬ﺜﻡ ﻨﻘﻭﻡ ﺒﺠﻤﻊ ﺍﻝﺒﻴﺎﻨﺎﺕ ﻭﺘﺤﻠﻴﻠﻬﺎ‪ ،‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻓﺈﻥ ﺍﻝﻤﺸﺎﻜل ﻴﻤﻜﻥ ﺘﺤﺩﻴﺩﻫﺎ ﺒﺼﻭﺭﺓ ﺃﻜﺜﺭ‬
‫ﻓﻌﺎﻝﻴﺔ ﺤﻴﺙ ﻴﺘﻡ ﺘﺤﻠﻴﻠﻬﺎ ﻭﺤﻠﻬﺎ ﺒﺸﻜل ﺩﺍﺌﻡ‪.‬‬

‫• ﺍﻝﻌﻤﻠﻴﺎﺕ ﺘﻜﻭﻥ ﺤﻴﺙ ﻴﻜﻭﻥ ﺍﻝﻔﻌل ‪OPERATION ARE WHERE THE ACT‬‬

‫ﻋﻨﺩ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺴﻭﺍﺀ ﻜﺎﻥ ﺍﻝﺘﺭﻜﻴﺯ ﻓﻲ ﺘﺼﻤﻴﻡ ﺍﻝﻤﻨﺘﺞ ﺃﻭ ﺍﻝﺨﺩﻤﺔ ﺃﻭ ﻓﻲ ﺯﻴﺎﺩﺓ‬
‫ﺍﻝﻜﻔﺎﺀﺓ ﻭﺭﻀﺎ ﺍﻝﻌﻤﻴل ﺃﻭ ﺤﺘﻰ ﻓﻲ ﻤﻌﺎﻴﻴﺭ ﺍﻷﺩﺍﺀ ﻭﺇﺩﺍﺭﺓ ﺍﻝﻌﻤل؛ ﻓﺈﻥ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﻀﻊ‬
‫ﺍﻝﻌﻤﻠﻴﺔ‪ ،‬ﻭﻴﻌﺘﺒﺭﻫﺎ ﺍﻝﻤﺤﻭﺭ ﺍﻝﺭﺌﻴﺱ ﺍﻝﺫﻱ ﻴﺴﺎﻋﺩ ﺍﻝﺸﺭﻜﺔ ﻋﻠﻰ ﺘﺤﻘﻴﻕ ﺍﻝﻨﺠﺎﺡ ﺍﻝﻤﺴﺘﻤﺭ‪.‬‬

‫• ﺍﻹﺩﺍﺭﺓ ﺍﻝﻔﻌﺎﻝﺔ ﺍﻝﻤﺒﻨﻴﺔ ﻋﻠﻰ ﺍﻝﺘﺨﻁﻴﻁ ﺍﻝﻤﺴﺒﻕ ‪THE EFFECTIVE MANAGEMENT‬‬

‫‪BASED ON PRE-PLANNING‬‬

‫ﻻ ﻤﻥ ﺍﻨﺘﻅﺎﺭ ﺤﺩﻭﺜﻬﺎ ﺜﻡ ﺍﻝﺘﻔﺎﻋل‬

‫ﻭﻴﻘﺼﺩ ﺒﻬﺎ ﺍﻝﻔﻌل ﺒﺼﻭﺭﺓ ﺴﺎﺒﻘﺔ ﻋﻠﻰ ﺍﻷﺤﺩﺍﺙ ﻨﻔﺴﻬﺎ‪ ،‬ﺒﺩ ﹰ‬
‫ﻤﻌﻬﺎ ﻭﺍﻝﺭﺩ ﻋﻠﻴﻬﺎ‪ .‬ﺇﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻨﺎﺠﺤﺔ‪ ،‬ﺘﺴﻌﻰ ﺇﻝﻰ ﻤﻌﺎﻝﺠﺔ ﺍﻝﻤﺸﻜﻠﺔ ﻗﺒل ﺤﺩﻭﺜﻬﺎ ﺒﺩﻻ ﻤﻥ ﺍﻝﺘﺭﻜﻴﺯ‬
‫ﻋﻠﻰ ﺍﻝﺒﺤﺙ ﻋﻥ ﺤﻠﻭل ﻝﻬﺫﻩ ﺍﻝﻤﺸﺎﻜل‪ ،‬ﺒﻤﻌﻨﻰ ﺃﻥ ﻫﻨﺎﻙ ﺇﺠﺭﺍﺀﺍﺕ ﺇﺩﺍﺭﻴﺔ ﻭﻓﻨﻴﺔ ﺘﻡ ﺍﺘﺨﺎﺫﻫﺎ ﻗﺒل‬
‫ﺤﺩﻭﺙ ﺍﻝﻤﺸﻜﻠﺔ‪ ،‬ﻭﺫﻝﻙ ﻤﻥ ﺃﺠل ﺘﻔﺎﺩﻴﻬﺎ‪ .‬ﻭﻴﺤﺩﺙ ﻫﺫﺍ ﺍﻷﻤﺭ ﻋﻨﺩ ﻭﻀﻊ ﺃﻫﺩﺍﻑ ﻁﻤﻭﺤﺔ ﻭﻤﺭﺍﺠﻌﺔ‬
‫ﻫﺫﻩ ﺍﻷﻫﺩﺍﻑ ﺒﺸﻜل ﻤﺴﺘﻤﺭ‪ ،‬ﻭﺘﺤﺩﻴﺩ ﺃﻭﻝﻭﻴﺎﺕ ﻭﺍﻀﺤﺔ‪ ،‬ﻭﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺃﺴﻠﻭﺏ ﺍﻝﻭﻗﺎﻴﺔ ﻤﻥ ﺤﺩﻭﺙ‬
‫ﺍﻝﻤﺸﺎﻜل ﺒﺩﻻ ﻤﻥ ﻤﻌﺎﻝﺠﺘﻬﺎ‪.‬‬

‫• ﺍﻝﺘﻌﺎﻭﻥ ﺍﻝﻼﻤﺤﺩﻭﺩ ‪UNLIMITED COOPRERATION‬‬

‫ﺇﻥ ﻋﻨﺼﺭ ﺍﻝﺘﻌﺎﻭﻥ ﺃﺤﺩ ﺍﻝﻌﻨﺎﺼﺭ ﺍﻝﺤﻴﻭﻴﺔ ﺍﻝﺘﻲ ﺘﺴﺎﻋﺩ ﻋﻠﻰ ﺘﺤﻘﻴﻕ ﺍﻝﻨﺠﺎﺡ‪ ،‬ﻭﺘﺤﺴﻴﻥ ﺍﻝﻌﻤل‬
‫ﺍﻝﺠﻤﺎﻋﻲ ﻋﻠﻰ ﺠﻤﻴﻊ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪ ،‬ﻭﻤﻊ ﻭﻜﻼﺀ ﺍﻝﺒﻴﻊ ﻭﺍﻝﻌﻤﻼﺀ‪ .‬ﻭﻴﺭﻜﺯ ﻤﻨﻬﺞ‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻠﻰ ﺃﻫﻤﻴﺔ ﺍﻝﺘﻌﺎﻭﻥ ﺒﻴﻥ ﻤﺨﺘﻠﻑ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ ﺒﺩﻻ ﻤﻥ ﺍﻝﻤﻨﺎﻓﺴﺔ‬
‫ﺒﻴﻨﻬﻡ‪ .‬ﺤﻴﺙ ﺇﻨﻪ ﻤﻥ ﺨﻼل ﺍﻝﺘﻌﺎﻭﻥ‪ ،‬ﺘﺴﺘﻁﻴﻊ ﺍﻷﻗﺴﺎﻡ ﻤﻌﺭﻓﺔ ﺍﺤﺘﻴﺎﺠﺎﺕ ﺍﻷﻗﺴﺎﻡ ﺍﻷﺨﺭﻯ ﻤﻥ ﻤﻭﺍﺭﺩ‬
 ‫‪٣٤‬‬

‫ﻤﺎﻝﻴﺔ ﻭﻓﻨﻴﺔ ﻭﻏﻴﺭﻫﺎ ﻤﻥ ﺍﻝﻤﺴﺘﻠﺯﻤﺎﺕ ﺍﻝﻤﺨﺘﻠﻔﺔ ﺍﻝﺘﻲ ﺘﺴﺎﻋﺩ ﻋﻠﻰ ﺩﻋﻡ ﻋﻤﻠﻴﺔ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ‬
‫ﻝﻠﻤﻨﻅﻤﺔ‪) .‬ﺍﻝﺭﺍﻭﻱ‪( ٢٠١١ ،‬‬

‫• ﺍﻝﺴﻌﻲ ﺇﻝﻰ ﺍﻝﻜﻤﺎل ﻤﻊ ﺍﻝﻘﺩﺭﺓ ﻋﻠﻰ ﺘﺤﻤل ﺍﻝﻔﺸل ‪PURSUIT OF PERFECTION WITH‬‬

‫‪THE ABILTY TO WITHSTAND FAILURE‬‬

‫ﺤﻴﺙ ﻻ ﻴﻤﻜﻥ ﻷﻱ ﻤﻨﻅﻤﺔ ﺃﻋﻤﺎل ﺃﻥ ﺘﻜﻭﻥ ﻗﺭﻴﺒﺔ ﻤﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺩﻭﻥ ﺘﺒﻨﻲ ﻁﺭﻕ ﻭﺃﻓﻜﺎﺭ‬
‫ﺠﺩﻴﺩﺓ ﻭﺘﻁﺒﻴﻘﻬﺎ‪ ،‬ﻭﺍﻝﺘﻲ ﺘﺘﻀﻤﻥ ﻓﻲ ﺃﻏﻠﺏ ﺍﻷﺤﻴﺎﻥ ﺒﻌﺽ ﺍﻝﻤﺨﺎﻁﺭ‪ .‬ﻓﺈﺫﺍ ﻜﺎﻥ ﺍﻷﺸﺨﺎﺹ ﺍﻝﺫﻴﻥ‬
‫ﻴﺴﻌﻭﻥ ﻝﻼﻗﺘﺭﺍﺏ ﻤﻥ ﺍﻝﻜﻤﺎل ﻓﻲ ﺍﻷﺩﺍﺀ‪ ،‬ﻴﺨﺸﻭﻥ ﺍﻝﻔﺸل‪ ،‬ﻓﺈﻨﻬﻡ ﻝﻥ ﻴﺤﺎﻭﻝﻭﺍ ﺃﺒﺩﹰﺍ‪.‬‬

‫ﻓﺈﺫﺍ ﺃﺭﺍﺩﺕ ﺃﻴﺔ ﻤﻨﻅﻤﺔ ﺃﻥ ﺘﺠﻌل ﻤﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﺩﻓﹰﺎ ﻝﻬﺎ‪ ،‬ﻴﺠﺏ ﺃﻥ ﺘﻭﺍﺼل ﺍﻝﺘﻘﺩﻡ ﻝﺘﻜﻭﻥ‬
‫ﺒﻤﺴﺘﻭﻯ ﺃﻜﺜﺭ ﻤﻥ ﺍﻹﺘﻘﺎﻥ‪ ،‬ﻭﻓﻲ ﺍﻝﻭﻗﺕ ﻨﻔﺴﻪ ﺘﻘﺒل ﻓﻜﺭﺓ ﺍﻝﻨﻜﺴﺎﺕ ﻭﺍﻝﻌﻘﺒﺎﺕ ﺍﻝﺘﻲ ﻗﺩ ﺘﻭﺍﺠﻬﻬﺎ‪،‬‬
‫ﻭﺍﻝﻌﻤل ﻋﻠﻰ ﺇﺩﺍﺭﺘﻬﺎ ﺒﻨﺠﺎﺡ‪.‬‬

‫‪ ٢.٢.٤‬ﻤﻘﻭﻤﺎﺕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﻘﺩ ﻗﺎﻡ ) 

 ‪C Co  et l  

 
> -‬‬
‫    ‪ ( P+7e & ol!!   
 –
 C A+to+ & BE‬ﺒﺘﻘﺩﻴﻡ ﻤﺠﻤﻭﻋﺔ ﻤﻥ‬
‫ﺍﻝﻤﻘﻭﻤﺎﺕ ﺍﻝﺨﺎﺼﺔ ﺒﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ  ‪ x‬ﻭﻫﻲ ﻜﺎﻝﺘﺎﻝﻲ‪-:‬‬

‫‪SUPPORT AND COMMITMENT OF SENIOR‬‬ ‫*ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ‬

‫‪MANAGEMENT‬‬

‫ﺇﻥ ﻤﺴﺎﻨﺩﺓ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ ﻝﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﻌﺩ ﺸﺭﻁﺎ ﺃﺴﺎﺴﻴﺎ ﻝﻨﺠﺎﺡ ﺘﻁﺒﻴﻘﻪ‪ ،‬ﺤﻴﺙ‬
‫ﻴﻌﺘﺒﺭ ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ ﻋﻤﻠﻴﺔ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﻤﻬﻤﺔ‪ ،‬ﻴﻨﺒﻐﻲ ﺃﻥ ﺘﻨﺒﻊ ﻤﻥ ﻗﻤﺔ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻭﺘﺘﻁﻠﺏ ﺘﺤﻔﻴﺯ‬
‫ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﻭﺴﻁﻰ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻝﺩﻨﻴﺎ ﻭﺇﻗﻨﺎﻋﻬﻡ ﺒﺄﻫﻤﻴﺔ ﺍﻝﺘﻐﻴﺭ ﻨﺤﻭ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ‬
‫ﺴﺘﺔ‪ ،‬ﻭﻻ ﺒﺩ ﺃﻥ ﻴﻜﻭﻥ ﻗﺎﺩﺓ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻝﺩﻴﻬﻡ ﺍﻝﺤﻤﺎﺱ ﻭﺍﻻﻫﺘﻤﺎﻡ ﻝﺘﻁﺒﻴﻕ ﻫﺫﻩ ﺍﻝﻤﻨﻬﺠﻴﺔ‪.‬‬

‫*ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ‪ORGANIZATIONAL CULTURE‬‬

‫ﺇﻥ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺘﺤﺘﺎﺝ ﺇﻝﻰ ﺘﻐﻴﻴﺭ ﻓﻲ ﺜﻘﺎﻓﺔ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻭﺘﻐﻴﻴﺭ ﺃﻓﻜﺎﺭ ﺍﻝﻤﻭﻅﻔﻴﻥ‬
‫ﻨﺤﻭ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻴﻜﻭﻥ ﺫﻝﻙ ﻋﻥ ﻁﺭﻴﻕ ﺘﻭﺠﻴﻪ ﺍﻝﻤﻭﻅﻔﻴﻥ ﻭﺍﻝﻌﺎﻤﻠﻴﻥ ﻭﺘﺤﻔﻴﺯﻫﻡ‪،‬‬
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‫ﻭﻤﺸﺎﺭﻜﺘﻬﻡ ﻓﻲ ﺍﺘﺨﺎﺫ ﺍﻝﻘﺭﺍﺭﺍﺕ‪ ،‬ﻭﺘﻭﻓﻴﺭ ﻨﻅﺎﻡ ﺍﺘﺼﺎﻻﺕ ﺒﻴﻨﻬﻡ ﻭﺒﻴﻥ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻭﺍﻝﺤﺙ ﻋﻠﻰ ﺍﻝﻌﻤل‬
‫ﺍﻝﺠﻤﺎﻋﻲ‪.‬‬

‫*ﺍﻝﺘﺩﺭﻴﺏ ‪TRAINING‬‬

‫ﺇﻥ ﺍﻝﺘﺩﺭﻴﺏ ﻤﻥ ﺍﻝﻌﻨﺎﺼﺭ ﺍﻝﻤﻬﻤﺔ ﻓﻲ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻷﻨﻪ ﻴﻭﻓﺭ ﻓﺭﺼﺔ ﻝﺘﻁﻭﻴﺭ‬
‫ﺍﻝﻌﺎﻤﻠﻴﻥ‪ ،‬ﻭﺇﺒﺭﺍﺯ ﻤﻬﺎﺭﺍﺘﻬﻡ‪ .‬ﻭﺘﻌﺘﻤﺩ ﺒﺭﺍﻤﺞ ﺍﻝﺘﺩﺭﻴﺏ ﻋﻠﻰ ﺨﺒﺭﺍﺕ ﺍﻝﻌﺎﻤﻠﻴﻥ‪ ،‬ﺤﻴﺙ ﻴﺘﻡ ﺘﻁﺒﻴﻕ ﺒﺭﺍﻤﺞ‬
‫ﺘﺩﺭﻴﺒﻴﺔ ﻝﻜل ﻤﺴﺘﻭﻯ ﻤﻥ ﻤﺴﺘﻭﻴﺎﺕ ﺍﻝﺨﺒﺭﺓ‪ ،‬ﻭﺘﺨﻀﻊ ﻫﺫﻩ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﻝﻨﻅﺎﻡ ﺍﻷﺤﺯﻤﺔ‪.‬‬

‫*ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ‪CONTINUOUS IMPROVEMENT‬‬

‫ﻴﺅﻜﺩ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻠﻰ ﺃﻫﻤﻴﺔ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻝﻠﻤﻨﻅﻤﺎﺕ ﺍﻝﺘﻲ ﺘﺭﻏﺏ ﻓﻲ ﻋﻤﻠﻴﺔ‬
‫ﺍﻝﺘﻁﻭﻴﺭ‪ ،‬ﻭﻴﺭﺘﻜﺯ ﻫﺫﺍ ﺍﻝﻤﺒﺩﺃ ﻋﻠﻰ ﺃﺴﺎﺱ ﻓﺭﻀﻴﺔ ﻤﻔﺎﺩﻫﺎ؛ ﺃﻥ ﺍﻝﻌﻤل ﻫﻭ ﺜﻤﺭﺓ ﺴﻠﺴﻠﺔ ﻤﻥ ﺍﻝﻨﺸﺎﻁﺎﺕ‬
‫ﻭﺍﻝﺨﻁﻭﺍﺕ ﺍﻝﻤﺘﺭﺍﺒﻁﺔ ﻭﺍﻝﻤﺘﺘﺎﻝﻴﺔ‪ ،‬ﻭﺍﻝﺘﻲ ﺘﺅﺩﻱ ﻓﻲ ﻨﻬﺎﻴﺔ ﺍﻝﻤﻁﺎﻑ ﺇﻝﻰ ﺍﻝﻤﺤﺼﻠﺔ ﺍﻝﻨﻬﺎﺌﻴﺔ‪ .‬ﻭﻴﻌﺩ‬
‫ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻋﻨﺼﺭﹰﺍ ﻤﻬﻤﹰﺎ ﻝﺘﺨﻔﻴﺽ ﺍﻻﻨﺤﺭﺍﻓﺎﺕ ﺍﻝﺘﻲ ﺘﺤﺩﺙ ﻓﻲ ﺍﻝﻌﻤﻠﻴﺔ ﺍﻝﻔﻨﻴﺔ‪ ،‬ﻤﻤﺎ ﻴﺴﺎﻋﺩ‬
‫ﻓﻲ ﺍﻝﺤﻔﺎﻅ ﻋﻠﻰ ﺠﻭﺩﺓ ﺍﻷﺩﺍﺀ ﻭﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ‪.‬‬

‫*ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ ‪HUMAN RESOURCES‬‬

‫ﻴﺭﺘﺒﻁ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺎﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‪ ،‬ﻤﻥ ﺨﻼل ﺭﺒﻁ ﻨﻅﺎﻤﻲ ﺍﻝﺘﺭﻗﻴﺎﺕ ﻭﺍﻝﺤﻭﺍﻓﺯ‪،‬‬
‫ﻭﻜﺫﻝﻙ ﺭﺒﻁ ﻤﻜﺎﻓﺂﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ‪ ،‬ﻭﺘﻌﻴﻴﻥ ﻤﺴﺘﺸﺎﺭﻴﻥ ﻭﺨﺒﺭﺍﺀ‪ ،‬ﻭﻜل ﺫﻝﻙ ﻤﺭﻫﻭﻥ ﺒﺈﻨﺠﺎﺡ ﺘﻁﺒﻴﻕ‬
‫ﻫﺫﺍ ﺍﻝﻤﻨﻬﺞ‪.‬‬

‫ﻜﻤﺎ ﻭﻴﻤﻜﻥ ﺘﻁﺒﻴﻕ ﺍﻝﻤﺭﺒﻊ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻲ ﻋﻠﻰ ﻤﻌﺎﻴﻴﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺒﻴﺎﻥ ﺃﺜﺭﻩ ﻓﻲ ﺘﺨﻔﻴﺽ‬
‫ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪ ،‬ﻜﻤﺎ ﻴﻭﻀﺢ ﺍﻝﺸﻜل ﺍﻝﺘﺎﻝﻲ ﺘﻁﺒﻴﻕ ﺍﻝﻤﺭﺒﻊ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻲ ﻝﺘﻭﻀﻴﺢ‬
‫ﺍﻝﻌﻼﻗﺔ ﻝﻠﻤﻌﻴﺎﺭ ﺍﻷﻭل ﻝﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ؛ ﻭﻫﻲ ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ‪ ،‬ﻭﺇﻗﻨﺎﻉ ﺍﻝﻌﺎﻤﻠﻴﻥ‬
‫ﺒﺄﻫﻤﻴﺔ ﺍﻝﺘﻐﻴﻴﺭ ﻨﺤﻭ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺃﺜﺭﻩ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪-:‬‬
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‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﻗﻭﻱ‬ ‫‪١‬‬ ‫‪٢‬‬ ‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﺇﻗﻨﺎﻉ ﺍﻝﻌﺎﻤﻠﻴﻥ‬

‫ﻀﻌﻴﻑ‬
‫‪٣‬‬ ‫‪٤‬‬

‫ﻀﻌﻴﻑ‬ ‫ﻗﻭﻱ‬

‫ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٥‬ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ ﻭﺇﻗﻨﺎﻉ ﺍﻝﻌﺎﻤﻠﻴﻥ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﻭﻤﻥ ﺨﻼل ﺍﻝﺸﻜل ﺍﻝﺴﺎﺒﻕ ﻴﻤﻜﻥ ﺍﺴﺘﻨﺘﺎﺝ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (١‬ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ ﺒﺸﻜل ﻀﻌﻴﻑ‪ ،‬ﻭﻴﻜﻭﻥ ﺇﻗﻨﺎﻉ‬

‫ﺍﻝﻌﺎﻤﻠﻴﻥ ﺒﺸﻜل ﺠﻴﺩ‪ ،‬ﻓﺈﻥ ﺫﻝﻙ ﺴﻴﺅﺜﺭ ﺴﻠﺒﺎ ﻋﻠﻰ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٢‬ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ ﺒﺸﻜل ﺠﻴﺩ‪ ،‬ﻭﻴﻜﻭﻥ ﺇﻗﻨﺎﻉ‬

‫ﺍﻝﻌﺎﻤﻠﻴﻥ ﺒﺸﻜل ﺠﻴﺩ ﻭﻗﻭﻱ‪ ،‬ﻓﻴﻌﻨﻲ ﺫﻝﻙ ﺃﻨﻬﺎ ﺴﺘﺅﺜﺭ ﺇﻴﺠﺎﺒﺎ ﻓﻲ ﺭﻓﻊ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‬

‫ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٣‬ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ ﺒﺸﻜل ﻀﻌﻴﻑ‪ ،‬ﻭﻴﻜﻭﻥ ﺇﻗﻨﺎﻉ‬

‫ﺍﻝﻌﺎﻤﻠﻴﻥ ﺒﺸﻜل ﻏﻴﺭ ﺠﻴﺩ ﻭﻀﻌﻴﻑ‪ ،‬ﻓﻬﺫﺍ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺨﻔﺽ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬
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‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٤‬ﻭﻋﻨﺩ ﺇﻗﻨﺎﻉ ﺍﻝﻌﺎﻤﻠﻴﻥ ﺒﺸﻜل ﻏﻴﺭ ﺠﻴﺩ ﻭﻀﻌﻴﻑ‪ ،‬ﻭﻴﻜﻭﻥ ﺩﻋﻡ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻝﻌﻠﻴﺎ ﻭﺍﻝﺘﺯﺍﻤﻬﺎ ﺒﺸﻜل ﺠﻴﺩ ﻭﻗﻭﻱ‪ ،‬ﻓﺈﻥ ﻫﺫﺍ ﺴﻴﻌﻤل ﻋﻠﻰ ﺘﻨﺎﻗﺹ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬
‫ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل ﺍﻝﺘﺎﻝﻲ ﺍﻝﻤﺭﺒﻊ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻲ ﻝﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﻝﻠﻤﻌﻴﺎﺭ ﺍﻝﺜﺎﻨﻲ ﻤﻥ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬
‫ﻭﻫﻲ ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ‪ ،‬ﻭﺘﻐﻴﻴﺭ ﺃﻓﻜﺎﺭ ﺍﻝﻤﻭﻅﻔﻴﻥ ﻭﺃﺜﺭﻫﻤﺎ ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﺍﻝﻤﻘﺩﺭﺓ‬
‫ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪.‬‬

‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﻗﻭﻱ‬ ‫‪١‬‬ ‫‪٢‬‬ ‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﺘﻐﻴﻴﺭ ﺃﻓﻜﺎﺭ ﺍﻝﻤﻭﻅﻔﻴﻥ‬

‫ﻀﻌﻴﻑ‬
‫‪٣‬‬ ‫‪٤‬‬

‫ﻀﻌﻴﻑ‬ ‫ﻗﻭﻱ‬

‫ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٦‬ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻭﺘﻐﻴﻴﺭ ﺃﻓﻜﺎﺭ ﺍﻝﻤﻭﻅﻔﻴﻥ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﻭﻤﻥ ﺨﻼل ﺍﻝﺸﻜل ﺍﻝﺴﺎﺒﻕ ﻴﻤﻜﻥ ﺍﺴﺘﻨﺘﺎﺝ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (١‬ﻋﻨﺩﻤﺎ ﺘﻜﻭﻥ ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻀﻌﻴﻔﺔ‪ ،‬ﻭﻴﻜﻭﻥ ﺘﻐﻴﻴﺭ ﺃﻓﻜﺎﺭ ﺍﻝﻤﻭﻅﻔﻴﻥ‬

‫ﺒﺸﻜل ﺇﻴﺠﺎﺒﻲ ﻭﺠﻴﺩ‪ ،‬ﻓﺈﻥ ﺫﻝﻙ ﺴﻴﺅﺜﺭ ﺴﻠﺒﺎ ﻋﻠﻰ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬
 ‫‪٣٨‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٢‬ﻋﻨﺩﻤﺎ ﺘﻜﻭﻥ ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻗﻭﻴﺔ‪ ،‬ﻭﻝﺩﻴﻬﺎ ﻗﺩﺭﺓ ﻋﻠﻰ ﺘﻐﻴﻴﺭ ﺃﻓﻜﺎﺭ‬

‫ﺍﻝﻤﻭﻅﻔﻴﻥ ﺒﺸﻜل ﺠﻴﺩ ﻭﻗﻭﻱ‪ ،‬ﻓﻴﻌﻨﻲ ﺫﻝﻙ ﺃﻨﻬﺎ ﺴﺘﺅﺜﺭ ﺇﻴﺠﺎﺒﺎ ﻓﻲ ﺭﻓﻊ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﻝﻠﻤﻨﻅﻤﺔ ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٣‬ﻋﻨﺩﻤﺎ ﺘﻜﻭﻥ ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻀﻌﻴﻔﺔ‪ ،‬ﻭﻜﺫﻝﻙ ﺘﻐﻴﻴﺭ ﺃﻓﻜﺎﺭ ﺍﻝﻤﻭﻅﻔﻴﻥ‬

‫ﺒﺸﻜل ﻏﻴﺭ ﺠﻴﺩ ﻭﻀﻌﻴﻑ‪ ،‬ﻓﻬﺫﺍ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺨﻔﺽ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٤‬ﻭﻋﻨﺩ ﺘﻐﻴﻴﺭ ﺃﻓﻜﺎﺭ ﺍﻝﻤﻭﻅﻔﻴﻥ ﺒﺸﻜل ﻏﻴﺭ ﺠﻴﺩ ﻭﻀﻌﻴﻑ‪ ،‬ﻭﺘﻜﻭﻥ‬
‫ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﺒﺸﻜل ﺠﻴﺩ ﻭﻗﻭﻱ‪ ،‬ﻓﺈﻥ ﻫﺫﺍ ﺴﻴﻌﻤل ﻋﻠﻰ ﺘﻨﺎﻗﺹ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬
‫ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل ﺍﻝﺘﺎﻝﻲ ﺍﻝﻤﺭﺒﻊ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻲ ﻝﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﻝﻠﻤﻌﻴﺎﺭ ﺍﻝﺜﺎﻝﺙ ﻤﻥ ﻤﻨﻬﺠﻴﺔ‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻫﻭ‪ :‬ﺍﻝﺘﺩﺭﻴﺏ‪ ،‬ﻭﺭﻓﻊ ﻜﻔﺎﺀﺓ ﺍﻝﻌﺎﻤﻠﻴﻥ‪ ،‬ﻭﺇﺒﺭﺍﺯ ﻤﻬﺎﺭﺍﺘﻬﻡ‪ ،‬ﻭﺃﺜﺭﻫﺎ ﻋﻠﻰ ﺘﺨﻔﻴﺽ‬
‫ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪.‬‬

‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﻗﻭﻱ‬ ‫‪١‬‬ ‫‪٢‬‬ ‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﺘﻁﻭﻴﺭ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻭﺇﺒﺭﺍﺯ ﻤﻬﺎﺭﺍﺘﻬﻡ‬

‫ﻀﻌﻴﻑ‬
‫‪٣‬‬ ‫‪٤‬‬

‫ﻀﻌﻴﻑ‬ ‫ﻗﻭﻱ‬

‫ﺍﻝﺘﺩﺭﻴﺏ‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٧‬ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﺘﺩﺭﻴﺏ ﻭﺭﻓﻊ ﻜﻔﺎﺀﺓ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻭﺇﺒﺭﺍﺯ ﻤﻬﺎﺭﺍﺘﻬﻡ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

 ‫‪٣٩‬‬

‫ﻭﻤﻥ ﺨﻼل ﺍﻝﺸﻜل ﺍﻝﺴﺎﺒﻕ ﻴﻤﻜﻥ ﺍﺴﺘﻨﺘﺎﺝ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (١‬ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﺍﻝﺘﺩﺭﻴﺏ ﺒﺸﻜل ﻀﻌﻴﻑ ﻭﻏﻴﺭ ﻓﻌﺎل‪ ،‬ﻭﺘﻜﻭﻥ ﻜﻔﺎﺀﺓ‬

‫ﺍﻝﻌﺎﻤﻠﻴﻥ ﻭﺇﺒﺭﺍﺯ ﻤﻬﺎﺭﺍﺘﻬﻡ ﺒﺸﻜل ﺇﻴﺠﺎﺒﻲ ﻭﺠﻴﺩ‪ ،‬ﻓﺈﻥ ﺫﻝﻙ ﺴﻴﺅﺜﺭ ﺴﻠﺒﺎ ﻋﻠﻰ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﻝﻠﻤﻨﻅﻤﺔ ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٢‬ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﺍﻝﺘﺩﺭﻴﺏ ﺒﺸﻜل ﺠﻴﺩ ﻭﻗﻭﻱ ﻭﻓﻌﺎل‪ ،‬ﻭﺘﻜﻭﻥ ﻜﻔﺎﺀﺓ ﺍﻝﻌﺎﻤﻠﻴﻥ‬

‫ﻭﺇﺒﺭﺍﺯ ﻤﻬﺎﺭﺍﺘﻬﻡ ﺒﺸﻜل ﺇﻴﺠﺎﺒﻲ ﻭﺠﻴﺩ‪ ،‬ﻓﻴﻌﻨﻲ ﺫﻝﻙ ﺃﻨﻬﺎ ﺴﺘﺅﺜﺭ ﺇﻴﺠﺎﺒﺎ ﻓﻲ ﺭﻓﻊ ﺍﻝﻤﻘﺩﺭﺓ‬

‫ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٣‬ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﺍﻝﺘﺩﺭﻴﺏ ﺒﺸﻜل ﻀﻌﻴﻑ ﻭﻏﻴﺭ ﻓﻌﺎل‪ ،‬ﻭﺘﻜﻭﻥ ﻜﻔﺎﺀﺓ‬

‫ﺍﻝﻌﺎﻤﻠﻴﻥ ﻭﺇﺒﺭﺍﺯ ﻤﻬﺎﺭﺍﺘﻬﻡ ﻏﻴﺭ ﺠﻴﺩﺓ ﻭﻀﻌﻴﻔﺔ‪ ،‬ﻓﻬﺫﺍ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺨﻔﺽ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٤‬ﺇﺫﺍ ﻜﺎﻨﺕ ﻜﻔﺎﺀﺓ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻭﺇﺒﺭﺍﺯ ﻤﻬﺎﺭﺍﺘﻬﻡ ﻏﻴﺭ ﺠﻴﺩﺓ ﻭﻀﻌﻴﻔﺔ‪،‬‬
‫ﻭﻝﻴﺴﺕ ﻤﺠﺩﻴﺔ‪ ،‬ﻭﻜﺎﻥ ﺍﻝﺘﺩﺭﻴﺏ ﺒﺸﻜل ﺠﻴﺩ ﻭﻗﻭﻱ‪ ،‬ﻓﺈﻥ ﻫﺫﺍ ﺴﻴﻌﻤل ﻋﻠﻰ ﺘﻨﺎﻗﺹ ﺍﻝﻤﻘﺩﺭﺓ‬
‫ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل ﺍﻝﺘﺎﻝﻲ ﺍﻝﻤﺭﺒﻊ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻲ ﻝﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﻝﻠﻤﻌﻴﺎﺭ ﺍﻝﺭﺍﺒﻊ ﻤﻥ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ‬
‫ﺴﺘﺔ‪ ،‬ﻭﻫﻭ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ‪ ،‬ﻭﺠﻭﺩﺓ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ‪ ،‬ﻭﺃﺜﺭﻫﺎ ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‬
‫ﻭﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪.‬‬
 ‫‪٤٠‬‬

‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﻗﻭﻱ‬ ‫‪١‬‬ ‫‪٢‬‬ ‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﺠﻭﺩﺓ ﺍﻷﺩﺍﺀ ﻭﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ‬

‫ﻀﻌﻴﻑ‬
‫‪٣‬‬ ‫‪٤‬‬

‫ﻀﻌﻴﻑ‬ ‫ﻗﻭﻱ‬

‫ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٨‬ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﻭﺠﻭﺩﺓ ﺍﻷﺩﺍﺀ ﻭﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ‬
‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﻭﻤﻥ ﺨﻼل ﺍﻝﺸﻜل ﺍﻝﺴﺎﺒﻕ ﻴﻤﻜﻥ ﺍﺴﺘﻨﺘﺎﺝ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (١‬ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﺒﺸﻜل ﻀﻌﻴﻑ ﻭﻏﻴﺭ ﻓﻌﺎل‪ ،‬ﻭﺘﻜﻭﻥ‬

‫ﺠﻭﺩﺓ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ ﺒﺸﻜل ﺇﻴﺠﺎﺒﻲ ﻭﺠﻴﺩ‪ ،‬ﻓﺈﻥ ﺫﻝﻙ ﺴﻴﺅﺜﺭ ﺴﻠﺒﺎ ﻋﻠﻰ ﺍﻝﻤﻘﺩﺭﺓ‬

‫ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٢‬ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﺒﺸﻜل ﺠﻴﺩ ﻭﻗﻭﻱ ﻭﻓﻌﺎل‪ ،‬ﻭﺘﻜﻭﻥ ﺠﻭﺩﺓ‬

‫ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ ﺒﺸﻜل ﺇﻴﺠﺎﺒﻲ ﻭﺠﻴﺩ ﻭﻓﻌﺎل‪ ،‬ﻓﻴﻌﻨﻲ ﺫﻝﻙ ﺃﻨﻬﺎ ﺴﺘﺅﺜﺭ ﺇﻴﺠﺎﺒﺎ ﻓﻲ ﺭﻓﻊ‬

‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪ ،‬ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٣‬ﻋﻨﺩﻤﺎ ﻴﻜﻭﻥ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﺒﺸﻜل ﻀﻌﻴﻑ ﻭﻏﻴﺭ ﻓﻌﺎل‪ ،‬ﻭﺘﻜﻭﻥ‬

‫ﺠﻭﺩﺓ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ ﻏﻴﺭ ﺠﻴﺩﺓ ﻭﻀﻌﻴﻔﺔ‪ ،‬ﻓﻬﺫﺍ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺨﻔﺽ ﺍﻝﻤﻘﺩﺭﺓ‬

‫ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬
 ‫‪٤١‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٤‬ﺇﺫﺍ ﻜﺎﻨﺕ ﺠﻭﺩﺓ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ ﻏﻴﺭ ﺠﻴﺩﺓ ﻭﻀﻌﻴﻔﺔ‪ ،‬ﻭﻝﻴﺴﺕ‬
‫ﺒﻤﺠﺩﻴﺔ‪ ،‬ﻭﻴﻜﻭﻥ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ ﺒﺸﻜل ﺠﻴﺩ ﻭﻗﻭﻱ‪ ،‬ﻓﺈﻥ ﻫﺫﺍ ﺴﻴﻌﻤل ﻋﻠﻰ ﺘﻨﺎﻗﺹ ﺍﻝﻤﻘﺩﺭﺓ‬
‫ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل ﺍﻝﺘﺎﻝﻲ ﺍﻝﻤﺭﺒﻊ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻲ ﻝﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﻝﻠﻤﻌﻴﺎﺭ ﺍﻝﺨﺎﻤﺱ ﻤﻥ ﻤﻨﻬﺠﻴﺔ‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻫﻭ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‪ ،‬ﻭﺭﻓﻊ ﺍﻝﺭﻭﺡ ﺍﻝﻤﻌﻨﻭﻴﺔ ﻝﻠﻌﺎﻤﻠﻴﻥ‪ ،‬ﻭﺃﺜﺭﻫﻤﺎ ﻋﻠﻰ ﺘﺨﻔﻴﺽ‬
‫ﺍﻝﺘﻜﺎﻝﻴﻑ ﻭﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪.‬‬

‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﻗﻭﻱ‬ ‫‪١‬‬ ‫‪٢‬‬ ‫ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‬

‫ﺍﻝﺭﻭﺡ ﺍﻝﻤﻌﻨﻭﻴﺔ ﻝﻠﻌﺎﻤﻠﻴﻥ‬

‫ﻀﻌﻴﻑ‬
‫‪٣‬‬ ‫‪٤‬‬

‫ﻀﻌﻴﻑ‬ ‫ﻗﻭﻱ‬

‫ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٩‬ﺘﻭﻀﻴﺢ ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ ﻭﺭﻓﻊ ﺍﻝﺭﻭﺡ ﺍﻝﻤﻌﻨﻭﻴﺔ ﻝﻠﻌﺎﻤﻠﻴﻥ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﻭﻤﻥ ﺨﻼل ﺍﻝﺸﻜل ﺍﻝﺴﺎﺒﻕ ﻴﻤﻜﻥ ﺍﺴﺘﻨﺘﺎﺝ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (١‬ﻋﻨﺩﻤﺎ ﺘﻜﻭﻥ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ ﻏﻴﺭ ﻓﻌﺎﻝﺔ ﻭﻀﻌﻴﻔﺔ‪ ،‬ﻭﺘﻜﻭﻥ ﺍﻝﺭﻭﺡ‬

‫ﺍﻝﻤﻌﻨﻭﻴﺔ ﻝﺩﻯ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻤﺭﺘﻔﻌﺔ ﻭﻗﻭﻴﺔ‪ ،‬ﻓﺈﻥ ﺫﻝﻙ ﺴﻴﺅﺜﺭ ﺴﻠﺒﺎ ﻋﻠﻰ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‬

‫ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬
 ‫‪٤٢‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٢‬ﻋﻨﺩﻤﺎ ﺘﻜﻭﻥ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ ﺘﻌﻤل ﺒﺸﻜل ﺠﻴﺩ ﻭﻗﻭﻱ ﻭﻓﻌﺎل‪ ،‬ﻭﺘﻜﻭﻥ‬

‫ﺍﻝﺭﻭﺡ ﺍﻝﻤﻌﻨﻭﻴﺔ ﻝﻠﻌﺎﻤﻠﻴﻥ ﻤﺭﺘﻔﻌﺔ ﻭﻗﻭﻴﺔ‪ ،‬ﻓﻴﻌﻨﻲ ﺫﻝﻙ ﺃﻨﻬﺎ ﺴﺘﺅﺜﺭ ﺇﻴﺠﺎﺒﺎ ﻓﻲ ﺭﻓﻊ ﺍﻝﻤﻘﺩﺭﺓ‬

‫ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪ ،‬ﻭﺨﻔﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٣‬ﻋﻨﺩﻤﺎ ﺘﻜﻭﻥ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ ﺘﺅﺩﻱ ﻋﻤﻠﻬﺎ ﺒﺸﻜل ﻀﻌﻴﻑ ﻭﻏﻴﺭ ﻓﻌﺎل‪،‬‬

‫ﻭﺘﻜﻭﻥ ﺍﻝﺭﻭﺡ ﺍﻝﻤﻌﻨﻭﻴﺔ ﻝﺩﻯ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻏﻴﺭ ﺠﻴﺩﺓ ﻭﻀﻌﻴﻔﺔ‪ ،‬ﻓﻬﺫﺍ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺨﻔﺽ ﺍﻝﻤﻘﺩﺭﺓ‬

‫ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫• ﻓﻲ ﺍﻝﻤﺭﺒﻊ ﺭﻗﻡ )‪ (٤‬ﺇﺫﺍ ﻜﺎﻨﺕ ﺍﻝﺭﻭﺡ ﺍﻝﻤﻌﻨﻭﻴﺔ ﻝﺩﻯ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻤﻨﺨﻔﻀﺔ ﻭﻀﻌﻴﻔﺔ‪ ،‬ﻭﻜﺎﻨﺕ‬
‫ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ ﻗﻭﻴﺔ ﻭﻓﻌﺎﻝﺔ‪ ،‬ﻓﺈﻥ ﻫﺫﺍ ﺴﻴﻌﻤل ﻋﻠﻰ ﺘﻨﺎﻗﺹ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫‪٢.٢.٥‬ﻋﻤﻠﻴﺎﺕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﻴﺘﻡ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻥ ﺨﻼل ﻤﺭﺍﺤل ﻤﺠﺘﻤﻌﺔ‪ ،‬ﻭﺍﻝﺘﻲ ﺘﻌﺭﻑ ﺒﻨﻤﻭﺫﺝ ‪DMAIC‬‬
‫ﻭﻫﻲ ﺍﺨﺘﺼﺎﺭ ﻝﻠﻜﻠﻤﺎﺕ ﺍﻷﺴﺎﺴﻴﺔ ﺍﻝﺘﺎﻝﻴﺔ‪-:‬‬

‫)ﺍﻝﺘﺤﺩﻴﺩ ‪ ،Def+e‬ﺍﻝﻘﻴﺎﺱ ‪ ،Meure‬ﺍﻝﺘﺤﻠﻴل  ‪ ،A+l‬ﺍﻝﺘﺤﺴﻴﻥ ‪ I!rove‬ﻭﺍﻝﺭﻗﺎﺒﺔ‬

‫ﻭﺍﻝﺘﺤﻜﻡ ‪ ،(Co+trol‬ﺤﻴﺙ ﺇﻥ ﻫﺫﻩ ﺍﻷﺤﺭﻑ ﻫﻲ ﺍﺨﺘﺼﺎﺭ ﻝﻠﻜﻠﻤﺎﺕ ﺍﻷﺴﺎﺴﻴﺔ ﻓﻲ ﻋﻤﻠﻴﺔ ﺤل‬
‫ﺍﻝﻤﺸﻜﻼﺕ‪.‬‬

‫ﻭﻴﻌﺘﺒﺭ ﻨﻤﻭﺫﺝ "ﺩﻤﺎﻙ" ﻫﻭ ﺍﻝﻁﺭﻴﻕ ﺍﻝﻤﻭﺼل ﻝﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻥ ﺨﻼل ﻋﺩﺓ‬
‫ﻤﺭﺍﺤل‪ ،‬ﻭﻫﺫﻩ ﺍﻝﻤﺭﺍﺤل ﻫﻲ ﻜﺎﻝﺘﺎﻝﻲ ﻜﻤﺎ ﺫﻜﺭﻫﺎ ) ﺴﻌﻴﺩ ‪ ٢١٥ : ٢٠٠٤ ،‬؛  ‪u+ +7 u+‬‬
‫
–

 
  ‪-:( 

 
C Grro+  et l‬‬

‫‪ -١‬ﺘﻌﺭﻴﻑ ﺍﻝﻤﺸﻜﻠﺔ ‪THE DEFINITION OF THE PROBLEM‬‬

‫ﻫﻲ ﺍﻝﺨﻁﻭﺓ ﺍﻷﻭﻝﻰ ﻓﻲ ﻤﻨﻬﺠﻴﺔ ﺩﻤﺎﻙ‪ ،‬ﺤﻴﺙ ﻴﻘﻭﻡ ﻗﺎﺌﺩ ﺍﻝﻔﺭﻴﻕ ﺒﺎﺨﺘﻴﺎﺭ ﺃﻋﻀﺎﺀ ﺍﻝﻔﺭﻴﻕ‪،‬‬
‫ﻭﺘﺤﺩﻴﺩ ﺍﻝﻬﺩﻑ ﺍﻝﺭﺌﻴﺴﻲ ﻤﻥ ﺍﻝﺘﺤﺴﻴﻥ‪ ،‬ﻭﺍﻷﻫﺩﺍﻑ ﺍﻷﻭﻝﻴﺔ ﻝﻠﻤﺸﺭﻭﻋﺎﺕ‪ ،‬ﻜﻤﺎ ﻴﻘﻭﻡ ﺒﺘﺤﺩﻴﺩ‬
 ‫‪٤٣‬‬

‫ﺍﻝﻤﺸﺭﻭﻋﺎﺕ ﺍﻝﺘﻲ ﺘﺤﺘﺎﺝ ﺇﻝﻰ ﺍﻝﺘﺤﺴﻴﻥ ﻤﻌﺘﻤﺩﹰﺍ ﻋﻠﻰ ﺃﻫﺩﺍﻑ ﺍﻝﻤﻨﻅﻤﺔ ﻭﺍﺤﺘﻴﺎﺠﺎﺕ ﺍﻝﻤﺴﺘﻬﻠﻙ‬
‫ﻭﻤﺘﻁﻠﺒﺎﺘﻪ ﻭﺭﻏﺒﺎﺘﻪ‪ ،‬ﻜﻤﺎ ﺘﺘﻀﻤﻥ ﺃﻴﻀﺎ ﺘﺤﺩﻴﺩ ﺨﺼﺎﺌﺹ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺤﺭﺠﺔ‪ ،‬ﻭﺍﻝﺘﻲ ﻝﻬﺎ ﺃﺜﺭ ﻜﺒﻴﺭ ﻋﻠﻰ‬
‫ﺍﻝﺠﻭﺩﺓ‪ ،‬ﻜﻤﺎ ﻴﻤﻜﻥ ﺍﻝﺘﻌﺭﻑ ﻋﻠﻰ ﺭﻏﺒﺎﺕ ﺍﻝﻌﻤﻴل ﻭﺍﺤﺘﻴﺎﺠﺎﺘﻪ ﻤﻥ ﺨﻼل ﺍﻝﻤﻘﺎﺒﻼﺕ ﺍﻝﺸﺨﺼﻴﺔ‬
‫ﻭﺍﻻﺴﺘﺒﺎﻨﺔ ﺃﻭ ﺍﻝﺸﻜﺎﻭﻯ‪ ،‬ﻭﺒﻌﺩ ﺠﻤﻊ ﺍﻝﺒﻴﺎﻨﺎﺕ ﺍﻝﺨﺎﺼﺔ ﺒﺎﻝﺠﻭﺩﺓ‪ ،‬ﻴﺘﻡ ﺘﺤﻭﻴﻠﻬﺎ ﺇﻝﻰ ﺒﻴﺎﻨﺎﺕ ﻜﻤﻴﺔ‬
‫ﻭﺘﺤﻠﻴﻠﻬﺎ‪ .‬ﻭﺒﻤﺎ ﺃﻥ ﺍﻝﻬﺩﻑ ﺍﻝﺭﺌﻴﺴﻲ ﻤﻥ ﺍﻝﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻭ ﺘﺨﻔﻴﺽ ﺍﻝﻌﻴﻭﺏ ﻋﻥ ﻁﺭﻴﻕ ﺤل‬
‫ﺍﻝﻤﺸﻜﻼﺕ ﺍﻝﻤﺴﺒﺒﺔ ﻝﻬﺎ ﻝﺫﻝﻙ؛ ﻴﻌﺘﺒﺭ ﺍﻝﺘﻌﺭﻴﻑ ﺒﺎﻝﻤﺸﻜﻠﺔ ﺃﻤﺭﹰﺍ ﻤﻬﻤﹰﺎ ﻝﻨﺠﺎﺡ ﺘﻁﺒﻴﻕ ﻫﺫﻩ ﺍﻝﻤﻨﻬﺠﻴﺔ‪.‬‬

‫‪ -٢‬ﺍﻝﻘﻴﺎﺱ ‪MEASUREMENT‬‬

‫ﺘﻌﺘﺒﺭ ﻤﺭﺤﻠﺔ ﺍﻝﻘﻴﺎﺱ ﻫﻲ ﺍﻝﻤﺭﺤﻠﺔ ﺍﻝﺜﺎﻨﻴﺔ ﻤﻥ ﻨﻤﻭﺫﺝ ﺩﻤﺎﻙ‪ ،‬ﻭﻴﺘﻡ ﻫﻨﺎ ﺍﺨﺘﻴﺎﺭ ﻤﻘﻴﺎﺱ ﻤﻨﺎﺴﺏ‬
‫ﻝﺘﻘﻴﻴﻡ ﺍﻝﻨﺠﺎﺡ ﻓﻲ ﺍﻝﻤﺸﺭﻭﻋﺎﺕ ﺍﻝﻤﺤﺩﺩﺓ ﻭﺍﻝﻤﺼﻤﻤﺔ‪ .‬ﻭﻫﺫﻩ ﺍﻝﻤﺭﺤﻠﺔ ﺘﺘﻁﻠﺏ ﺍﺨﺘﻴﺎﺭ ﺨﺼﺎﺌﺹ ﺍﻝﺠﻭﺩﺓ‬
‫ﺍﻝﻤﻨﺎﺴﺒﺔ ﻝﻠﻌﻤﻠﻴﺎﺕ‪ ،‬ﻭﺍﻝﻤﺨﺭﺠﺎﺕ ﺍﻝﺘﻲ ﺘﺤﻘﻕ ﺭﻏﺒﺎﺕ ﺍﻝﻤﺴﺘﻬﻠﻙ‪ ،‬ﻭﺘﺤﺩﻴﺩ ﺍﻝﻌﻴﻭﺏ ﺍﻝﻨﺎﺘﺠﺔ ﻋﻥ‬
‫ﺍﻝﻌﻤﻠﻴﺎﺕ‪ ،‬ﻭﺍﻝﻤﺩﺨﻼﺕ ﺍﻝﺘﻲ ﺘﺴﺎﻫﻡ ﻓﻲ ﺤﺩﻭﺙ ﻫﺫﻩ ﺍﻝﻌﻴﻭﺏ‪ ،‬ﻭﻤﻌﺭﻓﺔ ﻤﺎ ﻫﻭ ﺍﻷﺜﺭ ﺍﻝﺩﻗﻴﻕ ﻝﺘﺨﻔﻴﺽ‬
‫ﺍﻝﻌﻴﻭﺏ ﻭﺤﺫﻓﻬﺎ ﻋﻠﻰ ﺃﺭﺒﺎﺡ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻭﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﻗﻴﺎﺱ ﺍﻝﻌﻴﻭﺏ ﺍﻝﺘﻲ ﺘﺅﺜﺭ ﻋﻠﻰ‬
‫ﺨﺼﺎﺌﺹ ﺍﻝﺠﻭﺩﺓ‪ .‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻴﻤﻜﻥ ﺘﺤﺩﻴﺩ ﻤﺴﺘﻭﻯ ﺍﻝﺴﻴﺠﻤﺎ ﻝﻠﻌﻤﻠﻴﺎﺕ ﺒﺎﺤﺘﺴﺎﺏ ﻋﺩﺩ ﺍﻝﻌﻴﻭﺏ‪ ،‬ﻭﺍﻝﺫﻱ‬
‫ﻴﺴﺘﺨﺩﻡ ﻜﺄﺴﺎﺱ ﻝﻠﻤﻘﺎﺭﻨﺔ ﻤﻊ ﻤﺸﺭﻭﻋﺎﺕ ﺍﻝﺘﺤﺴﻴﻥ‪ .‬ﻭﻫﺫﻩ ﺍﻝﻤﺭﺤﻠﺔ ﺘﺘﻁﻠﺏ ﺠﻤﻊ ﺍﻝﺒﻴﺎﻨﺎﺕ ﻝﺤل‬
‫ﺍﻝﻤﺸﻜﻠﺔ‪ ،‬ﻭﻗﻴﺎﺱ ﻤﺎ ﺤﺩﺙ ﺒﺸﻜل ﺩﻗﻴﻕ‪ .‬ﺤﻴﺙ ﻴﺘﻡ ﺘﺤﻭﻴل ﺍﻝﻤﺸﻜﻠﺔ ﺇﻝﻰ ﺩﺍﻝﺔ ﻝﻘﻴﺎﺱ ﺍﻝﻌﻴﻭﺏ‪ .‬ﻭﺨﻼل‬
‫ﻫﺫﻩ ﺍﻝﻤﺭﺤﻠﺔ ﻴﺠﺏ ﺃﻥ ﻴﻜﻭﻥ ﻝﺩﻯ ﺍﻝﻤﻨﻅﻤﺔ ﺍﻝﻘﺩﺭﺓ ﻋﻠﻰ ﻗﻴﺎﺱ ﻤﺨﺭﺠﺎﺕ ﺍﻝﻌﻤﻠﻴﺎﺕ‬
‫)ﺍﻝﻴﺎﻤﻭﺭ‪.(٢٠٠٧،‬‬

‫ﻭﺘﻘﺴﻡ ﺇﻝﻰ ﺜﻼﺜﺔ ﻤﻜﻭﻨﺎﺕ ﺭﺌﻴﺴﻴﺔ ﻭﻫﻲ‪-:‬‬

‫• ﺍﻝﻤﺨﺭﺠﺎﺕ ﺃﻭ ﺍﻝﻨﺘﺎﺌﺞ ‪:OUTPUTS OR RESULTS‬‬

‫ﻭﻫﻲ ﺍﻝﻨﺎﺘﺞ ﺍﻝﻨﻬﺎﺌﻲ ﻝﻠﻌﻤﻠﻴﺔ ﻤﺜل )ﻋﺩﺩ ﺍﻝﻌﻴﻭﺏ‪ ،‬ﺍﻷﺭﺒﺎﺡ‪ ،‬ﻤﺴﺘﻭﻯ ﺭﻀﺎ ﺍﻝﻌﻤﻼﺀ(‪.‬‬

‫• ﺍﻝﻌﻤﻠﻴﺔ ‪-:PROCESS‬‬

‫ﻭﻫﻲ ﺍﻝﺨﻁﻭﺍﺕ ﺍﻝﺘﻲ ﻴﺠﺏ ﺘﺘﺒﻌﻬﺎ ﻭﻗﻴﺎﺴﻬﺎ‪ ،‬ﻜﻤﺎ ﺃﻨﻬﺎ ﻋﺒﺎﺭﺓ ﻋﻥ ﺍﻷﻨﺸﻁﺔ ﻭﺍﻝﻤﻬﺎﻡ ﺍﻝﺘﻲ ﺘﺴﺎﻋﺩ‬
‫ﻓﻲ ﺘﺤﻭﻴل ﺍﻝﻤﺩﺨﻼﺕ ﺇﻝﻰ ﻤﺨﺭﺠﺎﺕ‪.‬‬
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‫• ﺍﻝﻤﺩﺨﻼﺕ ‪-:INPUTS‬‬

‫ﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻥ ﺠﻤﻴﻊ ﺍﻝﻤﺩﺨﻼﺕ ﺍﻝﺘﻲ ﺘﺩﺨل ﺇﻝﻰ ﺍﻝﻌﻤﻠﻴﺔ ﻝﻴﺘﻡ ﺘﺤﻭﻴﻠﻬﺎ ﺇﻝﻰ ﻤﺨﺭﺠﺎﺕ‪ .‬ﻭﻫﻨﺎ‬
‫ﻴﻤﻜﻥ ﺍﻻﺴﺘﻔﺎﺩﺓ ﻤﻥ ﻗﻴﺎﺱ ﺍﻝﻤﺩﺨﻼﺕ ﻓﻲ ﺍﻝﺘﻌﺭﻑ ﻋﻠﻰ ﺍﻝﻤﺸﻜﻠﺔ‪ ،‬ﻓﺈﺫﺍ ﻜﺎﻨﺕ ﺍﻝﻤﺩﺨﻼﺕ ﺠﻴﺩﺓ ﺘﻨﺘﺞ‬
‫ﻤﺨﺭﺠﺎﺕ ﺠﻴﺩﺓ‪ ،‬ﺃﻤﺎ ﺇﺫﺍ ﻜﺎﻨﺕ ﺍﻝﻤﺩﺨﻼﺕ ﺴﻴﺌﺔ ﻭﺭﺩﻴﺌﺔ ﻓﺈﻨﻬﺎ ﺴﺘﻨﺘﺞ ﻤﺨﺭﺠﺎﺕ ﺴﻴﺌﺔ‪.‬‬

‫‪ -٣‬ﺍﻝﺘﺤﻠﻴل ‪ANALYSIS‬‬

‫ﻤﺭﺤﻠﺔ ﺍﻝﺘﺤﻠﻴل‪ ،‬ﻫﻲ ﺍﻝﻤﺭﺤﻠﺔ ﺍﻝﺘﻲ ﺘﻠﻲ ﻤﺭﺤﻠﺔ ﺍﻝﻘﻴﺎﺱ‪ ،‬ﻭﺍﻝﻬﺩﻑ ﻤﻨﻬﺎ ﻫﻭ ﻤﻌﺭﻓﺔ ﺃﺴﺒﺎﺏ‬
‫ﺍﻷﺨﻁﺎﺀ ﺍﻝﺘﻲ ﺘﻡ ﻗﻴﺎﺴﻬﺎ ﻓﻲ ﻤﺭﺤﻠﺔ ﺍﻝﻘﻴﺎﺱ ﻭﺘﺤﻠﻴﻠﻬﺎ‪ ،‬ﻭﺫﻝﻙ ﺒﺎﺴﺘﺨﺩﺍﻡ ﺍﻷﺩﻭﺍﺕ ﺍﻝﻤﻨﺎﺴﺒﺔ‪ ،‬ﻭﺃﻴﻀﺎ‬
‫ﻤﻌﺭﻓﺔ ﻁﺒﻴﻌﺔ ﺍﻝﺒﻴﺎﻨﺎﺕ ﺍﻝﺘﻲ ﻴﺘﻡ ﺍﻝﺘﻌﺎﻤل ﻤﻌﻬﺎ‪ ،‬ﻭﻜﺫﻝﻙ ﺘﺤﺩﻴﺩ ﺍﻝﻤﺴﺘﻭﻯ ﺍﻝﺤﻘﻴﻘﻲ ﺍﻝﻘﺎﺌﻡ ﻝﻠﻤﻨﻅﻤﺔ‬
‫ﺒﺎﻝﻤﺴﺘﻭﻯ ﺍﻝﻤﺭﻏﻭﺏ ﻓﻴﻪ‪.‬‬

‫ﻭﻓﻲ ﺃﻏﻠﺏ ﺍﻷﺤﻴﺎﻥ ﺘﺸﻴﺭ ﻋﻤﻠﻴﺔ ﺍﻝﺘﺤﻠﻴل ﺇﻝﻰ ﺍﻝﻌﻤﻠﻴﺎﺕ ﻭﺍﻷﻨﺸﻁﺔ ﺍﻝﺘﻲ ﻻ ﺘﻀﻴﻑ ﻗﻴﻤﺔ‪،‬‬
‫ﻭﺘﻜﻭﻥ ﻋﺒﺌﹰﺎ ﻋﻠﻰ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻭﻝﺫﻝﻙ ﻴﺠﺏ ﺍﻝﺘﺨﻠﺹ ﻤﻨﻬﺎ ﻝﻠﻭﺼﻭل ﺇﻝﻰ ﺍﻷﺩﺍﺀ ﺃﻭ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﻁﻠﻭﺏ‬
‫)ﺃﺒﻭ ﻨﺎﻫﻴﺔ‪ ،٢٠١٢ ،‬ﺹ‪.( ٣٦ :‬‬

‫ﺇﻥ ﻤﻥ ﺃﺒﺭﺯ ﺍﻝﺼﻌﻭﺒﺎﺕ ﺍﻝﺘﻲ ﻗﺩ ﺘﻭﺍﺠﻪ ﻓﺭﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻲ ﺍﺨﺘﻴﺎﺭ ﺍﻷﺩﺍﺓ ﺍﻹﺤﺼﺎﺌﻴﺔ‬
‫ﺍﻝﻤﻨﺎﺴﺒﺔ‪ ،‬ﻓﻘﺩ ﺘﻨﺠﺢ ﺃﺩﻭﺍﺕ ﺇﺤﺼﺎﺌﻴﺔ ﺒﺴﻴﻁﺔ ﻓﻲ ﺍﻜﺘﺸﺎﻑ ﺍﻝﺴﺒﺏ ﻓﻲ ﺒﻌﺽ ﺍﻷﺤﻴﺎﻥ‪ ،‬ﻭﻝﻜﻥ ﻋﻨﺩﻤﺎ‬
‫ﺘﻜﻭﻥ ﺃﺴﺒﺎﺏ ﺍﻝﻤﺸﻜﻠﺔ ﻏﺎﻤﻀﺔ ﻭﺨﻔﻴﺔ‪ ،‬ﻓﺈﻨﻬﺎ ﺘﺤﺘﺎﺝ ﺇﻝﻰ ﺃﺩﻭﺍﺕ ﺇﺤﺼﺎﺌﻴﺔ ﻋﺎﻝﻴﺔ ﺍﻝﺩﻗﺔ ﻭﻤﺘﻁﻭﺭﺓ‪،‬‬
‫ﻝﻠﻜﺸﻑ ﻋﻥ ﺃﺴﺒﺎﺏ ﺍﻝﻤﺸﻜﻠﺔ‪.‬‬

‫ﺇﻥ ﻤﻥ ﺃﻜﺜﺭ ﺍﻷﺩﻭﺍﺕ ﺍﺴﺘﻌﻤﺎﻻ ﻭﺸﻴﻭﻋﺎ ﻝﻠﻭﺼﻭل ﺇﻝﻰ ﺃﺒﻌﺎﺩ ﺍﻝﻤﺸﻜﻠﺔ ﻫﻲ ﺍﻝﺴﺒﺏ ﻭﺍﻝﻨﺘﻴﺠﺔ‪،‬‬
‫ﺤﻴﺙ ﻴﻘﻭﻡ ﻓﺭﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺎﺴﺘﻜﺸﺎﻑ ﺍﻷﺴﺒﺎﺏ ﺍﻝﻤﺤﺘﻤﻠﺔ ﻝﻠﻤﺸﻜﻠﺔ‪ ،‬ﻭﺍﻷﺨﺫ ﺒﺎﻝﻤﺴﺒﺒﺎﺕ ﻝﻬﺎ‪ ،‬ﻭﺍﻝﺘﻲ‬
‫ﻗﺩ ﺘﻨﺸﺄ ﻤﻥ ﻋﺩﺓ ﻤﺼﺎﺩﺭ ﻤﺨﺘﻠﻔﺔ‪ ،‬ﻭﻫﻲ ﻜﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﺍﻝﻁﺭﻕ ‪ :ROADS‬ﻭﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻥ ﺍﻹﺠﺭﺍﺀﺍﺕ ﻭﺍﻷﺴﺎﻝﻴﺏ ﻭﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﺘﻲ ﺘﻡ ﺍﺴﺘﺨﺩﺍﻤﻬﺎ ﻓﻲ‬

‫ﺍﻝﻌﻤل‪.‬‬
‫• ﺍﻵﻻﺕ ‪ :MACHINES‬ﻭﻫﻲ ﺍﻝﺘﻜﻨﻭﻝﻭﺠﻴﺎ ﺍﻝﻤﺴﺘﺨﺩﻤﺔ ﻓﻲ ﺍﻝﻌﻤل‪.‬‬
‫• ﺍﻝﻤﻭﺍﺩ ‪ :RESOURCES‬ﻭﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻥ ﺍﻝﺤﻘﺎﺌﻕ ﻭﺍﻷﺭﻗﺎﻡ ﻭﺍﻝﺒﻴﺎﻨﺎﺕ ﻭﺍﻝﺘﻌﻠﻴﻤﺎﺕ ﻭﺃﻨﻭﺍﻉ‬
‫ﺍﻝﻌﻴﻭﺏ ﻭﻋﺩﺩﻫﺎ‪.‬‬
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‫• ﺍﻝﺒﻴﺌﺔ ﺍﻝﻁﺒﻴﻌﻴﺔ ‪ :THE NATURAL ENVIRONMENT‬ﻭﻫﻲ ﺍﻝﺒﻴﺌﺔ ﺍﻝﺨﺎﺭﺠﻴﺔ ﺍﻝﺘﻲ‬

‫ﺘﺘﻜﻭﻥ ﻤﻥ ﺍﻝﻌﺎﺩﺍﺕ‪ ،‬ﻭﺍﻝﺘﻘﺎﻝﻴﺩ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ‪ ،‬ﻭﺍﻝﻘﻭﺍﻨﻴﻥ ﺍﻝﺤﻜﻭﻤﻴﺔ‪ .‬ﻭﻜﺫﻝﻙ ﺍﻝﻅﺭﻭﻑ ﺍﻻﻗﺘﺼﺎﺩﻴﺔ‬
‫ﺍﻝﺘﻲ ﺘﺅﺜﺭ ﻋﻠﻰ ﺃﺩﺍﺀ ﺍﻝﻌﻤل‪ ،‬ﻭﺍﻝﻌﻨﺎﺼﺭ ﺍﻝﺒﻴﺌﻴﺔ ﻤﺜل ﺍﻝﻁﻘﺱ‪.‬‬
‫• ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺒﺸﺭﻴﺔ ‪ :HUMAN RESOURCES‬ﻭﻫﻡ ﺠﻤﻴﻊ ﺍﻷﺸﺨﺎﺹ ﻭﺍﻷﻓﺭﺍﺩ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ‬
‫ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬

‫ﺒﻌﺩ ﺫﻝﻙ ﻴﻘﻭﻡ ﺃﻋﻀﺎﺀ ﻓﺭﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺘﺤﺩﻴﺩ ﺍﻷﺴﺒﺎﺏ ﺍﻝﻤﺤﺘﻤﻠﺔ ﻝﻠﻤﺸﻜﻠﺔ ﻭﺍﻝﻌﻴﻭﺏ‪،‬‬
‫ﻭﻭﻀﻊ ﻓﺭﻀﻴﺔ ﻤﺒﺩﺌﻴﺔ ﻤﻨﺎﺴﺒﺔ ﻋﻥ ﺃﺴﺒﺎﺏ ﺍﻝﻤﺸﻜﻠﺔ‪ ،‬ﻭﺫﻝﻙ ﺒﺭﺒﻁ ﺍﻝﺨﺒﺭﺓ ﻤﻊ ﺍﻝﺒﻴﺎﻨﺎﺕ ﻭﺍﻝﻘﻴﺎﺴﺎﺕ‬
‫ﻭﻤﺭﺍﺠﻌﺔ ﺍﻝﻌﻤﻠﻴﺎﺕ‪ .‬ﻭﻤﻥ ﺜﻡ ﻴﻘﻭﻡ ﺍﻝﻔﺭﻴﻕ ﺒﺎﻝﺒﺤﺙ ﻋﻥ ﺍﻝﻤﺯﻴﺩ ﻤﻥ ﺍﻝﺒﻴﺎﻨﺎﺕ‪ ،‬ﻝﻴﺘﺄﻜﺩ ﻤﻥ ﺍﻷﺴﺒﺎﺏ‬
‫ﺍﻝﻤﻘﺘﺭﺤﺔ ﻭﺍﻝﻭﺼﻭل ﺇﻝﻰ ﺍﻷﺴﺒﺎﺏ ﺍﻝﺠﺫﺭﻴﺔ ﺍﻝﺤﻘﻴﻘﻴﺔ ﻝﻠﻤﺸﻜﻠﺔ‪.‬‬

‫‪ -٤‬ﺍﻝﺘﺤﺴﻴﻥ ‪IMPROVEMENT‬‬

‫ﻭﻫﻲ ﺍﻝﻤﺭﺤﻠﺔ ﺍﻝﺘﻲ ﺘﺄﺘﻲ ﺒﻌﺩ ﺘﺤﺩﻴﺩ ﺍﻷﺨﻁﺎﺀ ﻭﺘﺸﺨﻴﺼﻬﺎ‪ ،‬ﻭﻤﻌﺭﻓﺔ ﺃﺴﺒﺎﺒﻬﺎ ﻤﻥ ﺃﺠل‬
‫ﻤﻌﺎﻝﺠﺘﻬﺎ ﻭﺘﺤﺴﻴﻥ ﺍﻷﺩﺍﺀ‪.‬‬

‫ﻭﻴﺘﻡ ﺨﻼل ﻫﺫﻩ ﺍﻝﻤﺭﺤﻠﺔ‪ ،‬ﺍﻝﺘﻌﺭﻑ ﻋﻠﻰ ﻤﺠﻤﻭﻋﺔ ﺍﻷﻨﺸﻁﺔ ﺍﻝﺘﻲ ﺘﺴﺎﻫﻡ ﻓﻲ ﺘﺤﺴﻴﻥ ﺍﻷﺩﺍﺀ‪،‬‬
‫ﻭﺍﻻﺭﺘﻘﺎﺀ ﺒﻤﺴﺘﻭﻯ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻭﺫﻝﻙ ﻤﻥ ﺨﻼل ﺍﺴﺘﺨﺩﺍﻡ ﺍﻝﻔﺭﻴﻕ ﺃﺩﻭﺍﺕ ﻋﻠﻤﻴﺔ ﻹﻴﺠﺎﺩ ﻭﺘﺤﺩﻴﺩ ﺍﻝﺤﻠﻭل‬
‫ﺍﻝﻤﻤﻜﻨﺔ ﺒﻌﺩ ﺘﺤﺩﻴﺩ ﺍﻝﻤﺘﻐﻴﺭﺍﺕ ﺍﻷﺴﺎﺴﻴﺔ‪ ،‬ﻭﺘﺄﺜﻴﺭﻫﺎ ﻋﻠﻰ ﺍﻝﺨﺼﺎﺌﺹ ﺍﻝﺤﺭﺠﺔ ﻝﻠﺠﻭﺩﺓ‪ ،‬ﻭﻤﻥ ﺜﻡ ﻗﻴﺎﻡ‬
‫ﺍﻝﻔﺭﻴﻕ ﺒﺘﻘﻴﻴﻡ ﺘﻠﻙ ﺍﻝﺤﻠﻭل ﻤﻥ ﺨﻼل ﻋﻤﻠﻴﺔ ﻓﺤﺼﻬﺎ ﻓﻲ ﺒﻴﺌﺔ ﺘﺠﺭﻴﺒﻴﺔ‪.‬‬

‫ﻜﻤﺎ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﻝﺘﺤﺴﻴﻥ ﺘﻌﺘﺒﺭ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﻭﻤﺘﻌﻠﻘﺔ ﺒﺘﻁﻭﻴﺭ ﺍﻝﺤﻠﻭل ﺍﻝﺘﻲ ﺘﺭﻜﺯ ﻋﻠﻰ ﺍﻝﺘﺨﻠﺹ‬
‫ﻤﻥ ﺍﻷﺴﺒﺎﺏ ﺍﻝﺭﺌﻴﺴﻴﺔ ﻝﻠﻤﺸﻜﻠﺔ ﻭﺫﻝﻙ ﻝﻼﺭﺘﻘﺎﺀ ﺒﺄﺩﺍﺀ ﺍﻝﻌﻤل‪ ،‬ﻭﺍﻝﻭﺼﻭل ﺇﻝﻰ ﺍﻝﻤﺴﺘﻭﻯ ﺍﻝﻤﻁﻠﻭﺏ‪،‬‬
‫ﺤﻴﺙ ﺇﻥ ﻓﺭﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﻘﻭﻡ ﻓﻲ ﻫﺫﻩ ﺍﻝﻤﺭﺤﻠﺔ‪ ،‬ﺒﺎﺴﺘﻬﺩﺍﻑ ﺍﻝﻤﺘﻐﻴﺭﺍﺕ ﺍﻝﻤﺴﺘﻘﻠﺔ ﺍﻝﺘﻲ ﻝﻬﺎ ﺘﺄﺜﻴﺭ‬
‫ﻋﻠﻰ ﺍﻝﻤﺸﻜﻠﺔ ‪ -‬ﻤﺤل ﺍﻝﺩﺭﺍﺴﺔ ‪ -‬ﻭﺍﻝﺘﻲ ﺘﺴﺒﺏ ﺍﻵﺜﺎﺭ ﺍﻝﺴﻠﺒﻴﺔ ﺃﻭ ﺍﻹﻴﺠﺎﺒﻴﺔ ﻓﻲ ﺍﻝﻤﺘﻐﻴﺭ ﺍﻝﺘﺎﺒﻊ‪،‬‬
‫ﻭﺍﻝﺫﻱ ﻴﻌﺘﺒﺭ ﺒﺼﻔﺘﻪ ﺍﻝﻨﺘﻴﺠﺔ ﺍﻝﻤﺴﺘﻬﺩﻓﺔ ﻓﻲ ﻋﻤﻠﻴﺔ ﺍﻝﺘﺤﺴﻴﻥ‪ .‬ﻭﻴﻤﻜﻥ ﺘﻠﺨﻴﺹ ﺨﻁﻭﺍﺕ ﻫﺫﻩ ﺍﻝﻤﺭﺤﻠﺔ‬
‫ﻜﻤﺎ ﻴﻠﻲ )ﺍﻝﺯﻫﺭﺍﻨﻲ‪ ،٢٠١٠ ،‬ﺹ‪:(٤٧ :‬‬

‫• ﺍﻗﺘﺭﺍﺡ ﺍﻝﺤﻠﻭل ﻭﺍﺨﺘﻴﺎﺭ ﺃﻓﻀﻠﻬﺎ ﻋﻥ ﻁﺭﻴﻕ ﺠﻠﺴﺎﺕ ﺍﻝﻌﺼﻑ ﺍﻝﺫﻫﻨﻲ‪.‬‬

‫• ﺩﺭﺍﺴﺔ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﺍﻝﺤﻠﻭل ﺍﻝﻤﺨﺘﺎﺭﺓ ﻭﻤﺩﻯ ﻤﻼﺀﻤﺘﻬﺎ ﻝﻠﺘﺤﺴﻴﻥ‪.‬‬
 ‫‪٤٦‬‬

‫• ﺩﺭﺍﺴﺔ ﺍﻷﺴﺒﺎﺏ ﺍﻝﻤﺤﺘﻤﻠﺔ ﻷﻱ ﻋﻴﻭﺏ ﻗﺩ ﺘﻅﻬﺭ ﻓﻲ ﺍﻝﺤﻠﻭل ﺍﻝﻤﻘﺘﺭﺤﺔ‪ ،‬ﻭﺃﺨﺫ ﺍﻝﺘﺭﺘﻴﺒﺎﺕ‬

‫ﺍﻝﻼﺯﻤﺔ ﻝﻤﻨﻊ ﺤﺩﻭﺙ ﻫﺫﻩ ﺍﻷﺴﺒﺎﺏ‪.‬‬
‫• ﺘﻨﻔﻴﺫ ﺍﻝﺤﻠﻭل ﻤﺭﺤﻠﻴﺎ ﻭﺠﺯﺌﻴﺎ ﻝﺘﺤﺩﻴﺩ ﺼﻼﺤﻴﺘﻬﺎ‪ ،‬ﻭﻤﻼﺀﻤﺘﻬﺎ ﻝﺤل ﺍﻝﻤﺸﻜﻠﺔ‪ ،‬ﻭﻫﻭ ﻤﺎ‬
‫ﻴﻁﻠﻕ ﻋﻠﻴﻪ ﺍﻝﻤﺸﺭﻭﻉ ﺍﻝﺘﺠﺭﻴﺒﻲ‪.‬‬
‫• ﻗﻴﺎﺱ ﺤﺎﻝﺔ ﺍﻝﻌﻤﻠﻴﺔ ﺒﻌﺩ ﺍﻝﺘﺤﺴﻴﻥ‪ ،‬ﺒﻬﺩﻑ ﻤﻘﺎﺭﻨﺘﻬﺎ ﺒﺤﺎﻝﺘﻬﺎ ﻗﺒل ﺍﻝﺘﺤﺴﻴﻥ‪.‬‬

‫‪ -٥‬ﻤﺭﺤﻠﺔ ﺍﻝﺭﻗﺎﺒﺔ ‪PHASE CONTRO2‬‬

‫ﻴﺘﻡ ﻓﻲ ﻫﺫﻩ ﺍﻝﻤﺭﺤﻠﺔ‪ ،‬ﻤﺘﺎﺒﻌﺔ ﺍﻝﻌﻤﻠﻴﺎﺕ ﻭﺍﻝﺘﺄﻜﺩ ﻤﻥ ﻋﺩﻡ ﺘﻜﺭﺍﺭ ﺍﻷﺨﻁﺎﺀ‪ ،‬ﻭﺍﻝﺘﺤﻘﻕ ﻤﻥ ﻨﺠﺎﺡ‬
‫ﺘﻨﻔﻴﺫ ﺍﻝﺘﺤﺴﻴﻨﺎﺕ ﻭﺍﻝﺘﻁﻭﻴﺭﺍﺕ ﻓﻲ ﺍﻝﻤﺭﺤﻠﺔ ﺍﻝﺴﺎﺒﻘﺔ‪ ،‬ﻭﺃﻥ ﻫﺫﻩ ﺍﻝﺘﺤﺴﻴﻨﺎﺕ ﺴﻭﻑ ﺘﺴﺘﻤﺭ ﻝﻔﺘﺭﺓ ﻁﻭﻴﻠﺔ‬
‫ﻤﻥ ﺍﻝﺯﻤﻥ‪ .‬ﻜﻤﺎ ﻴﻘﻭﻡ ﺃﻋﻀﺎﺀ ﻓﺭﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺘﻁﻭﻴﺭ ﺒﻌﺽ ﺍﻷﺩﻭﺍﺕ ﺍﻝﻌﻠﻤﻴﺔ ﻝﻠﻤﺴﺎﻋﺩﺓ ﻓﻲ‬
‫ﺍﻝﺴﻴﻁﺭﺓ ﻋﻠﻰ ﺍﻝﻌﻤﻠﻴﺔ‪ .‬ﻭﻫﻨﺎﻝﻙ ﺒﻌﺽ ﺍﻝﻤﻬﺎﻡ ﺍﻝﺘﻲ ﻴﺠﺏ ﺃﻥ ﻴﻘﻭﻡ ﺒﺘﻨﻔﻴﺫﻫﺎ ﻓﺭﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪،‬‬
‫ﻜﻭﻀﻊ ﺨﻁﺔ ﻝﻤﻭﺍﺠﻬﺔ ﺃﻴﺔ ﻤﺸﺎﻜل ﺃﻭ ﺃﺨﻁﺎﺀ ﺃﻭ ﺘﻐﻴﺭﺍﺕ ﻗﺩ ﺘﺤﺩﺙ‪ ،‬ﻭﻤﺴﺎﻋﺩﺓ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻋﻠﻰ‬
‫ﺘﻭﺠﻴﻪ ﺘﺭﻜﻴﺯﻫﺎ ﻋﻠﻰ ﻤﻘﺎﻴﻴﺱ ﻤﺤﺩﺩﺓ‪ ،‬ﺘﻌﻤل ﻋﻠﻰ ﺘﺯﻭﻴﺩﻫﺎ ﺒﻤﻌﻠﻭﻤﺎﺕ ﻋﻥ ﻤﺨﺭﺠﺎﺕ ﺍﻝﻤﻨﻅﻤﺔ‪،‬‬
‫ﻭﻤﻘﺎﻴﻴﺱ ﺍﻝﻌﻤﻠﻴﺎﺕ‪ .‬ﻭﻜﺫﻝﻙ ﺍﺴﺘﻤﺭﺍﺭ ﻤﺭﺍﻗﺒﺔ ﺍﻝﻤﺸﺭﻭﻉ ﺒﻜﺎﻓﺔ ﻤﺭﺍﺤﻠﻪ ﺍﻝﺴﺎﺒﻘﺔ‪ ،‬ﻭﻤﺘﺎﺒﻌﺔ ﺍﻝﺘﻐﻴﺭﺍﺕ‬
‫ﺍﻝﺘﻲ ﺘﺤﺼل ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪ .‬ﺇﻥ ﺍﻝﻬﺩﻑ ﺍﻝﻨﻬﺎﺌﻲ ﻝﻬﺫﻩ ﺍﻝﻤﺭﺤﻠﺔ‪ ،‬ﻫﻭ ﺘﺨﻔﻴﺽ ﺍﻻﺨﺘﻼﻑ ﻤﻥ ﺨﻼل‬
‫ﺍﻝﺴﻴﻁﺭﺓ ﻋﻠﻰ ﺍﻝﻤﺩﺨﻼﺕ‪ ،‬ﻭﻤﺭﺍﻗﺒﺔ ﺍﻝﻤﺨﺭﺠﺎﺕ‪ .‬ﻭﺍﻝﺸﻜل )‪ (١٠‬ﻴﻭﻀﺢ ﻤﻨﻬﺠﻴﺔ ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ‬
‫ﻝـ " ‪."DMAIC‬‬
 ‫‪٤٧‬‬

‫إ*)اد ‪456‬ن ا‪456 ، ,-./01‬ن‬

‫‪ gRBFJ‬ا‪,14S1‬‬ ‫ا‪:‬ه)اف ‪ ،‬و@? ا‪45<=>:‬ت‬
‫و‪BC4=D‬ة ا‪B/01‬وع‬
‫‪ GHIJ‬ا‪ ،,5-0F1‬ا‪NO1‬آ) ‪ LD‬د‪,K‬‬
‫إ‪Bi‬اء ا‪45<1‬س‬ ‫ا‪4P45=1‬ت‪ ،‬و‪)<D )R)SJ‬رة‬
‫ا‪,5-0F1‬‬
‫‪ )R)SJ‬ا‪ L56 ,KVF1‬ا‪T=U1‬‬
‫إ‪Bi‬اء ا‪j5-SO1‬‬ ‫وا‪ ,Y5OZ1‬و*‪X‬ل ا‪4=>:‬ب‬
‫ا‪,-0OS01‬‬
‫‪ )R)SJ‬ا‪\-S1‬ل و‪4H<R)[J‬‬
‫و‪456 ]5<SO1 4H<5=^J‬ن‬
‫إ‪Bi‬اء ا‪L5USO1‬‬ ‫ا‪:‬ه)اف‬

‫‪B` ]5=^J‬ق ‪BD‬ا‪ ,=K‬ا‪45-0F1‬ت‬

‫و‪BD‬ا‪ ,=K‬ا‪:‬داء ‪,ab4S0-1‬‬
‫ا‪B01‬ا‪,=K‬‬ ‫‪B0O>46‬ار *‪ f-‬ا‪de4OZ1‬‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (١٠‬ﻤﺨﻁﻁ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ ﺍﻝﺘﺤﺴﻴﻥ ﻝـ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﺍﻝﺤﺩﻴﺜﻲ ﻭﺁﺨﺭﻭﻥ )‪(٢٠٠٩‬‬

‫‪ ٢.٢.٦‬ﻭﻅﺎﺌﻑ ﺠﺩﻴﺩﺓ ﺍﺴﺘﺤﺩﺜﺕ ﻝﺘﻨﻔﻴﺫ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﻴﻌﺩ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻥ ﺍﻝﻤﻨﺎﻫﺞ ﺍﻝﻤﺘﺒﻌﺔ ﻹﻨﺠﺎﺡ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻓﻲ ﺃﻋﻤﺎﻝﻬﺎ‪ ،‬ﺤﻴﺙ ﻻ ﺒﺩ ﻤﻥ‬
‫ﺘﺤﺩﻴﺩ ﻤﺎﻫﻴﺔ ﺍﻝﻭﻅﺎﺌﻑ ﺍﻝﻼﺯﻤﺔ ﻹﻨﺠﺎﺡ ﺍﻝﻤﺸﺭﻭﻉ‪ ،‬ﻭﻤﻥ ﺜﻡ ﺘﺸﻜﻴل ﻓﺭﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻥ ﺍﻷﻓﺭﺍﺩ‬
‫ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ ﻭﻤﻥ ﻜﺎﻓﺔ ﻤﺴﺘﻭﻴﺎﺘﻬﻡ ﺍﻝﻭﻅﻴﻔﻴﺔ ﻭﺍﻹﺩﺍﺭﻴﺔ‪ ،‬ﻭﺍﻝﻌﻤل ﻋﻠﻰ ﺘﺩﺭﻴﺒﻬﻡ ﻝﺘﺤﻘﻴﻕ‬
‫ﺍﻝﻨﺠﺎﺡ ﻝﻬﺫﻩ ﺍﻝﻤﻨﻬﺠﻴﺔ‪ ،‬ﺒﺎﺘﺒﺎﻉ ﺠﻤﻴﻊ ﻤﻬﺎﺭﺍﺕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﻤﺒﺎﺩﺌﻬﺎ ﻭﺃﺩﻭﺍﺘﻬﺎ‪ .‬ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل ﺭﻗﻡ‬
‫)‪ (١١‬ﺍﻝﻬﻴﻜل ﺍﻝﺘﻨﻅﻴﻤﻲ ﻝﻔﺭﻴﻕ ﺍﻝﺴﻴﺠﻤﺎ ﺍﻝﺴﺘﺔ‪ ،‬ﻭﻤﻥ ﻫﺫﻩ ﺍﻝﻭﻅﺎﺌﻑ )   ‪56k +7 +br‬‬
‫
>  (‪:‬‬
 ‫‪٤٨‬‬

‫" _وع "  ‪" $%‬‬

‫ا‪ 7[8.‬ا‪}&%.‬ي‬

‫ا‪ZW.‬ام ا‪V6‬د ا‪*[.‬‬

‫ا‪ZW.‬ام ا‪V6‬د‬ ‫ا‪ZW.‬ام ا‪V6‬د‬

‫ا‪ZW.‬ام ا‪xy6‬‬ ‫ا‪ZW.‬ام ا‪xy6‬‬ ‫ا‪ZW.‬ام ا‪xy6‬‬ ‫ا‪ZW.‬ام ا‪xy6‬‬

‫ا‪ZW.‬ام ا‪&6‬‬ ‫ا‪ZW.‬ام ا‪&6‬‬ ‫ا‪ZW.‬ام ا‪&6‬‬ ‫ا‪ZW.‬ام ا‪&6‬‬

‫ا‪_.‬وع ا‪6‬ول‬ ‫ا‪_.‬وع ا‪6‬ول‬ ‫ا‪_.‬وع ا‪6‬ول‬ ‫ا‪_.‬وع ا‪6‬ول‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (١١‬ﺍﻝﻬﻴﻜل ﺍﻝﺘﻨﻅﻴﻤﻲ ﻭﻓﻘﺎ ﻷﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‪ -‬ﺒﺘﺼﺭﻑ‬

‫‪ .١‬ﺍﻝﺒﻁل ﺃﻭ ﺍﻝﺭﺍﻋﻲ ‪HERO OR SPONSOR‬‬

‫ﺇﻥ ﺍﻝﺒﻁل ﺃﻭ ﺍﻝﺭﺍﻋﻲ ﻝﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻭ ﺍﻝﺫﻱ ﻴﺸﺭﻑ ﻋﻠﻰ ﻓﺭﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻜﺫﻝﻙ‬
‫ﻫﻭ ﺍﻝﻤﺴﺅﻭل ﺍﻷﻭل ﻋﻥ ﺍﻝﻤﺸﺭﻭﻉ‪ ،‬ﻭﺍﻝﺫﻱ ﻴﺘﺤﻤل ﺍﻝﻤﺴﺅﻭﻝﻴﺔ ﻭﺍﻝﻨﺘﺎﺌﺞ ﺍﻝﻨﻬﺎﺌﻴﺔ ﻝﻪ‪ .‬ﻭﻋﺎﺩﺓ ﻤﺎ ﻴﻜﻭﻥ‬
‫ﺍﻝﺒﻁل ﻫﻭ ﺍﻝﻤﺩﻴﺭ ﺍﻝﻌﺎﻡ‪ ،‬ﺃﻭ ﺍﻝﻤﺩﻴﺭ ﺍﻝﺘﻨﻔﻴﺫﻱ‪ ،‬ﺃﻭ ﻨﺎﺌﺒﻪ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻭﻝﺫﻝﻙ ﻓﺈﻨﻪ ﻴﺘﺸﻜل ﻤﻥ ﺃﺤﺩ‬
‫ﺃﻓﺭﺍﺩ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ‪.‬‬
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‫ﺇﻥ ﺍﻷﺒﻁﺎل ﻴﻌﻤﻠﻭﻥ ﻜﻤﻌﻠﻤﻴﻥ ﻭﻤﺭﺸﺩﻴﻥ ﻷﺼﺤﺎﺏ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ﺍﻝﺭﺌﻴﺴﻲ‪ ،‬ﻭﻜﺫﻝﻙ‬
‫ﺍﻹﺸﺭﺍﻑ ﻋﻠﻰ ﺍﻝﺘﻁﺒﻴﻕ ﺍﻝﻤﻴﺩﺍﻨﻲ ﻝﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻭﻫﻡ ﺍﻝﺫﻴﻥ ﻴﺒﺫﻝﻭﻥ ﻤﺎ ﺒﻭﺴﻌﻬﻡ ﻹﺯﺍﻝﺔ‬
‫ﺍﻝﺤﻭﺍﺠﺯ ﻭﺍﻝﻌﻭﺍﺌﻕ ﺍﻝﺘﻲ ﺘﺤﻭل ﺩﻭﻥ ﺇﻨﺠﺎﺡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻴﺸﻜﻠﻭﻥ ﺤﻠﻘﺔ ﻭﺼل ﺒﻴﻥ ﺍﻝﻘﻴﺎﺩﺓ ﺍﻝﺘﻨﻔﻴﺫﻴﺔ‬
‫ﻭﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﺍﻷﺨﺭﻯ‪.‬‬

‫ﻭﺘﺘﻠﺨﺹ ﻤﻬﺎﻡ ﺍﻝﺒﻁل ﻓﻴﻤﺎ ﻴﻠﻲ ) ﻋﺒﺩﺍﷲ ‪ ،٢٠١٢ ،‬ﺹ‪-:( ٤٨ -٤٧ :‬‬

‫• ﻤﻭﺍﺯﻨﺔ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺍﻝﻤﻁﻠﻭﺏ ﺇﻨﺠﺎﺯﻫﺎ ﻤﻊ ﺍﻝﻔﻌﺎﻝﻴﺎﺕ ﺍﻝﻌﺎﻤﺔ ﻝﻠﻤﻨﻅﻤﺔ‪.‬‬

‫• ﺇﻋﻼﻡ ﺍﻝﻔﺭﻴﻕ ﺒﺘﻘﺩﻴﻡ ﺍﻝﻤﺸﺎﺭﻴﻊ‪.‬‬
‫• ﺘﻭﺯﻴﻊ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﻤﻁﻠﻭﺒﺔ ﻤﺜل ﺍﻝﻭﻗﺕ ﻭﺍﻝﻤﺎل ﻭﺃﻱ ﻤﺴﺎﻋﺩﺍﺕ ﺃﺨﺭﻯ‪.‬‬
‫• ﻴﻘﻭﻡ ﺒﺎﻝﻤﺭﺍﺠﻌﺎﺕ ﺍﻝﻀﺭﻭﺭﻴﺔ‪.‬‬
‫• ﻴﺒﺤﺙ ﻓﻲ ﺍﻝﻨﺯﺍﻋﺎﺕ ﻭﺍﻝﺘﺩﺍﺨﻼﺕ ﺒﻐﺭﺽ ﺘﺴﻬﻴل ﺍﻝﺘﻨﺴﻴﻕ‪.‬‬
‫‪ .٢‬ﻗﺎﺌﺩ ﺍﻝﺘﻨﻔﻴﺫ ﺃﻭ ﺍﻝﻤﺩﻴﺭ ﺍﻝﺘﻨﻔﻴﺫﻱ ‪THE COMMANDER OF IMPLEMENTATION‬‬

‫‪OR EXECUTIVE DIRECTOR‬‬

‫ﻭﻫﻭ ﺍﻝﺸﺨﺹ ﺍﻝﺫﻱ ﻴﺒﻴﻥ ﻓﻴﻤﺎ ﺇﺫﺍ ﻜﺎﻨﺕ ﺍﻝﻤﻨﻅﻤﺔ ﺴﺘﻌﺘﻤﺩ ﺃﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻫﻭ ﺃﻴﻀﺎ‬
‫ﺍﻝﻤﺴﺅﻭل ﻋﻥ ﻭﻀﻊ ﺃﻫﺩﺍﻑ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﺒﻤﺎ ﻴﺤﻘﻕ ﺃﻭﻝﻭﻴﺎﺕ ﺃﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻜﺫﻝﻙ ﺘﻭﺠﻴﻪ ﻜﻴﻔﻴﺔ‬
‫ﺍﺴﺘﺨﺩﺍﻡ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﻤﺨﺼﺼﺔ ﻷﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﻤﺭﺍﻗﺒﺘﻬﺎ‪ .‬ﻭﺘﺘﻠﺨﺹ ﻤﻬﺎﻡ ﺍﻝﻘﺎﺌﺩ ﺍﻝﺘﻨﻔﻴﺫﻱ ﻓﻴﻤﺎ‬
‫ﻴﻠﻲ ) ﺴﻌﻴﺩ ‪ ،٢٠٠٤ ،‬ﺹ‪: (١٧٢:‬‬

‫• ﺍﻝﻤﺴﺅﻭﻝﻴﺔ ﻋﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻝﺘﺸﻐﻴﻠﻴﺔ ) ﺍﻝﺘﻜﺘﻴﻜﻴﺔ ( ﺍﻝﻌﺎﻤﻠﺔ ﻝﻠﻔﺭﻴﻕ ﺍﻝﻤﻜﻠﻑ ﺒﺎﻝﻌﻤل‪.‬‬

‫• ﺍﻝﻌﻤل ﻋﻠﻰ ﺍﻝﺘﻨﺴﻴﻕ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﻻﺠﺘﻤﺎﻋﺎﺕ‪ ،‬ﻭﺍﻝﺘﺄﻜﻴﺩ ﻋﻠﻰ ﺍﻝﺘﺯﺍﻡ ﺃﻋﻀﺎﺀ ﺍﻝﻔﺭﻴﻕ ﺍﻝﻭﺍﺤﺩ‬
‫ﺒﺎﻝﺨﻁﻭﻁ ﺍﻝﻌﺭﻴﻀﺔ ﺍﻝﺘﻲ ﻭﻀﻌﺕ ﻤﺴﺒﻘﺎ‪.‬‬
‫• ﺍﻻﺘﺼﺎل ﺍﻝﺩﺍﺌﻡ ﻤﻊ ﺭﺍﻋﻲ ﺍﻝﻔﺭﻴﻕ‪ ،‬ﻭﻴﻔﻀل ﺃﻥ ﻴﻜﻭﻥ ﺍﻻﺘﺼﺎل ﺍﻝﺭﺴﻤﻲ ﺒﻴﻥ ﻗﺎﺌﺩ ﺍﻝﺘﻨﻔﻴﺫ‬
‫ﻭﺍﻝﺭﺍﻋﻲ‪ ،‬ﻜل ﺃﺴﺒﻭﻉ ﻜﺤﺩ ﺃﺩﻨﻰ‪.‬‬

‫‪ .٣‬ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ﺍﻝﺭﺌﻴﺴﻲ ‪MASTER BLACK BELT‬‬

‫ﻭﻫﻡ ﺍﻷﺸﺨﺎﺹ ﺍﻝﺤﺎﺌﺯﻭﻥ ﻋﻠﻰ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ‪ ،‬ﻭﺍﻝﺫﻴﻥ ﺍﺠﺘﺎﺯﻭﺍ ﺘﺩﺭﻴﺒﺎﺕ ﻤﺘﻘﺩﻤﺔ ﻓﻲ ﺍﻝﺘﻘﻨﻴﺎﺕ‬
‫ﺍﻷﻜﺜﺭ ﺘﻁﻭﺭﺍ ﻝﺤل ﻤﺸﺎﻜل ﺍﻝﻤﻨﻅﻤﺔ‪ .‬ﻭﻴﺘﻡ ﺍﺨﺘﻴﺎﺭﻫﻡ ﻤﻥ ﻗﺒل ﺍﻷﺒﻁﺎل‪ .‬ﻭﻴﻌﻤﻠﻭﻥ ﻜﻤﺩﺭﺒﻴﻥ ﻝﺤﺎﺌﺯﻱ‬
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‫ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ‪ ،‬ﻭﺭﺼﺩ ﺍﻝﺘﻘﺩﻡ ﺍﻝﺨﺎﺹ ﺒﻬﻡ‪ ،‬ﻭﺘﻘﺩﻴﻡ ﺍﻝﻤﺴﺎﻋﺩﺓ ﺍﻝﻼﺯﻤﺔ ﻝﻬﻡ‪ .‬ﻜﻤﺎ ﻴﺨﺼﺼﻭﻥ‬
‫ﻭﻗﺘﻬﻡ ﺒﺎﻝﻜﺎﻤل ﻝﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻤﺴﺎﻋﺩﺓ ﺍﻷﺒﻁﺎل ﻓﻲ ﺘﻭﺠﻴﻪ ﺃﺼﺤﺎﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ‬
‫ﻭﺍﻝﺨﻀﺭﺍﺀ ﻓﻲ ﺘﻨﻔﻴﺫ ﻭﺍﺠﺒﺎﺘﻬﻡ‪.‬‬

‫ﻭﻴﺭﻯ ‪ " (  ) Prk‬ﺇﻥ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ﺍﻝﺭﺌﻴﺴﻲ‪ ،‬ﻴﻌﻤل ﻓﻲ ﺍﻝﻜﺜﻴﺭ ﻤﻥ ﺍﻝﻤﻨﻅﻤﺎﺕ‪ ،‬ﻜﻤﺩﺭﺏ‬
‫ﻭﻤﺭﺍﻗﺏ ﻭﻤﺴﺘﺸﺎﺭ ﻝﺤﺎﻤﻠﻲ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ؛ ﺍﻝﺫﻴﻥ ﻴﻌﻤﻠﻭﻥ ﻓﻲ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﻝﻤﺸﺎﺭﻴﻊ‪ .‬ﻓﻲ ﺃﻏﻠﺏ‬
‫ﺍﻷﺤﻴﺎﻥ‪ ،‬ﻴﻜﻭﻥ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ﺍﻝﺭﺌﻴﺴﻲ ﺨﺒﻴﺭﺍ ﺤﻘﻴﻘﻴﺎ ﻓﻲ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺃﺩﻭﺍﺘﻬﺎ ﺍﻝﺘﺤﻠﻴﻠﻴﺔ‪ ،‬ﻭﻓﻲ‬
‫ﺍﻝﻌﺎﺩﺓ ﻴﺘﻤﺘﻊ ﺒﺨﻠﻔﻴﺔ ﻫﻨﺩﺴﻴﺔ ﺃﻭ ﻋﻠﻤﻴﺔ‪ ،‬ﺃﻭ ﻴﺤﻤل ﺩﺭﺠﺔ ﻋﺎﻝﻴﺔ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎل " )ﺹ‪ .(٣٥:‬ﻭﻤﻥ‬
‫ﺍﻝﺠﺩﻴﺭ ﺒﺎﻝﺫﻜﺭ ﺃﻥ ﺍﻝﺘﺩﺭﻴﺏ ﺍﻹﺤﺼﺎﺌﻲ ﻴﺠﺏ ﺃﻥ ﻴﺘﻡ ﻓﻘﻁ ﺒﻭﺍﺴﻁﺔ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﺍﻝﺭﺌﻴﺴﻴﺔ‪.‬‬

‫‪ .٤‬ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ‪BLACK BELT‬‬

‫ﻴﻌﺩ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ﻤﻥ ﺃﻫﻡ ﺍﻷﺩﻭﺍﺭ ﻓﻲ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻴﻜﻭﻥ ﺍﻝﻤﺴﺅﻭل ﻋﻨﻬﻡ ﺼﺎﺤﺏ‬
‫ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ﺍﻝﺭﺌﻴﺴﻲ‪ ،‬ﻭﻴﻌﺘﺒﺭ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ﻭﻅﻴﻔﺔ ﺩﺍﺌﻤﺔ‪ ،‬ﻭﻫﺫﺍ ﺍﻝﺸﺨﺹ ﻴﻘﻭﻡ ﺒﺘﺤﺭﻱ ﻓﺭﺹ‬
‫ﺍﻝﺘﻐﻴﻴﺭ ﺍﻝﻤﺅﺜﺭﺓ‪ ،‬ﺜﻡ ﺘﻁﺒﻴﻘﻬﺎ ﻝﺘﺤﻘﻴﻕ ﺍﻝﻨﺘﺎﺌﺞ‪.‬‬

‫ﺤ ‪‬ﻤﻠﺔ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ‪ ،‬ﻫﻡ ﻤﺴﺘﺨﺩﻤﻭ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﺍﻝﺫﻴﻥ ﺘﻠﻘﻭﺍ ﺍﻝﺤﺩ ﺍﻷﺩﻨﻰ ﻤﻥ ﺍﻝﺘﺩﺭﻴﺏ‬
‫ﺇﻥ ‪‬‬
‫ﺨﻼل ﻤﺩﺓ ﻤﺎ ﺒﻴﻥ ﺃﺭﺒﻌﺔ ﺇﻝﻰ ﺨﻤﺴﺔ ﺃﺴﺎﺒﻴﻊ‪ ،‬ﻭﺘﺩﺭﻴﺒﻬﻡ ﻜﺎﻥ ﻤﻘﺘﺼﺭﹰﺍ ﻋﻠﻰ ﺍﻝﻘﻴﺎﺩﺓ‪ ،‬ﻭﺤل ﺍﻝﻤﺸﺎﻜل‬
‫ﺍﻝﺘﻲ ﺘﻭﺍﺠﻪ ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻭﻫﻡ ﻴﻜﻭﻨﻭﻥ ﻤﺘﻔﺭﻏﻴﻥ ﻝﺘﻁﺒﻴﻕ ﺒﺭﻨﺎﻤﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺘﻜﻭﻥ ﻤﺴﺅﻭﻝﻴﺘﻬﻡ‬
‫ﻤﺤﺼﻭﺭﺓ ﻓﻲ ﺘﺩﺭﻴﺏ ﻭﻗﻴﺎﺩﺓ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺍﻝﺨﺎﺼﺔ ﻝﻠﻤﻨﻅﻤﺔ‪ ،‬ﻭﻜﺫﻝﻙ ﻤﻌﺭﻓﺔ ﻨﺘﺎﺌﺞ ﺍﻝﻤﺸﺎﺭﻴﻊ ﺍﻝﻤﺨﺘﺎﺭﺓ‪،‬‬
‫ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﺍﺴﺘﺨﺩﺍﻡ ﺍﻷﺩﻭﺍﺕ ﺍﻹﺤﺼﺎﺌﻴﺔ ﻓﻲ ﺘﺤﺩﻴﺩ ﺍﻝﻤﺸﻜﻼﺕ ﺍﻝﺘﻲ ﺘﻭﺍﺠﻪ ﺍﻝﻌﻤل ﻭﺘﺤﻠﻴﻠﻬﺎ ﻭﺴﺒل‬
‫ﺤﻠﻬﺎ‪.‬‬

‫ﺇﻥ ﺼﺎﺤﺏ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ﻴﺠﺏ ﺃﻥ ﻴﺘﻤﺘﻊ ﺒﺎﻝﻘﺩﺭﺓ ﻋﻠﻰ ﺤل ﺍﻝﻤﺸﺎﻜل ﻭﺠﻤﻊ ﺍﻝﺒﻴﺎﻨﺎﺕ‬
‫ﻭﺘﺤﻠﻴﻠﻬﺎ‪ ،‬ﻭﺃﻥ ﻴﻜﻭﻥ ﺫﺍ ﺨﺒﺭﺓ ﻗﻴﺎﺩﻴﺔ ﻭﺘﺩﺭﻴﺒﻴﺔ ) ﺍﻝﻨﺎﺒﻠﺴﻲ ‪.(٢٠٠٥ ،‬‬

‫ﻭﻗﺩ ﺫﻜﺭﺕ ) ﺒﻴﺭﺯﻜﻭﺏ ‪ ،٢٠٠٨ ،‬ﺹ ‪ ( ٢١٧ – ٢١٥‬ﻗﺎﺌﻤﺔ ﺒﻌﺸﺭ ﺨﺼﺎﺌﺹ ﻝﺤﺎﻤﻠﻲ ﻝﻘﺏ‬
‫ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ‪ ،‬ﻭﺫﻝﻙ ﻁﺒﻘﺎ ﻝﻤﺎ ﻴﺭﺍﻩ ) ﺘﺸﺎﺭﻝﺯ ﻭﻝﻜﺴﺭ ( ﻭﻫﻭ ﺃﺤﺩ ﺍﻝﻤﺤﺘﺭﻓﻴﻥ ﺍﻝﻤﺸﻬﻭﺭﻴﻥ ﻓﻲ‬
‫ﻤﺠﺎل ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻫﻲ ﻜﺎﻝﺘﺎﻝﻲ‪-:‬‬
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‫• ﺘﺄﻴﻴﺩ ﺍﻝﻌﻤل ‪:SUPPORT WORK‬‬

‫ﻴﺠﺏ ﺃﻥ ﻴﻨﻘل ﺤﺎﻤﻠﻭ ﻝﻘﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﻨﻘﻁﺔ ﻤﻬﻤﺔ‪ ،‬ﻭﻫﻲ ﺃﻥ ﺍﻝﻌﻤﻼﺀ ﻫﻡ ﺍﻝﺫﻴﻥ ﻴﺘﻠﻘﻭﻥ‬
‫ﻨﺘﺎﺌﺞ ﺍﻝﻌﻤﻠﻴﺎﺕ‪ ،‬ﻭﺃﻨﻬﻡ ﺴﻭﺍﺀ ﻜﺎﻨﻭﺍ ﻋﻤﻼﺀ ﺩﺍﺨﻠﻴﻴﻥ ﺃﻡ ﺨﺎﺭﺠﻴﻴﻥ ﻫﻡ ﺍﻝﺤﻜﻡ ﺍﻝﻨﻬﺎﺌﻲ ﻝﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺞ ﺃﻭ‬
‫ﺍﻝﺨﺩﻤﺔ‪.‬‬

‫• ﺍﻝﻬﻭﺍﻴﺔ ‪:HOBBY‬‬

‫ﻴﺠﺏ ﺃﻥ ﻴﻜﻭﻥ ﻝﺩﻯ ﺤﺎﻤﻠﻲ ﻝﻘﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﺤﺎﻓﺯ ﺸﺨﺼﻲ‪ ،‬ﻭﺭﻭﺡ ﻤﺒﺎﺩﺭﺓ‪،‬‬
‫ﻭﺍﻝﺸﺨﺼﻴﺔ ﺍﻹﻴﺠﺎﺒﻴﺔ‪ .‬ﻓﻲ ﺒﻌﺽ ﺍﻷﺤﻴﺎﻥ ﻴﻜﻭﻥ ﻤﻥ ﺍﻝﻤﺘﻭﻗﻊ ﻤﻨﻬﻡ ﺃﻥ ﻴﻘﻭﻤﻭﺍ ﺒﺩﻭﺭ ﺍﻝﻤﺸﺠﻊ‪،‬‬
‫ﻭﻤﺴﺎﻋﺩﺓ ﻓﺭﻴﻕ ﺍﻝﻤﺸﺭﻭﻉ ﻋﻠﻰ ﺍﻝﻤﻀﻲ ﻗﺩﻤﺎ ﺒﻁﺭﻴﻘﺔ ﺃﻜﺜﺭ ﺇﻨﺘﺎﺠﻴﺔ‪ ،‬ﻭﺘﻌﻁﻴﻬﻡ ﺍﻝﻬﻭﺍﻴﺔ ﺭﻭﺡ‬
‫ﺍﻻﺴﺘﻤﺭﺍﺭﻴﺔ ﻭﺍﻝﻤﺜﺎﺒﺭﺓ ﺤﺘﻰ ﻓﻲ ﺍﻷﻭﻗﺎﺕ ﺍﻝﻌﺼﺒﻴﺔ ﺍﻝﺘﻲ ﻗﺩ ﻴﻤﺭ ﺒﻬﺎ ﺍﻝﻤﺸﺭﻭﻉ‪.‬‬

‫• ﻗﻴﺎﺩﺓ ﺍﻝﺘﻐﻴﻴﺭ ‪:LEADING CHANGE‬‬

‫ﻜﻴﻑ ﺘﻌﻤل ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﻭﻜﻴﻔﻴﺔ ﺃﺩﺍﺀ ﺍﻷﻋﻤﺎل‪ ،‬ﻗﺩ ﻴﺨﻠﻕ ﺇﺤﺒﺎﻁﺎ ﻝﺩﻯ ﺍﻝﻤﻭﻅﻔﻴﻥ‪ ،‬ﻭﻝﺫﺍ ﻓﺈﻥ ﻗﺎﺩﺓ‬
‫ﺍﻝﺘﻐﻴﻴﺭ ﻴﺠﺏ ﺃﻥ ﻴﻜﻭﻥ ﻝﺩﻴﻬﻡ ﻁﺭﻴﻘﺔ ﻹﺤﺩﺍﺙ ﺍﻝﺘﻐﻴﻴﺭ ﺍﻹﻴﺠﺎﺒﻲ ﻓﻲ ﺍﻝﻭﻗﺕ ﻨﻔﺴﻪ ﺍﻝﺫﻱ ﻴﺘﻭﻝﻭﻥ ﻓﻴﻪ‬
‫ﺇﺤﺩﺍﺙ ﺍﻝﺘﻐﻴﻴﺭ‪.‬‬

‫• ﺍﻻﺘﺼﺎل ‪:CONTACT‬‬

‫ﻤﻥ ﺍﻝﻤﺘﻭﻗﻊ ﺃﻥ ﻴﻜﻭﻥ ﺤﺎﻤﻠﻭ ﻝﻘﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﺫﻭﻱ ﻜﻔﺎﺀﺓ ﻓﻲ ﺍﺘﺼﺎﻻﺘﻬﻡ ﺒﺎﻵﺨﺭﻴﻥ‪،‬‬
‫ﻷﻥ ﻫﺫﺍ ﻀﺭﻭﺭﻱ ﺠﺩﺍ ﻓﻲ ﺠﻤﻴﻊ ﺍﻷﺩﻭﺍﺭ ﺍﻝﺘﻲ ﻴﻘﻭﻤﻭﻥ ﺒﻬﺎ‪ ،‬ﻭﺍﻝﺘﻲ ﺘﺘﻤﺜل ﻓﻲ ﻜﻭﻨﻬﻡ ﻤﺩﺭﺒﻴﻥ‪ ،‬ﺃﻭ‬
‫ﺇﺩﺍﺭﻴﻴﻥ‪ ،‬ﺃﻭ ﻤﻭﺠﻬﻴﻥ‪ .‬ﻜﻤﺎ ﻴﺠﺏ ﺃﻥ ﻴﺘﺤﺩﺜﻭﺍ ﺒﻁﺭﻴﻘﺔ ﻤﻔﻬﻭﻤﺔ ﻝﺠﻤﻴﻊ ﻤﻥ ﻴﺴﺘﻤﻌﻭﻥ ﺇﻝﻴﻬﻡ ﻤﻥ ﺍﻝﻌﻤﺎل‬
‫ﻭﺤﺘﻰ ﺃﻋﻠﻰ ﺍﻝﻤﻨﺎﺼﺏ ﻓﻲ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ‪ .‬ﺇﻥ ﻓﻬﻡ ﻫﺫﻩ ﺍﻝﻤﺘﻁﻠﺒﺎﺕ ﻫﻭ ﺨﺎﺼﻴﺔ ﺃﻭ ﻤﻴﺯﺓ ﻤﺤﺩﺩﺓ‬
‫ﻝﻠﺸﺨﺹ ﺍﻝﺒﺎﺭﻉ‪.‬‬

‫• ﻓﻁﻨﺔ ﺍﻷﻋﻤﺎل ﺍﻝﺘﺠﺎﺭﻴﺔ ‪:BUSINESS ACUMEN‬‬

‫ﻴﻌﺘﺒﺭ ﺤﺎﻤﻠﻭ ﻝﻘﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﻗﺎﺩﺓ‪ ،‬ﻭﻝﻴﺴﻭﺍ ﻤﺠﺭﺩ ﻤﺩﻴﺭﻴﻥ ﻝﻠﺠﻭﺩﺓ ﻜﻤﺎ ﻴﺤﺩﺙ ﻓﻲ‬
‫ﺍﻝﻤﺎﻀﻲ‪ .‬ﻝﺫﺍ ﻴﺠﺏ ﺃﻥ ﺘﺘﻭﺍﻓﺭ ﻝﺩﻴﻬﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ‪ ،‬ﻭﺍﻝﻘﺩﺭﺓ ﻋﻠﻰ ﺭﺒﻁ ﺍﻝﻤﺸﺭﻭﻋﺎﺕ ﺒﺎﻝﻨﺘﺎﺌﺞ‬
‫ﺍﻝﻤﺭﺘﻘﺒﺔ‪ ،‬ﻭﻜﻴﻑ ﺘﺅﺩﻱ ﻫﺫﻩ ﺍﻝﻤﺸﺭﻭﻋﺎﺕ ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﻤﻘﺩﺭﺓ ﺍﻝﻤﻨﻅﻤﺔ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻭﺍﻝﻤﺎﻝﻴﺔ‪.‬‬
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‫• ﺇﺩﺍﺭﺓ ﺍﻝﻤﺸﺭﻭﻉ ‪:PROJECT MANAGEMENT‬‬

‫ﻴﺘﻡ ﺘﺤﻘﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﺸﺭﻭﻋﺎ ﺒﻤﺸﺭﻭﻉ‪ ،‬ﻭﻻ ﻴﺠﺏ ﺃﻥ ﺘﻔﻘﺩ ﺍﻝﺭﺅﻴﺔ ﺒﺄﻥ ﺤﺎﻤﻠﻲ ﻝﻘﺏ‬
‫ﺡ ﻋﺩﻴﺩﺓ‪ ،‬ﻤﺜل‪ :‬ﺍﻝﻨﻁﺎﻕ‪ ،‬ﻭﺍﻝﻤﺘﻁﻠﺒﺎﺕ‪،‬‬
‫ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﻴﺠﺏ ﺃﻥ ﻴﺩﻴﺭﻭﺍ ﺍﻝﻤﺸﺭﻭﻉ ﻤﻥ ﻨﻭﺍ ﹴ‬
‫ﻭﺍﻝﻤﻭﺍﺭﺩ‪ ،‬ﻭﺍﻝﻭﻗﺕ‪ .‬ﻭﺇﻥ ﺍﻹﻝﻤﺎﻡ ﺒﺎﻝﻤﺒﺎﺩﺉ ﺍﻷﺴﺎﺴﻴﺔ ﻹﺩﺍﺭﺓ ﺍﻝﻤﺸﺭﻭﻉ ﻭﺍﻝﺨﺒﺭﺓ ﻓﻲ ﺇﺩﺍﺭﺓ ﻤﺜل ﻫﺫﻩ‬
‫ﺍﻝﻤﺸﺭﻭﻋﺎﺕ ﺘﻌﺘﺒﺭ ﻀﺭﻭﺭﺓ ﻭﺤﺎﺴﻤﺔ‪.‬‬

‫• ﺍﻻﺘﺠﺎﻫﺎﺕ ﺍﻝﻔﻨﻴﺔ ‪:ART TRENDS‬‬

‫ﻴﻤﻜﻥ ﺃﻥ ﻴﻜﻭﻥ ﺍﻝﻤﺅﻫﻠﻭﻥ ﻝﻠﻘﺏ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ ﻤﻥ ﻏﻴﺭ ﺍﻝﻤﻬﻨﺩﺴﻴﻥ‪ ،‬ﺃﻭ ﺍﻝﺫﻴﻥ ﻝﺩﻴﻬﻡ ﺨﻠﻔﻴﺔ‬
‫ﺇﺤﺼﺎﺌﻴﺔ‪ ،‬ﻝﻜﻥ ﻓﻲ ﺒﻌﺽ ﺍﻝﺤﺎﻻﺕ‪ ،‬ﻗﺩ ﺘﻜﻭﻥ ﻫﺫﻩ ﺍﻝﻤﺘﻁﻠﺒﺎﺕ ﺫﺍﺕ ﻓﺎﺌﺩﺓ ﻜﺒﻴﺭﺓ‪ ،‬ﻭﻓﻲ ﻜل ﺍﻝﺤﺎﻻﺕ‬
‫ﻴﻁﻠﺏ ﻤﻥ ﺤﺎﻤﻠﻲ ﻝﻘﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ‪ ،‬ﺘﺠﻤﻴﻊ ﺍﻝﺒﻴﺎﻨﺎﺕ ﻭﺘﺤﻠﻴﻠﻬﺎ‪ ،‬ﻭﻫﻡ ﺒﺼﺩﺩ ﺇﻋﺩﺍﺩ ﺇﺴﺘﺭﺍﺘﻴﺠﻴﺔ‬
‫ﻝﺘﺤﺴﻴﻥ ﺍﻝﻌﻤﻠﻴﺔ‪ ،‬ﻭﺒﺩﻭﻥ ﻫﺫﻩ ﺍﻻﺘﺠﺎﻫﺎﺕ ﺍﻝﻔﻨﻴﺔ ﻤﻥ ﺒﺭﻤﺠﻴﺎﺕ ﺍﻝﻜﻤﺒﻴﻭﺘﺭ ﻭﺍﻝﻤﻬﺎﺭﺍﺕ ﺍﻝﺘﺤﻠﻴﻠﻴﺔ ﻗﺩ‬
‫ﻴﺴﺒﺏ ﺫﻝﻙ ﺇﺤﺒﺎﻁﺎ ﻝﺤﺎﻤﻠﻲ ﻝﻘﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﺃﺜﻨﺎﺀ ﺃﺩﺍﺀ ﺃﻋﻤﺎﻝﻬﻡ‪.‬‬

‫• ﻋﻀﻭ ﻓﺭﻴﻕ ﻭﻗﺎﺌﺩ ‪:TEAM MEMBER AND LEADER‬‬

‫ﻴﺠﺏ ﺃﻥ ﻴﻜﻭﻥ ﻝﺩﻯ ﺤﺎﻤﻠﻲ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﺍﻝﻘﺩﺭﺓ ﻋﻠﻰ ﺍﻝﻘﻴﺎﺩﺓ ﻭﺍﻝﻌﻤل ﺩﺍﺨل ﺍﻝﻔﺭﻴﻕ‪ ،‬ﻭﺃﻥ‬
‫ﻴﻜﻭﻨﻭﺍ ﺠﺯﺀﺍ ﻤﻥ ﻫﺫﺍ ﺍﻝﻔﺭﻴﻕ‪ ،‬ﻭﺃﻥ ﻴﻜﻭﻨﻭﺍ ﻋﻠﻰ ﺩﺭﺠﺔ ﻋﻠﻤﻴﺔ ﻤﻥ ﻓﻬﻡ ﺩﻴﻨﺎﻤﻴﻜﻴﺔ ﺍﻝﻔﺭﻴﻕ‪ .‬ﻭﻝﻜﻲ‬
‫ﻴﺘﻤﻜﻥ ﺤﺎﻤﻠﻭ ﻝﻘﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﻤﻥ ﻗﻴﺎﺩﺓ ﺍﻝﻔﺭﻴﻕ‪ ،‬ﻓﺈﻨﻬﻡ ﻴﺠﺏ ﺃﻥ ﻴﻜﻭﻨﻭﺍ ﻤﺤﺒﻭﺒﻴﻥ ﻤﻥ ﺫﻭﻴﻬﻡ‪،‬‬
‫ﻭﻴﺴﺘﻁﻴﻌﻭﻥ ﺍﻝﺘﻌﺎﻤل ﻤﻊ ﺍﻝﻨﺎﺱ‪ ،‬ﻭﻝﺩﻴﻬﻡ ﻗﺩﺭﺍﺕ ﻋﻠﻰ ﺍﻹﻗﻨﺎﻉ‪ ،‬ﻭﺒﺈﻤﻜﺎﻨﻬﻡ ﺘﺤﻔﻴﺯ ﺍﻵﺨﺭﻴﻥ‪.‬‬

‫• ﻤﺤﻘﻕ ﻝﻨﺘﺎﺌﺞ ‪:ACHIEVE THE RESULTS‬‬

‫ﻤﻥ ﺍﻝﻤﺘﻭﻗﻊ ﻤﻥ ﺤﺎﻤﻠﻲ ﻝﻘﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﺃﻥ ﻴﺤﻘﻘﻭﺍ ﻨﺘﺎﺌﺞ ﻤﻠﻤﻭﺴﺔ‪ ،‬ﺫﺍﺕ ﺘﺄﺜﻴﺭ ﻋﻠﻰ‬
‫ﺍﻝﻤﻭﻗﻑ ﺍﻝﻤﺎﻝﻲ ﻝﻠﻤﻨﻅﻤﺔ‪ ،‬ﻭﻴﺠﺏ ﺃﻥ ﻴﻜﻭﻨﻭﺍ ﺠﺎﺩﻴﻥ ﻓﻲ ﺃﻋﻤﺎﻝﻬﻡ‪ ،‬ﻭﻝﺩﻴﻬﻡ ﻜﻔﺎﺀﺓ ﻓﻲ ﻋﺭﺽ ﺍﻝﺤﺎﺠﺎﺕ‬
‫ﺒﺴﺭﻋﺔ‪.‬‬

‫• ﺍﻝﻤﺘﻌﺔ ‪:AMUSED‬‬

‫ﻴﺠﺏ ﺃﻥ ﻴﺴﺘﻤﺘﻊ ﺤﺎﻤﻠﻭ ﻝﻘﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ ﺒﺄﻋﻤﺎﻝﻬﻡ‪ ،‬ﻻ ﺴﻴﻤﺎ ﺇﺫﺍ ﻤﺎ ﻜﺎﻨﻭﺍ ﻴﺤﺒﻭﻥ ﻫﺫﻩ‬
‫ﺍﻷﻋﻤﺎل ﻝﺩﺭﺠﺔ ﻜﺒﻴﺭﺓ‪ .‬ﺇﻥ ﺍﻝﻌﻤل ﺒﻬﺫﺍ ﺍﻝﺸﻜل ﻴﺸﺠﻊ ﺍﻵﺨﺭﻴﻥ‪ ،‬ﻭﻴﺤﻔﺯﻫﻡ ﻋﻠﻰ ﺍﻝﻘﻴﺎﻡ ﺒﺎﻝﺸﻲﺀ ﻨﻔﺴﻪ‪.‬‬
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‫ﻭﻤﻤﺎ ﺴﺒﻕ ﺫﻜﺭﻩ‪ ،‬ﻴﺘﻀﺢ ﺃﻨﻪ ﻴﺠﺏ ﺃﻥ ﻴﺄﺨﺫ ﺍﻝﻤﺩﻴﺭﻭﻥ ﻫﺫﻩ ﺍﻝﺼﻔﺎﺕ ﺍﻝﻌﺸﺭ ﻤﺄﺨﺫ ﺍﻝﺠﺩ‪ ،‬ﻭﺃﻥ‬
‫ﻴﻌﺘﺒﺭﻭﻫﺎ ﻤﻬﻤﺔ ﻭﺤﺎﺴﻤﺔ ﻝﻨﺠﺎﺡ ﻤﺠﻬﻭﺩﻫﻡ ﻓﻲ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪.‬‬

‫‪ .٥‬ﺍﻝﺤﺯﺍﻡ ﺍﻷﺨﻀﺭ ‪GREEN BELT‬‬

‫ﻴﻌﻤل ﺃﺼﺤﺎﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺨﻀﺭﺍﺀ ﺘﺤﺕ ﺇﺸﺭﺍﻑ ﺃﺼﺤﺎﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ‪ ،‬ﻭﻫﻡ ﺃﺸﺨﺎﺹ ﻝﺩﻴﻬﻡ‬
‫ﻤﻬﺎﺭﺍﺕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻴﺴﺎﻫﻤﻭﻥ ﻓﻲ ﺘﻁﺒﻴﻕ ﻫﺫﻩ ﺍﻝﻤﻨﻬﺠﻴﺔ‪ ،‬ﻭﻏﺎﻝﺒﺎ ﻤﺎ ﻴﻜﻭﻥ ﻤﺴﺘﻭﻯ ﺼﺎﺤﺏ‬
‫ﺍﻝﺤﺯﺍﻡ ﺍﻷﺨﻀﺭ‪ ،‬ﻗﺭﻴﺏ ﻤﻥ ﻤﺴﺘﻭﻯ ﺼﺎﺤﺏ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺴﻭﺩ‪ ،‬ﻭﻝﻜﻥ ﺍﻷﻭل ﻴﻜﻭﻥ ﻏﻴﺭ ﻤﺘﻔﺭﻍ‪،‬‬
‫ﻭﺘﻜﻭﻥ ﻤﺴﺅﻭﻝﻴﺘﻪ ﺠﺯﺌﻴﺔ ﻓﻲ ﺘﻁﺒﻴﻕ ﺒﺭﺍﻤﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﺒﻤﺎ ﻻ ﻴﺯﻴﺩ ﻋﻥ ‪.% ٤٠‬‬

‫ﻭﻤﻥ ﻤﻬﺎﻡ ﺍﻝﺤﺯﺍﻡ ﺍﻷﺨﻀﺭ ﺍﻝﺘﺄﻜﺩ ﻤﻥ ﺘﻁﺒﻴﻕ ﺍﻝﻤﻔﺎﻫﻴﻡ ﺍﻝﺠﺩﻴﺩﺓ‪ ،‬ﻭﺍﻷﺩﻭﺍﺕ ﺍﻝﺨﺎﺼﺔ ﺒﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ‬
‫ﺴﺘﺔ‪ ،‬ﻭﺇﺩﺭﺍﺠﻬﺎ ﻓﻲ ﺃﻨﺸﻁﺔ ﺍﻝﻤﻨﻅﻤﺔ ﺍﻝﻴﻭﻤﻴﺔ‪.‬‬

‫‪ .٦‬ﺍﻝﺤﺯﺍﻡ ﺍﻷﺼﻔﺭ ‪YALLOW BELT‬‬

‫ﺃﺼﺤﺎﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺼﻔﺭﺍﺀ ﻴﻌﻤﻠﻭﻥ ﺘﺤﺕ ﺇﺸﺭﺍﻑ ﺃﺼﺤﺎﺏ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ‪ ،‬ﻭﻴﻜﻭﻥ ﻋﻤﻠﻬﻡ‬
‫ﺃﻗﺭﺏ ﺇﻝﻰ ﺍﻝﻌﻤل ﺍﻝﻤﺒﺎﺸﺭ ﻓﻲ ﺘﻨﻔﻴﺫ ﺍﻹﺠﺭﺍﺀﺍﺕ ﺍﻝﻼﺯﻤﺔ ﻝﻠﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻴﻜﻭﻥ ﻋﻤﻠﻬﻡ ﺠﺯﺌﻴﺎ ﻓﻲ‬
‫ﺘﻁﺒﻴﻕ ﺒﺭﺍﻤﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺒﻤﺎ ﻻ ﻴﺯﻴﺩ ﻋﻥ ‪ %٢٥‬ﻤﻥ ﻭﻗﺕ ﻋﻤﻠﻬﻡ‪.‬‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل )‪ (١٢‬ﺃﻋﻀﺎﺀ ﻓﺭﻴﻕ ﻋﻤل ﺍﻝﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺘﻭﻀﻴﺢ ﻤﺨﺘﺼﺭ ﻝﺩﻭﺭ ﻜل ﻭﺍﺤﺩ ﻤﻨﻬﻡ‪.‬‬
 ‫‪٥٤‬‬

‫‪ 37.‬رؤ‪ %3‬ا‪ ، $'.‬ا‪، ‚YV%.‬‬ ‫•‬

‫ا‪ ، 0%.‬ا‪[%.‬‬
‫• ‪V8#‬د ا‪%.‬‬

‫• دوام ‪[ZY‬‬
‫• ‪ d.‬ا‪_.‬وع‬
‫• ‪ 7:*3‬ا‪ZW.‬ام‬ ‫ا‪8.‬دة‬ ‫• ‪ }&3‬ا‪VsW.‬ل‬
‫ا‪V6‬د‬
‫ا‪$3}&%.‬‬ ‫• ‪ 37‬ا‪$Z6‬‬
‫ا‪V*.‬داء‬

‫‪Z‬ام‬ ‫را‪:‬‬
‫أ‪/xy‬أ&‬ ‫ا‪_.‬وع‬
‫;‪ : 3‬‬
‫ا‪*.‬‬
‫‪$%‬‬
‫• ‪-%٥٠ „k'3‬‬ ‫• دوام آ ‬
‫‪ %١٠٠‬آ‪ZW‬ام‬ ‫• ‪73‬رب و‪‚YV3‬‬
‫أ‪V‬د‬ ‫ا‪ $Z6‬ا‪V*.‬د‬
‫• ‪ *3‬ا‪_.‬آ ‬ ‫‪Z‬ام‬ ‫أ‪%‬ذ‬ ‫وا‪x'.‬‬
‫و‪3‬رس ‪s‬‬ ‫‪Z‬ام أ‪V‬د‬ ‫• ‪  !y‬ا‪_.‬آ ‬
‫• ‪73‬رب و‪‚YV3‬‬ ‫أ‪V‬د‬ ‫إ‪[k‬‬
‫ا‪ $Z6‬ا‪x'.‬‬
‫و;ق ‪ :‬‬
‫ا‪_.‬وع‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (١٢‬ﺃﻋﻀﺎﺀ ﻓﺭﻴﻕ ﻋﻤل ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﺍﻝﻤﻜﻲ )‪(٢٠٠٩‬‬

‫ﻜﻤﺎ ﻴﻭﻀﺢ ﺍﻝﺸﻜل )‪ (١٣‬ﺍﻝﻬﻴﻜل ﺍﻝﻤﻭﺍﺯﻱ ﻝﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﻨﺴﺒﺔ ﺍﻝﻭﻗﺕ ﺍﻝﻤﻤﻨﻭﺡ‬
‫ﻝﺘﻁﺒﻴﻕ ﻫﺫﻩ ﺍﻝﻤﻨﻬﺠﻴﺔ‪.‬‬
 ‫‪٥٥‬‬

‫ﻨﺴﺒﺔ ﺍﻝﻭﻗﺕ ﺍﻝﻤﻤﻨﻭﺡ ﻝﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫ﺍﻝﻬﻴﻜل ﺍﻝﻤﻭﺍﺯﻱ ﻝﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫ﺍﻝﻬﻴﻜل ﺍﻝﺭﺴﻤﻲ‬

‫>  ‪ > -‬‬

‫ا‪8.‬دة‬
‫ا)دارة‬
‫ا‪s-.‬‬
‫> ‬
‫ا‪"6‬ل‬
‫> ‬ ‫ا)دارة ا‪e"V.‬‬
‫ا‪ $Z6‬ا‪V*.‬داء‬
‫ا‪ˆ[.‬‬
‫> ?‬
‫ا‪ $Z6‬ا‪V*.‬داء‬ ‫ا)دارة ا‪7.‬‬
‫> ‪1‬‬
‫ا‪ $Z6‬ا‪x'.‬اء ‪ /‬ا‪&k.‬اء‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (١٣‬ﺍﻝﻬﻴﻜل ﺍﻝﻤﻭﺍﺯﻱ ﻝﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻋﻁﻴﺎﻨﻲ ﻭﺁﺨﺭﻭﻥ )‪(٢٠١٠‬‬

‫‪ ٢.٢.٧‬ﻓﻭﺍﺌﺩ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﻤﺠﺎﻻﺕ ﻭﺍﻝﻘﻁﺎﻋﺎﺕ ﺍﻝﻤﺨﺘﻠﻔﺔ‪:‬‬

‫ﻋﻨﺩ ﺘﻁﺒﻴﻕ ﺃﺴﻠﻭﺏ ﺃﻭ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ ﻓﺈﻥ ﻫﺫﺍ ﺴﻴﺅﺜﺭ ﺇﻴﺠﺎﺒﻴﺎ ﻋﻠﻰ‬
‫ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﺒﺎﺨﺘﻼﻑ ﺍﻝﻘﻁﺎﻋﺎﺕ ﺍﻝﺘﻲ ﺘﻌﻤل ﺒﻬﺎ‪ ،‬ﻭﻗﺩ ﺃﺸﺎﺭ )     ‪ ( A+br‬ﺇﻝﻰ ﺃﻥ ﻫﻨﺎﻝﻙ‬
‫ﻋﺩﺓ ﻓﻭﺍﺌﺩ ﻝﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻨﺩ ﺘﻁﺒﻴﻘﻬﺎ ﻭﻓﻲ ﻋﺩﺓ ﻗﻁﺎﻋﺎﺕ‪ ،‬ﻭﻤﻨﻬﺎ‪-:‬‬

‫• ﻗﻁﺎﻉ ﺍﻹﻨﺸﺎﺀﺍﺕ ‪THE CONSTRUCTION SECTOR‬‬

‫ﺇﻥ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﻫﺫﺍ ﺍﻝﻘﻁﺎﻉ ﻴﻘﻠل ﺍﻷﺨﻁﺎﺀ ﻓﻲ ﺘﺼﺎﻤﻴﻡ ﺍﻝﻤﺸﺎﺭﻴﻊ‪ ،‬ﻭﻴﻌﻤل‬
‫ﻋﻠﻰ ﺘﻘﺩﻴﻡ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻀﻤﻥ ﺍﻝﻭﻗﺕ ﺍﻝﻤﺘﺎﺡ ﻝﺘﺴﻠﻴﻡ ﺘﻠﻙ ﺍﻝﺘﺼﺎﻤﻴﻡ‪ ،‬ﻜﻤﺎ ﻴﺴﺎﻋﺩ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﻝﻨﻔﻘﺎﺕ‬
‫ﻀﻤﻥ ﺍﻝﻤﻴﺯﺍﻨﻴﺎﺕ ﺍﻝﻤﻌﺩﺓ ﻝﻠﻤﺸﺎﺭﻴﻊ‪.‬‬

‫• ﺍﻝﻘﻁﺎﻉ ﺍﻝﺼﺤﻲ ‪THE HEALTH SECTOR‬‬

‫ﺇﻥ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﻫﺫﺍ ﺍﻝﻘﻁﺎﻉ ﻴﻘﻠل ﻤﻥ ﺍﻷﺨﻁﺎﺀ ﺍﻝﻁﺒﻴﺔ‪ ،‬ﻭﻭﻗﺕ ﺒﻘﺎﺀ ﺍﻝﻤﺭﻴﺽ ﻓﻲ‬
‫ﺍﻝﻤﺴﺘﺸﻔﻰ‪ ،‬ﻭﺃﻭﻗﺎﺕ ﺍﻨﺘﻅﺎﺭ ﺍﻝﻤﺭﻀﻰ‪ ،‬ﻭﻜﺫﻝﻙ ﻴﻘﻠل ﻤﻥ ﻤﺨﺯﻭﻥ ﺍﻝﻤﻭﺍﺩ ﺍﻝﻤﺴﺘﻬﻠﻜﺔ ﻓﻲ ﺍﻝﻤﺴﺘﺸﻔﻰ‪.‬‬
 ‫‪٥٦‬‬

‫• ﻗﻁﺎﻉ ﺍﻝﺒﺤﺙ ﻭﺍﻝﺘﻁﻭﻴﺭ ‪SEARCH AND DEVELOPMENT SECTOR‬‬

‫ﻋﻨﺩ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﻫﺫﺍ ﺍﻝﻘﻁﺎﻉ ﻓﺈﻨﻪ ﻴﺴﺎﻋﺩ ﻓﻲ ﻋﻤﻠﻴﺔ ﺭﺒﻁ ﺍﻝﺒﺤﺙ ﻭﺍﻝﺘﻁﻭﻴﺭ‬
‫ﺒﻌﻤﻠﻴﺎﺕ ﺍﻷﻋﻤﺎل‪ ،‬ﻜﻤﺎ ﻴﻌﻤل ﻋﻠﻰ ﺘﻘﻠﻴل ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺴﺭﻋﺔ ﺘﻁﻭﻴﺭ ﺍﻝﻌﻤﻠﻴﺎﺕ‪.‬‬

‫• ﺍﻝﻘﻁﺎﻉ ﺍﻝﻤﺎﻝﻲ ‪FINANCIAL SECTOR‬‬

‫ﺇﻥ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﻫﺫﺍ ﺍﻝﻘﻁﺎﻉ ﻴﺴﺎﻋﺩ ﻋﻠﻰ ﺍﻝﺩﻗﺔ ﻓﻲ ﺇﻨﺠﺎﺯ ﺍﻝﻤﻴﺯﺍﻨﻴﺎﺕ ﻭﺍﻝﺘﻘﺎﺭﻴﺭ‬
‫ﺍﻝﻤﺎﻝﻴﺔ‪ ،‬ﻭﺘﻘﻠﻴل ﺍﻷﺨﻁﺎﺀ ﺍﻝﻤﺎﻝﻴﺔ‪ ،‬ﻭﺘﺤﺴﻴﻥ ﺃﺩﺍﺀ ﺍﻝﻌﺎﻤﻠﻴﻥ‪.‬‬

‫ﻭﻗﺩ ﺫﻜﺭ ﺃﻴﻀﺎ )  !   ‪ ( A+to+‬ﻋﺩﺓ ﻓﻭﺍﺌﺩ ﻝﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻤﻥ ﻫﺫﻩ ﺍﻝﻔﻭﺍﺌﺩ‪-:‬‬

‫• ﻗﺭﺍﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻔﻌﺎﻝﺔ ﺒﺴﺒﺏ ﺍﻋﺘﻤﺎﺩﻫﺎ ﻋﻠﻰ ﺒﻴﺎﻨﺎﺕ ﻭﺤﻘﺎﺌﻕ ﺒﺩﻻ ﻤﻥ ﺍﻵﺭﺍﺀ‬
‫ﺍﻝﺸﺨﺼﻴﺔ ﺃﻭ ﺍﻻﻓﺘﺭﺍﻀﺎﺕ‪.‬‬
‫• ﺘﺤﻭﻴل ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻤﻥ ﻨﻤﻁ ﻤﻜﺎﻓﺤﺔ ﺍﻷﺨﻁﺎﺀ ﺇﻝﻰ ﻨﻤﻁ ﻤﻨﻊ ﺍﻷﺨﻁﺎﺀ‪.‬‬
‫• ﺘﺨﻔﻴﺽ ﺘﻜﻠﻔﺔ ﺍﻝﻨﻭﻋﻴﺔ ﺍﻝﺭﺩﻴﺌﺔ‪.‬‬
‫• ﺭﻓﻊ ﺍﻝﺭﻭﺡ ﺍﻝﻤﻌﻨﻭﻴﺔ ﻝﻠﻌﺎﻤﻠﻴﻥ‪.‬‬
‫• ﺘﻁﻭﻴﺭ ﻓﺭﻕ ﺍﻝﻌﻤل ﻝﺘﺤﺴﻴﻥ ﻜﺎﻤل ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬

‫ﺃﻤﺎ ) ﻋﻨﺘﺭ ‪ ( ٢٠١٠ ،‬ﻓﺈﻨﻪ ﻴﺭﻯ ﺃﻥ ﻓﻭﺍﺌﺩ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻜﻤﺎ ﻴﻠﻲ‪:‬‬

‫ﺘﻘﻭﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺘﻘﻠﻴل ﺍﻝﻤﺼﺭﻭﻓﺎﺕ ﺇﻝﻰ ﺃﻜﺜﺭ ﻤﻥ  ﻤﻥ ﺨﻼل ﺍﺘﺠﺎﻩ ﺍﻝﺘﻤﻭﻴل‬ ‫•‬
‫ﺍﻝﺫﺍﺘﻲ‪ ،‬ﻭﺍﻝﻭﺼﻭل ﺇﻝﻰ ﻤﺴﺘﻭﻯ ﺍﻝﺘﻁﻭﻴﺭ ﺍﻝﻤﻁﻠﻭﺏ‪.‬‬
‫ﺘﻘﻭﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺘﻘﻠﻴل ﺍﻝﻔﺎﻗﺩ‪.‬‬ ‫•‬
‫ﺘﻭﻓﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻬﻤ ﹰﺎ ﺃﻓﻀل ﻝﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﻌﻤﻴل‪.‬‬ ‫•‬
‫ﺘﻌﻤل ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻠﻰ ﺘﺤﺴﻴﻥ ﺨﺩﻤﺔ ﺍﻝﺘﺴﻠﻴﻡ‪ ،‬ﻭﺍﺭﺘﻔﺎﻉ ﻤﺴﺘﻭﻯ ﺍﻝﺠﻭﺩﺓ‪.‬‬ ‫•‬
‫ﺘﻭﻓﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﺩﺨﻼﺕ ﺤﻴﻭﻴﺔ ﻻﺯﻤﺔ ﻝﻼﺴﺘﺠﺎﺒﺔ ﻝﻤﺘﻁﻠﺒﺎﺕ ﺍﻝﻌﻤﻴل ﺍﻝﻤﺘﻐﻴﺭﺓ‬ ‫•‬
‫ﺒﺼﻭﺭﺓ ﺩﺍﺌﻤﺔ‪.‬‬
‫ﺘﻘﻭﻡ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺼﻭﺭﺓ ﺴﺭﻴﻌﺔ ﺒﺈﺤﺩﺍﺙ ﺘﻁﻭﻴﺭﺍﺕ ﻤﻊ ﺍﻝﻤﻭﺍﺭﺩ ﺍﻝﺩﺍﺨﻠﻴﺔ‪.‬‬ ‫•‬
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‫ﻜﻤﺎ ﻴﻭﻀﺢ ﺍﻝﺸﻜل )‪ (١٤‬ﻨﻤﻭﺫﺝ ﻤﻠﺨﺹ ﻝﻔﻭﺍﺌﺩ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺎﺕ‪.‬‬

‫;‪V‬ا[‪$%  !"# 7‬‬

‫إ‪7‬اث‬ ‫ا‪$%‬‬ ‫‪$7y f*W#‬‬ ‫‪ s8#‬ا‪k.‬و;ت‬

‫‪V"#‬رات ;‬ ‫‪!s"%.‬ت‬ ‫ا‪9s*%.‬‬ ‫‪6‬آ‰ ‪f 1> f‬‬
‫ا‪V.‬ارد‬ ‫ا‪ -.‬‬ ‫وار‪&#‬ع‬ ‫;‪ 9‬أ;‪ x‬‬ ‫‪ s8#‬ا‪7&.‬‬
‫‪Šy‬ل ا‪ 3V%.‬‬
‫ا‪%.‬ة‬ ‫*‪V%‬ى‬ ‫‪!s"%.‬ت‬
‫ا‪7.‬ا‪$sy‬‬ ‫ا‪}.‬ا‪ #‬وا‪VV.‬ل‬
‫‪Vk‬رة دا[‪$‬‬ ‫ا‪V.‬دة‬ ‫ا‪ -.‬‬
‫ا‪V%* e.‬ى‬
‫ا‪ 3V"%.‬ا‪Vs".‬ب‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (١٤‬ﻤﻠﺨﺹ ﻝﻔﻭﺍﺌﺩ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺎﺕ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻝﻁﻔﻲ ﻭﺁﺨﺭﻭﻥ )‪(٢٠٠٦‬‬

‫‪ ٢.٢.٨‬ﻤﻌﻭﻗﺎﺕ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﻋﻨﺩﻤﺎ ﺘﺭﻴﺩ ﺍﻝﻤﻨﻅﻤﺔ ﺃﻥ ﺘﺘﺒﻨﻰ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺘﺒﺩﺃ ﻓﻲ ﺘﻁﺒﻴﻘﻬﺎ ﻓﺈﻨﻪ ﻻ ﺒﺩ ﺃﻥ ﺘﻭﺍﺠﻪ‬
‫ﺒﻌﺽ ﺍﻝﻤﺸﺎﻜل ﻭﺍﻝﻌﻘﺒﺎﺕ‪ ،‬ﻭﻤﻥ ﻫﺫﻩ ﺍﻝﻤﻌﻭﻗﺎﺕ ﺍﻝﺘﻲ ﺘﻭﺍﺠﻬﻬﺎ ﺍﻝﻤﻨﻅﻤﺎﺕ‪ :‬ﻫﻲ ﻋﺩﻡ ﻭﺠﻭﺩ ﺍﺘﺼﺎل‬
‫ﻓﻌﺎل ﺒﻴﻥ ﺍﻷﻗﺴﺎﻡ ﺍﻝﻤﺨﺘﻠﻔﺔ‪ ،‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻴﻨﺘﺞ ﻋﻥ ﺫﻝﻙ ﺍﻷﻤﺭ ﻓﺸل ﺍﻝﻤﻭﻅﻔﻴﻥ ﺍﻝﺘﻨﻔﻴﺫﻴﻴﻥ ﻓﻲ ﺍﻷﻗﺴﺎﻡ ﻓﻲ‬
‫ﺍﻝﻤﺸﺎﺭﻜﺔ ﻓﻲ ﺃﻨﺸﻁﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻜﺫﻝﻙ ﺍﻻﻓﺘﻘﺎﺭ ﺇﻝﻰ ﺍﻝﺘﻌﻠﻴﻡ ﻭﺍﻝﺘﺩﺭﻴﺏ ﻭﺍﻝﻘﻴﺎﺩﺓ ﺍﻝﻔﻌﺎﻝﺔ‪ ،‬ﻜﻤﺎ ﺃﻥ‬
‫ﻤﻥ ﺍﻝﻌﻘﺒﺎﺕ ﻋﺩﻡ ﻭﺠﻭﺩ ﺍﻝﻤﻴﺯﺍﻨﻴﺎﺕ ﺍﻝﻜﺎﻓﻴﺔ ﻝﺘﻨﻔﻴﺫ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﺤﻴﺙ ﺇﻥ ﺘﻔﻌﻴل ﺍﻝﺘﻌﻠﻡ‬
‫ﻭﺍﻝﺘﺩﺭﻴﺏ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻝﻔﻌﺎﻝﺔ ﻭﺘﻘﻭﻴﺘﻬﺎ‪ ،‬ﻭﺨﻠﻕ ﻭﻋﻲ ﺒﺠﻭﺩﺓ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺩﺍﺨل ﺍﻝﻤﻨﻅﻤﺔ‪ ،‬ﺘﻌﺩ ﻤﻥ ﺃﻫﻡ‬
‫ﻋﻭﺍﻤل ﻨﺠﺎﺡ ﺍﻝﻤﻨﻅﻤﺎﺕ ) > ! >  ‪.( ce+‬‬
 ‫‪٥٨‬‬

‫ﻭﻗﺩ ﺃﺸﺎﺭ ) ﻋﺒﺩ ﺍﻝﻤﺤﺴﻥ ‪ ( ٢٩٣ – ٢٩٠ : ٢٠٠٦ ،‬ﺇﻝﻰ ﺒﻌﺽ ﺍﻝﻤﺤﺩﺩﺍﺕ ﺃﻭ ﺍﻝﻤﻌﻭﻗﺎﺕ‬
‫ﻋﻨﺩ ﺘﻨﻔﻴﺫ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻫﻲ ﻜﻤﺎ ﻴﻠﻲ‪-:‬‬

‫‪ -١‬ﻋﺩﻡ ﺍﻝﻔﻬﻡ ﺍﻝﻭﺍﻀﺢ ﻝﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﺍﻝﺘﻌﺎﻤل ﻤﻌﻬﺎ ﺒﻁﺭﻴﻘﺔ ﻏﻴﺭ ﺼﺤﻴﺤﺔ‪.‬‬
‫‪ -٢‬ﻋﺩﻡ ﻜﻔﺎﻴﺔ ﺍﻝﻤﻭﺍﺭﺩ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ ﻝﺘﺒﻨﻲ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪.‬‬
‫‪ -٣‬ﻗﻴﺎﺱ ﺃﺩﺍﺀ ﺍﻝﻤﻨﻅﻤﺎﺕ ﺒﺸﻜل ﻏﻴﺭ ﻤﻭﻀﻭﻋﻲ‪.‬‬
‫‪ -٤‬ﺘﺭﺩﺩ ﺍﻝﻘﻴﺎﺩﺓ ﻓﻲ ﺇﺠﺭﺍﺀ ﺘﺤﺴﻴﻨﺎﺕ ﻜﺒﻴﺭﺓ‪ ،‬ﺒﺎﻨﺘﻬﺎﺝ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﻤﺤﺎﻭﻝﺔ‬
‫ﺍﻜﺘﻔﺎﺌﻬﺎ ﺒﺘﺤﺴﻴﻨﺎﺕ ﺒﺴﻴﻁﺔ ﻏﻴﺭ ﻤﻜﻠﻔﺔ‪.‬‬
‫‪ -٥‬ﺍﻝﺤﺎﺠﺔ ﺍﻝﻤﻠﺤﺔ ﻝﻼﺴﺘﻌﺎﻨﺔ ﺒﺨﺒﺭﺍﺀ ﻓﻲ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻥ ﺒﺩﺍﻴﺔ ﺍﻝﻁﺭﻴﻕ ﻭﺤﺘﻰ ﻴﺘﻡ ﺍﻝﺘﻁﺒﻴﻕ‬
‫ﻜﻤﺎ ﻴﻨﺒﻐﻲ ﺃﻥ ﻴﻜﻭﻥ‪ ،‬ﻭﻋﺩﻡ ﺍﻝﻤﺠﺎﺯﻓﺔ ﺒﻤﺴﺘﻘﺒل ﺍﻝﻤﻨﻅﻤﺎﺕ‪.‬‬
‫‪ -٦‬ﻋﺩﻡ ﺍﻻﻫﺘﻤﺎﻡ ﺒﺎﺤﺘﻴﺎﺠﺎﺕ ﺍﻝﻤﺴﺘﻬﻠﻙ‪.‬‬
‫‪ -٧‬ﻋﺩﻡ ﻓﺎﻋﻠﻴﺔ ﺍﻻﺘﺼﺎﻻﺕ ﺒﻴﻥ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻝﻤﺴﺘﻬﻠﻜﻴﻥ‪.‬‬
‫‪ -٨‬ﺍﻝﺘﺩﺭﻴﺏ ﻏﻴﺭ ﺍﻝﻔ ‪‬ﻌﺎل‪.‬‬
‫‪ -٩‬ﻋﺩﻡ ﻜﻔﺎﺀﺓ ﻨﻅﻡ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﺍﻝﻤﻌﻤﻭل ﺒﻬﺎ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺎﺕ‪.‬‬
‫‪ -١٠‬ﻋﺩﻡ ﺘﻭﺍﻓﺭ ﻨﻅﺎﻡ ﺤﻭﺍﻓﺯ‪.‬‬
‫‪ -١١‬ﻋﺩﻡ ﺘﻘﺒل ﺍﻝﺘﻐﻴﻴﺭ ﻤﻥ ﻗﺒل ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬
‫‪ -١٢‬ﻏﻴﺎﺏ ﻨﻅﻡ ﺍﻝﻘﻴﺎﺱ ﻭﺍﻝﺘﻘﻭﻴﻡ ﺍﻝﻔﻌﺎﻝﺔ‪.‬‬
‫‪ -١٣‬ﻋﺩﻡ ﻜﻔﺎﺀﺓ ﺃﺴﺎﻝﻴﺏ ﺍﻝﺘﺨﻁﻴﻁ ﻭﺍﻝﺭﻗﺎﺒﺔ‪.‬‬

‫ﻭﻗﺩ ﺫﻜﺭ ﺃﻴﻀﺎ ) 

!   ‪ ( A+to+‬ﺒﻌﺽ ﺍﻝﺼﻌﻭﺒﺎﺕ ﻋﻨﺩ ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬
‫ﻭﻫﻲ‪-:‬‬

‫‪ -١‬ﻋﺩﻡ ﺘﻭﺍﻓﺭ ﺒﻴﺎﻨﺎﺕ ﺒﺎﻝﺠﻭﺩﺓ ﺍﻝﻤﻁﻠﻭﺒﺔ‪ ،‬ﺨﺼﻭﺼﺎ ﻓﻲ ﺒﺩﺍﻴﺔ ﺍﻝﻌﻤﻠﻴﺎﺕ ) ﻗﺩ ﺘﺄﺨﺫ ﻤﺭﺤﻠﺔ ﺠﻤﻊ‬
‫ﺍﻝﺒﻴﺎﻨﺎﺕ ﻭﻗﺘ ﹰﺎ ﻜﺒﻴﺭﹰﺍ ﻓﻲ ﺍﻝﻤﺸﺭﻭﻉ (‪.‬‬
‫‪ -٢‬ﺇﻥ ﺍﻝﺘﻌﺭﻴﻑ ﺍﻹﺤﺼﺎﺌﻲ ﻝﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻭ   ﻋﻴﺏ‪ ،‬ﺃﻭ ﻓﺸل ﻓﻲ ﺍﻝﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ؛ ﻓﻲ‬
‫ﻗﻁﺎﻉ ﺍﻝﺼﻨﺎﻋﺔ ﻴﻤﻜﻥ ﺤﺴﺎﺒﻬﺎ‪ ،‬ﺃﻤﺎ ﻓﻲ ﻗﻁﺎﻉ ﺍﻝﺨﺩﻤﺎﺕ ﻓﻜل ﺸﻲﺀ ﻻ ﻴﻠﺒﻲ ﺤﺎﺠﺎﺕ ﺍﻝﻌﻤﻴل‬
‫ﺃﻭ ﺘﻭﻗﻌﺎﺘﻪ ﻴﻌﺘﺒﺭ ﻓﺸﻼ ﺃﻭ ﺨﻁﺄ‪.‬‬
‫‪ -٣‬ﺇﻥ ﺍﺨﺘﻴﺎﺭ ﺍﻝﻤﺸﺎﺭﻴﻊ ﻭﺘﻔﻀﻴﻠﻬﺎ ﻻ ﺘﺯﺍل ﺘﻌﺘﻤﺩ ﻋﻠﻰ ﻗﺭﺍﺭﺍﺕ ﺸﺨﺼﻴﺔ‪.‬‬
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‫‪ -٤‬ﺇﻥ ﺍﻝﺘﻐﻴﻴﺭ ﻓﻲ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﺨﺩﻤﺎﺕ ﻗﺩ ﻻ ﻴﻜﻭﻥ ﻤﻠﻤﻭﺴﺎ‪.‬‬

‫‪ -٥‬ﺇﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﻤﻜﻥ ﺃﻥ ﺘﺘﺠﻪ ﺒﺴﻬﻭﻝﺔ ﺇﻝﻰ ﺍﻝﺒﻴﺭﻭﻗﺭﺍﻁﻴﺔ ﻭﺫﻝﻙ ﻝﻭﺠﻭﺩ ﺍﻷﺤﺯﻤﺔ ﺍﻝﺴﻭﺩﺍﺀ‬
‫ﻭﺍﻝﺨﻀﺭﺍﺀ ﻭﺍﻝﺘﻲ ﻴﺭﺘﻜﺯ ﻋﻠﻴﻬﺎ ﺃﻱ ﻤﺸﺭﻭﻉ‪.‬‬

‫ﻭﻗﺩ ﻗﺎﻡ ) > !   ‪ ( Be+e7eo‬ﺒﻌﻤل ﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﺍﻝﺼﻌﻭﺒﺎﺕ ﺍﻝﺘﻲ ﺘﻭﺍﺠﻬﻬﺎ‬
‫ﺍﻝﻤﻨﻅﻤﺎﺕ ﺍﻝﺼﻨﺎﻋﻴﺔ‪ ،‬ﻭﺍﻝﺼﻌﻭﺒﺎﺕ ﺍﻝﺘﻲ ﺘﻭﺍﺠﻬﻬﺎ ﺍﻝﻤﻨﻅﻤﺎﺕ ﺍﻝﺨﺩﻤﻴﺔ‪ ،‬ﻭﻫﻲ ﻜﻤﺎ ﻴﻠﻲ‪-:‬‬

‫‪ -١‬ﺇﻥ ﻋﻤﻠﻴﺔ ﺠﻤﻊ ﺍﻝﻤﻌﻠﻭﻤﺎﺕ ﻓﻲ ﻗﻁﺎﻉ ﺍﻝﺨﺩﻤﺎﺕ ﺃﻜﺜﺭ ﺼﻌﻭﺒﺔ ﻤﻥ ﻗﻁﺎﻉ ﺍﻝﺼﻨﺎﻋﺔ‪ ،‬ﻭﺫﻝﻙ‬
‫ﻷﻥ ﻤﻌﻅﻡ ﺍﻝﺒﻴﺎﻨﺎﺕ ﺍﻝﺘﻲ ﻴﺘﻡ ﺠﻤﻌﻬﺎ ﻓﻲ ﺍﻝﺨﺩﻤﺎﺕ ﺘﺘﻡ ﻤﻥ ﺨﻼل ﺍﻝﻤﻭﺍﺠﻬﺔ ﻤﻊ ﺍﻝﻌﻤﻴل‪.‬‬
‫‪ -٢‬ﺇﻥ ﻋﻤﻠﻴﺔ ﻗﻴﺎﺱ ﺭﻀﺎ ﺍﻝﻌﻤﻼﺀ ﻓﻲ ﺍﻝﺨﺩﻤﺎﺕ ﺃﻜﺜﺭ ﺼﻌﻭﺒﺔ ﻤﻥ ﺍﻝﺼﻨﺎﻋﺔ‪ ،‬ﻭﺫﻝﻙ ﺒﺴﺒﺏ‬
‫ﺍﻝﺘﻔﺎﻋل ﺒﻴﻥ ﺍﻝﻌﻤﻼﺀ ﻭﻤﻘﺩﻤﻲ ﺍﻝﺨﺩﻤﺔ ﺍﻝﺫﻱ ﻴﺨﻠﻕ ﺒﻌﺽ ﺍﻝﺼﻌﻭﺒﺎﺕ‪.‬‬
‫‪ -٣‬ﻤﺭﺤﻠﺔ ﺍﻝﻘﻴﺎﺱ ﻭﺍﻝﻤﺭﺍﻗﺒﺔ ﻓﻲ ﺍﻝﺨﺩﻤﺎﺕ ﺃﻜﺜﺭ ﺼﻌﻭﺒﺔ ﻤﻥ ﺍﻝﺼﻨﺎﻋﺔ‪ ،‬ﻭﺫﻝﻙ ﺒﺴﺒﺏ ﺃﻥ‬
‫ﺍﻝﺨﺩﻤﺎﺕ ﺘﺘﻌﺎﻤل ﻤﻊ ﻋﻤﻼﺀ‪ ،‬ﺃﻤﺎ ﺍﻝﺼﻨﺎﻋﺔ ﻓﺘﺘﻌﺎﻤل ﻤﻊ ﻤﻨﺘﺞ‪.‬‬

‫ﻭﻴﺭﻯ ﺍﻝﺒﺎﺤﺙ ﺃﻥ ﻤﻥ ﺼﻌﻭﺒﺎﺕ ﻭﻤﻌﻭﻗﺎﺕ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ :‬ﻫﻲ ﻋﺩﻡ ﺭﻏﺒﺔ‬
‫ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺎﺕ ﺒﺎﻝﺘﻐﻴﻴﺭ ﻭﺍﻝﺘﻁﻭﻴﺭ ‪ ،‬ﻭﺫﻝﻙ ﻝﺘﺨﻭﻓﻬﻡ ﻤﻥ ﺘﻁﺒﻴﻕ ﻤﻨﺎﻫﺞ ﺠﺩﻴﺩﺓ‪ ،‬ﻭﻜﺫﻝﻙ ﻋﺩﻡ‬
‫ﺭﻏﺒﺔ ﺍﻹﺩﺍﺭﺍﺕ ﻤﻥ ﺍﻹﻨﺘﻘﺎل ﻤﻥ ﺍﻝﻤﺭﻜﺯﻴﺔ ﺇﻝﻰ ﺍﻝﻼﻤﺭﻜﺯﻴﺔ‪.‬‬

‫‪ ٢.٢.٩‬ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﺃﻫﻡ ﺍﻝﻔﺭﻭﻗﺎﺕ ﺒﻴﻨﻬﻤﺎ‬

‫ﺘﻌﺘﺒﺭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺍﻻﻤﺘﺩﺍﺩ ﺍﻝﻁﺒﻴﻌﻲ ﻝﻤﻌﺎﻴﻴﺭ ﺍﻝﺠﻭﺩﺓ‪ ،‬ﺤﻴﺙ ﺘﻌﻤل ﻋﻠﻰ ﺍﻝﺭﺒﻁ ﺒﻴﻥ ﺃﻋﻠﻰ‬
‫ﺠﻭﺩﺓ ﻭﺃﻗل ﺍﻝﺘﻜﺎﻝﻴﻑ ﻝﻺﻨﺘﺎﺝ ﻭﺍﻝﺨﺩﻤﺎﺕ‪ .‬ﻜﻤﺎ ﺃﻨﻪ ﻻ ﻴﻤﻜﻥ ﺃﻥ ﺘﻌﻤل ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﻤﻌﺯل ﻋﻥ‬
‫ﺍﻝﺠﻭﺩﺓ‪ ،‬ﺤﻴﺙ ﺘﻭﻓﺭ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﻝﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺍﻷﺩﻭﺍﺕ ﻭﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻼﺯﻤﺔ ﻹﺤﺩﺍﺙ ﺍﻝﺘﻐﻴﺭﺍﺕ‬
‫ﺍﻝﺜﻘﺎﻓﻴﺔ‪ ،‬ﻭﺘﻁﻭﺭ ﺍﻝﻌﻤﻠﻴﺎﺕ ﺩﺍﺨل ﺍﻹﺩﺍﺭﺓ )‪.( 666 buEoor 6or7!re co‬‬

‫ﺇﻥ ﻤﻨﻬﺞ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﺸﺘﺭﻜﺎﻥ ﻓﻲ ﻨﻔﺱ ﺍﻝﺜﻘﺎﻓﺔ ﻭﻫﻲ ﺇﻗﻨﺎﻉ ﺍﻝﻌﺎﻤﻠﻴﻥ ﺒﺘﻐﻴﻴﺭ‬
‫ﺜﻘﺎﻓﺘﻬﻡ ﻨﺤﻭ ﺍﻝﻤﻨﻬﺞ ﺍﻝﺠﺩﻴﺩ‪ ،‬ﻭﺍﻝﻌﻤل ﻋﻠﻰ ﺃﺴﺎﺱ ﻓﺭﻴﻕ ﻭﺍﺤﺩ‪ ،‬ﻭﻫﺫﺍ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺤﻘﻴﻕ ﻤﺘﻁﻠﺒﺎﺕ‬
‫ﺍﻝﺠﻭﺩﺓ ﻭﺘﺤﻘﻴﻕ ﺍﺤﺘﻴﺎﺠﺎﺕ ﺃﺼﺤﺎﺏ ﺍﻷﺴﻬﻡ ﻭﺍﻝﻌﻤﻼﺀ ﻭﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪ .‬ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل )‪(٣‬‬
‫ﺍﻝﻌﻼﻗﺔ ﺍﻝﻤﺘﺒﺎﺩﻝﺔ ﺒﻴﻥ ﻤﻨﻬﺞ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬
 ‫‪٦٠‬‬

‫ﺘﺤﻘﻴﻕ ﻤﺘﺒﺎﺩل‬

‫ا‪Y%‬ت ا‪Š-.‬ء‬
‫ا‪Y%‬ت ا‪; fs-.‬‬ ‫‪Y%U‬ت أ‪W‬ب‬
‫ا‪$g.‬‬ ‫ا‪96‬‬

‫ا‪0-‬س ا‪*%. 9s: .‬وي‬ ‫‪ 8W#‬ا‪Y%‬ت ا‪Š-.‬ء‬ ‫ا‪VkW.‬ل ‪f 7[: es:‬‬
‫; ا‪W.‬ة وا‪VkW.‬ل ‪ es:‬ا‪Z%.‬‬ ‫ا‪ $W3k.‬وا‪ $x.‬وإد‪y‬ل‬ ‫ا‪‰%‬را‪.9#‬‬
‫وا‪;0.‬ت ا‪78# %.‬ر ‪VY‬ده‪9‬‬ ‫ا‪ 9s: $!.‬وإŒرة ‪9‬‬
‫وإŒرة _‪:‬ه‪%Š. 9‬ء ‪3&s.‬‬ ‫‪Šy f‬ل ا‪%.‬ت وا‪7'.‬ت‬ ‫ا‪$g ; $0s '&.‬‬
‫ا‪.‬ا‪.m‬‬ ‫ا‪.$78.‬‬ ‫‪ $-&#‬ا‪.‬ح و‪p .‬ة‪.‬‬

‫‪!s"%‬ت ‪ 8W#‬ا‪V.‬دة‬

‫‪ $;-‬ا‪ / $0.‬ا‪ $7'.‬و‬ ‫‪ $;-‬آ ;د ‪ f:‬أه‪7‬اف ‪8W#‬‬ ‫إع آ ;د ‘ه‪.‚%‬‬
‫ا‪}.‬ي ‪.88W%. ‚s: ,3‬‬ ‫ا‪V.‬دة ا‪.$s_.‬‬

‫إذا ‪ i%83 9.‬ا‪;6‬اد &‪ $&*s‬ا‪V.‬دة ا‪7Y Š; $s_.‬وى ‪ f‬أو‪ ‚Y‬ا‪ f*W%. $8%.‬ا‪V.‬دة‪.‬‬

‫‪ }&%.-‬إدارة ا‪V.‬دة ‪7: ,3‬م ا‪%.‬آ‪ es: Z‬ا‪6‬و‪ ‚Y‬ا‪;“ $8%.‬اط  ‪6 x3‬و‪ ‚Y‬ا‪6 $3_!.‬‬
‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (١٨‬ﻤﻨﻬﺞ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻓﻲ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫ا‪V8.‬ة ا‪W.‬آ‪ f*W%. $‬أ‪ ,.‬ا‪V.‬دة‪.‬‬

‫‪-‬ا‪VW%.‬ل ‪ f337 f‬و‪ fs:‬إ‪Vs. 3; e.‬دة ا‪.$s_.‬‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٣‬ﺍﻝﻌﻼﻗﺔ ﺍﻝﻤﺘﺒﺎﺩﻝﺔ ﺒﻴﻥ ﻤﻨﻬﺞ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻝﻁﻔﻲ ﻭﺁﺨﺭﻭﻥ)‪(٢٠٠٦‬‬

‫ﻜﻤﺎ ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل )‪ ( ٤‬ﻜﻴﻔﻴﺔ ﺍﻝﺘﺨﻁﻴﻁ ﻭﺍﻝﺘﻨﻅﻴﻡ ﻝﻠﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻓﻲ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺒﺩﺍﻴﺔ‬
‫ﻤﻥ ﺍﻝﺘﻌﺭﻑ ﻋﻠﻰ ﺍﻝﺭﺅﻯ ﻭﺍﻝﻘﻴﻡ ﻭﻓﻠﺴﻔﺔ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﺼﻭﻻ ﺇﻝﻰ ﺃﻥ ﺍﻝﺠﻭﺩﺓ ﻤﺴﺅﻭﻝﻴﺔ ﺍﻝﺠﻤﻴﻊ‬
‫ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﺍﻹﻨﺘﻘﺎل ﻤﻥ ﺍﻝﺘﻨﻅﻴﻡ ﺍﻝﻬﺭﻤﻲ ﺇﻝﻰ ﻨﻅﺎﻡ ﺍﻝﻤﺼﻔﻭﻓﺎﺕ‪.‬‬
 ‫‪٦١‬‬

‫ا‪ ”"'%.‬وا‪Vs. 9g%.‬دة ا‪$%  ; $s_.‬‬

‫ا‪-%.‬ف ‪ es:‬ا‪.‬ؤى وا‪ 98.‬و;‪ $&*s‬ا‪V.‬دة ا‪$s_.‬‬

‫ا‪Vs. ”"'%.‬دة ا‪ ; %0# • $s_.‬ا‪.‬ؤ‪ $3‬و‪ mV#‬ا‪ $s-.‬آ‪s‬‬

‫)‪%‬ج أ_"‪ %# $‬ا‪V.‬دة ا‪ ; $s_.‬ا‪W.‬آ‪$‬‬

‫‪ i!"#‬ا)‪Y‬اءات ا‪ $g%.‬وا‪U‬ه‪%‬م ‘ ا‪ &%.‬‬

‫‪V& !"#‬م‬ ‫ا‪%.‬آ‪es: Z‬‬ ‫‪#‬آ‪$s: Z‬‬

‫ا‪ .‬ا‪*0-.‬‬ ‫ا‪Y%‬ت‬ ‫ا‪es: ”"'%.‬‬
‫” آ أ_"‪$‬‬ ‫أ‪W‬ب ا‪96‬‬ ‫ا‪ -.‬آ‪$"8‬‬
‫ا‪_.‬آ‪8W% $‬‬ ‫ا"Šق‬
‫ا‪V.‬دة ا‪$s_.‬‬

‫ا‪V.‬دة *–و‪$.‬‬ ‫إ‪:‬دة ا‪ 8W%. *& g# $g.‬ا‪V.‬دة‬

‫ا‪ $g.‬آ‪ s‬و‪9* ˆ.‬‬ ‫ا‪ f $s_.‬ا‪ 9g%.‬ا‪ .‬إ‪ e.‬ا‪;V&k.‬ت‬
‫ا‪V.‬دة ;‪.”8‬‬ ‫إ‪ e.‬ا‪ 9g%.‬ا‪ : ) m"*.‬ا‪ ،( 3&.‬ا‪37.‬‬
‫‪ i -3‬ا‪ 3&.‬آ‪ Z‬و‪ ; d3p‬ا‪. -.‬‬
‫ا‪V.‬دة ‪ :‬آ ;د‪.‬‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (٤‬ﺍﻝﺘﺨﻁﻴﻁ ﻭﺍﻝﺘﻨﻅﻴﻡ ﻝﻠﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻓﻲ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻝﻁﻔﻲ ﻭﺁﺨﺭﻭﻥ )‪(٢٠٠٦‬‬
 ‫‪٦٢‬‬

‫ﻭﻴﺭﻯ ﺍﻝﺒﺎﺤﺙ ﺒﺈﻥ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻴﺸﺘﺭﻜﺎﻥ ﻓﻲ ﺍﻝﻔﻠﺴﻔﺔ ﻨﻔﺴﻬﺎ ﺍﻝﺘﻲ ﺘﺒﺤﺙ‬
‫ﻋﻥ ﻜﻴﻔﻴﺔ ﻤﺴﺎﻋﺩﺓ ﺍﻝﻤﻨﻅﻤﺔ ﻋﻠﻰ ﺘﺤﻘﻴﻕ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ ،‬ﻭﺫﻝﻙ ﻤﻥ ﺨﻼل ﺘﺩﻋﻴﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ‪،‬‬
‫ﻭﺍﻝﺘﻁﻭﺭ ﺍﻝﻤﺴﺘﻤﺭ ﻝﻠﺠﻭﺩﺓ‪ ،‬ﻭﺍﻝﻠﺫﻴﻥ ﻴﻌﻤﻼﻥ ﻋﻠﻰ ﻨﺠﺎﺡ ﺍﻝﻌﻤل ﻋﻠﻰ ﺍﻝﻤﺩﻯ ﺍﻝﻁﻭﻴل‪.‬‬

‫ﻭﻫﻨﺎ‪ ،‬ﻭﺒﻤﺎ ﺃﻨﻪ ﻴﻭﺠﺩ ﻋﻼﻗﺔ ﻤﺘﺒﺎﺩﻝﺔ ﺒﻴﻥ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻓﺫﻝﻙ ﻻ ﻴﻌﻨﻲ‬
‫ﺃﻨﻬﺎ ﻻ ﺘﻭﺠﺩ ﺒﻌﺽ ﺍﻻﺨﺘﻼﻓﺎﺕ ﺃﻭ ﺍﻝﻔﺭﻭﻗﺎﺕ ﺒﻴﻨﻬﻤﺎ‪ ،‬ﻜﺘﺭﻜﻴﺯ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻠﻰ ﺍﻝﺤﺼﻭل ﻋﻠﻰ‬
‫ﺃﻓﻀل ﺠﻭﺩﺓ ﻭﺒﺄﻗل ﺍﻝﺘﻜﺎﻝﻴﻑ ﻤﻌﺎ‪ ،‬ﺒﻴﻨﻤﺎ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺘﺭﻜﺯ ﻋﻠﻰ ﺍﻝﺤﺼﻭل ﻋﻠﻰ ﺃﻋﻠﻰ ﺠﻭﺩﺓ‬
‫ﻝﻠﻤﻨﺘﺞ‪ .‬ﻭﻗﺩ ﺫﻜﺭ )  !   ‪ ( Truco‬ﺒﻌﺽ ﺍﻻﺨﺘﻼﻓﺎﺕ ﺃﻭ ﺍﻝﻔﺭﻭﻗﺎﺕ ﺍﻝﺘﻲ ﺘﻤﻴﺯ‬
‫ﺃﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻥ ﻤﺒﺎﺩﺭﺍﺕ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺘﻲ ﺴﺒﻘﺘﻬﺎ ﻜﺎﻵﻴﺯﻭ ﻭﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﻏﻴﺭﻫﺎ ﻤﻥ‬
‫ﻤﺩﺍﺨل ﺍﻝﺠﻭﺩﺓ‪ ،‬ﻜﻤﺎ ﻓﻲ ﺍﻝﺠﺩﻭل )‪ (٣‬ﺍﻝﺘﺎﻝﻲ‪-:‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(٣‬‬

‫ﻤﻘﺎﺭﻨﺔ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻤﻊ ﻤﺩﺍﺨل ﺍﻝﺠﻭﺩﺓ ﺍﻷﺨﺭﻯ‬

‫ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬ ‫ﻤﺩﺍﺨل ﺍﻝﺠﻭﺩﺓ ﺍﻝﺴﺎﺒﻘﺔ‬ ‫ﺍﻝﺨﺼﺎﺌﺹ‬

‫ﻜل ﺍﻝﻤﻨﺘﺠﺎﺕ ﻭﺍﻝﻌﻤﻠﻴﺎﺕ ﻭﺍﻝﺨﺩﻤﺎﺕ ﻓﻲ‬
‫ﺍﻝﺠﻭﺍﻨﺏ ﺍﻝﺼﻨﺎﻋﻴﺔ ﻓﻘﻁ‬ ‫ﺍﻝﻘﺎﺒﻠﻴﺔ ﻝﻠﺘﻁﺒﻴﻕ‬
‫ﺍﻝﻤﻨﻅﻤﺔ‬
‫ﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﻜل ﺠﻭﺍﻨﺏ ﺍﻝﻌﻤل ﺍﻝﻤﺘﻌﻠﻘﺔ‬ ‫ﺍﻝﺘﺭﻜﻴﺯ ﻋﻠﻰ ﺍﻝﺠﻭﺍﻨﺏ ﺍﻝﺘﻘﻨﻴﺔ‬
‫ﺍﻝﻨﻁﺎﻕ‬
‫ﺒﻜل ﺍﻝﻤﺴﺘﻔﻴﺩﻴﻥ ﺍﻝﺩﺍﺨﻠﻴﻴﻥ ﻭﺍﻝﺨﺎﺭﺠﻴﻴﻥ‬ ‫ﺍﻝﻤﺘﻌﻠﻘﺔ ﺒﺎﻝﻌﻤﻴل ﺍﻝﻨﻬﺎﺌﻲ‬
‫ﺘﺘﻡ ﻜﺈﺠﺭﺍﺀﺍﺕ ﺍﺴﺘﺒﺎﻗﻴﺔ ﻤﺎﻨﻌﺔ ﻤﻥ ﺨﻼل‬ ‫ﺘﺘﻡ ﻜﺭﺩ ﻓﻌل ﺒﻌﺩ ﻤﺭﺍﻗﺒﺔ‬
‫ﺍﻷﺩﺍﺀ‬
‫ﺍﻝﺘﺤﺴﻴﻥ ﺍﻝﻤﺴﺘﻤﺭ‬ ‫ﺍﻝﻭﻀﻊ ﺍﻝﻘﺎﺌﻡ‬

‫ﺘﺤﻘﻴﻕ ﺭﻀﺎ ﺍﻝﻌﻤﻼﺀ ﻭﺘﻭﻗﻌﺎﺘﻬﻡ‬ ‫ﺍﻝﻤﻁﺎﺒﻘﺔ ﻝﻤﺘﻁﻠﺒﺎﺕ ﻤﺤﺩﺩﺓ‬ ‫ﺍﻝﺘﻘﻴﻴﻡ‬

‫ﺠﻤﻴﻊ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‬ ‫ﻋﻠﻰ ﻋﺎﺘﻕ ﻗﺴﻡ ﺍﻝﺠﻭﺩﺓ‬ ‫ﺍﻝﻤﺴﺅﻭﻝﻴﺔ‬

‫ﺨﺒﺭﺍﺕ ﺍﻝﺠﻭﺩﺓ ﻝﺩﻯ ﺠﻤﻴﻊ ﺍﻝﻌﺎﻤﻠﻴﻥ‬
‫ﺨﺒﺭﺍﺀ ﻓﻲ ﺍﻝﺠﻭﺩﺓ‬ ‫ﺍﻝﻜﻔﺎﺀﺍﺕ ﺍﻝﻤﻁﻠﻭﺒﺔ‬
‫ﺒﺎﻝﺠﻭﺩﺓ‬
‫ﻜل ﺍﻝﺘﻜﺎﻝﻴﻑ ﺴﺘﺨﺘﻔﻲ ﻤﻊ ﺃﺩﺍﺀ ﺍﻝﻌﻤل‬ ‫ﺍﻝﺘﻜﻠﻔﺔ ﺍﻝﻤﺭﺘﺒﻁﺔ ﺒﺈﻋﺎﺩﺓ‬
‫ﺍﻝﺘﻜﺎﻝﻴﻑ‬
‫ﺒﺸﻜل ﺴﻠﻴﻡ ﻤﻥ ﺍﻝﻤﺭﺓ ﺍﻷﻭﻝﻰ‬ ‫ﺍﻝﺘﺼﻨﻴﻊ ﻭﺍﻝﺠﻭﺩﺓ ﺍﻝﺭﺩﻴﺌﺔ‬

‫ﺍﻝﻤﺼﺩﺭ‪Truco   :‬‬

 ‫‪٦٣‬‬

‫ﻜﻤﺎ ﺃﺸﺎﺭ ) ﺍﻝﻨﺎﺒﻠﺴﻲ‪ ( ٢٠٠٥ ،‬ﺇﻝﻰ ﺃﻫﻡ ﺍﻝﻔﺭﻭﻗﺎﺕ ﺒﻴﻥ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ ،‬ﻭﺴﻴﺠﻤﺎ‬
‫ﺴﺘﺔ‪ ،‬ﻭﻫﻲ ﻜﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﺃﻅﻬﺭﺕ ﻀﻌﻑ ﺍﻝﺘﻜﺎﻤل‪ ،‬ﺤﻴﺙ ﺘﺭﻜﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻭﺴﻁﻰ ﺒﺩﻭﻥ‬
‫ﺼﻼﺤﻴﺎﺕ ﻜﺎﻓﻴﺔ‪ ،‬ﻭﺍﻗﺘﺼﺭﺕ ﺠﻬﻭﺩ ﺍﻝﺠﻭﺩﺓ ﺃﺤﻴﺎﻨﺎ ﻋﻠﻰ ﺍﻝﻤﻨﺘﺠﺎﺕ ﻭﺍﻝﻭﻅﺎﺌﻑ ﺍﻝﺘﺼﻨﻴﻌﻴﺔ‪.‬‬
‫ﻼ ﺒﻜﺎﻓﺔ ﻨﻭﺍﺤﻲ ﺍﻝﻌﻤل‪ ،‬ﻭﺒﺎﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﻨﺘﺎﺠﻴﺔ ﺍﻷﻭﻝﻴﺔ‪،‬‬
‫ﺒﻴﻨﻤﺎ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺃﻅﻬﺭﺕ ﺍﺭﺘﺒﺎﻁﹰﺎ ﻤﺘﻜﺎﻤ ﹰ‬
‫ﻭﻗﺩ ﺤﻘﻘﺕ ﻨﺠﺎﺤﺎﺕ ﻭﺍﻀﺤﺔ ﻓﻲ ﻤﺠﺎﻻﺕ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻝﻤﺎﻝﻴﺔ ﻭﺍﻝﻌﻤﻠﻴﺎﺕ ﺍﻝﺨﺩﻤﻴﺔ‪.‬‬
‫• ﻫﻨﺎﻝﻙ ﻀﻌﻑ ﻓﻲ ﺍﻝﺘﺯﺍﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﺒﺒﺭﺍﻤﺞ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ ،‬ﺒﻴﻨﻤﺎ ﺍﻝﺴﺒﺏ ﺍﻝﺭﺌﻴﺴﻲ‬
‫ﻓﻲ ﻨﺠﺎﺡ ﻤﺸﺎﺭﻴﻊ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻫﻭ ﺍﻝﺘﺯﺍﻡ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﺒﺒﺭﺍﻤﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﻤﺸﺎﺭﻴﻌﻬﺎ‪.‬‬
‫• ﺇﻥ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺘﺭﻜﺯ ﻋﻠﻰ ﺸﻤﻭﻝﻴﺔ ﺍﻝﺘﺩﺭﻴﺏ‪ ،‬ﻭﺘﺨﺼﻴﺹ ﺍﻝﻭﻗﺕ ﻭﺍﻝﻤﻴﺯﺍﻨﻴﺔ ﻹﻨﺠﺎﺡ‬
‫ﻤﺸﺎﺭﻴﻌﻬﺎ‪ ،‬ﺒﻴﻨﻤﺎ ﻫﻨﺎﻝﻙ ﻀﻌﻑ ﺒﺎﻝﺘﺩﺭﻴﺏ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪.‬‬
‫• ﻤﺩﺨل ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻴﻤﺘﺎﺯ ﺒﺎﻝﺘﻌﻘﻴﺩ ﻨﺘﻴﺠﺔ ﺍﺴﺘﺨﺩﺍﻡ ﺃﺩﻭﺍﺕ ﻏﻴﺭ ﻤﻼﺌﻤﺔ‪ ،‬ﻭﻋﺩﻡ ﺘﻘﺒل ﻓﻜﺭﺓ‬
‫ﺍﻝﻐﻴﺭ ﻜﺨﺒﺭﺍﺀ ﻓﻲ ﺍﻝﻤﻨﻅﻤﺔ‪.‬‬
‫ﺃﻤﺎ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﺈﻨﻬﺎ ﺘﺴﺘﺨﺩﻡ ﺃﺩﻭﺍﺕ ﻤﻼﺌﻤﺔ‪ ،‬ﻗﺎﺒﻠﺔ ﻝﺘﺤﻘﻴﻕ ﻨﺘﺎﺌﺞ ﻤﺭﻀﻴﺔ‪ ،‬ﻭﻫﺫﺍ ﻻ ﻴﻌﻨﻲ‬
‫ﺍﺴﺘﺒﻌﺎﺩ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﺇﺫﺍ ﻝﺯﻡ ﺍﻷﻤﺭ‪ ،‬ﺇﻀﺎﻓﺔ ﺇﻝﻰ ﺍﺴﺘﻘﻁﺎﺏ ﻤﺸﺎﺭﻜﺔ ﺍﻝﺠﻤﻴﻊ ﻓﻲ‬
‫ﻤﺸﺎﺭﻴﻌﻬﺎ‪.‬‬
 ‫‪٦٤‬‬

‫ﺍﻝﻔﺼل ﺍﻝﺜﺎﻝﺙ‬

‫ﺍﻹﻁﺎﺭ ﺍﻝﻌﻤﻠﻲ ﻝﻠﺩﺭﺍﺴﺔ‬

 ‫‪٦٥‬‬

‫ﺍﻝﻤﺒﺤﺙ ﺍﻷﻭل‬

‫ﺩﺭﺍﺴﺔ ﺍﻝﺤﺎﻝﺔ ﻓﻲ ﺍﻝﻤﺼﻨﻊ‬

 ‫‪٦٦‬‬

‫‪ ٣.١.١‬ﻨﺒﺫﺓ ﻋﻥ ﻜﻴﻔﻴﺔ ﻋﻤل ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻋﺎﺩﺓ ﺘﺼﻨﻴﻊ ﺍﻝﻤﻭﺍﺩ‬

‫ﺍﻝﻤﺴﺘﻬﻠﻜﺔ‬

‫ﺘﺒﺩﺃ ﻋﻤﻠﻴﺔ ﺍﻹﻨﺘﺎﺝ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﺒﺈﺩﺨﺎل ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻤﺴﺘﻌﻤﻠﺔ ﺇﻝﻰ ﺍﻝﻤﺭﺤﻠﺔ‬
‫ﺍﻷﻭﻝﻰ؛ ﻭﻫﻲ ﻋﻤﻠﻴﺔ ﺍﻝﺘﻘﻁﻴﻊ‪ ،‬ﺤﻴﺙ ﺘﻘﻭﻡ ﺒﺘﻘﻁﻴﻊ ﺍﻹﻁﺎﺭﺍﺕ ﺇﻝﻰ ﻗﻁﻊ ﻤﺘﻭﺴﻁﺔ ﺍﻝﺤﺠﻡ‪ ،‬ﻭﻤﻥ ﺜﻡ‬
‫ﺘﻨﺘﻘل ﺇﻝﻰ ﺍﻝﻤﺭﺤﻠﺔ ﺍﻝﺜﺎﻨﻴﺔ؛ ﻭﻫﻲ ﻋﻤﻠﻴﺔ ﺘﻔﻜﻴﻙ ﺍﻷﺴﻼﻙ ﺍﻝﺤﺩﻴﺩﻴﺔ ﻋﻥ ﻗﻁﻊ ﺍﻹﻁﺎﺭﺍﺕ ﻝﺘﺫﻫﺏ ﺇﻝﻰ‬
‫ﺍﻝﻤﺭﺤﻠﺔ ﺍﻝﺜﺎﻝﺜﺔ؛ ﻭﻫﻲ ﻤﺭﺤﻠﺔ ﺍﻝﺘﻤﻐﻨﻁ‪ ،‬ﻭﺘﻌﻤل ﻫﺫﻩ ﺍﻝﻤﺭﺤﻠﺔ ﻋﻠﻰ ﻓﺼل ﺍﻷﺴﻼﻙ ﺍﻝﺤﺩﻴﺩﻴﺔ ﻋﻥ ﻗﻁﻊ‬
‫ﺍﻹﻁﺎﺭﺍﺕ ﻭﺇﺭﺴﺎﻝﻬﺎ ﺇﻝﻰ ﺃﻤﺎﻜﻥ ﺘﺨﺯﻴﻨﻬﺎ‪ ،‬ﺃﻤﺎ ﺍﻝﻤﺭﺤﻠﺔ ﺍﻝﺭﺍﺒﻌﺔ‪ ،‬ﻓﻬﻲ ﻋﺒﺎﺭﺓ ﻋﻥ ﺍﻝﻤﻔﺭﻤﺔ ﺤﻴﺙ ﺘﻘﻭﻡ‬
‫ﺒﺘﻘﻁﻴﻊ ﻗﻁﻊ ﺍﻹﻁﺎﺭﺍﺕ ﺇﻝﻰ ﻗﻁﻊ ﺼﻐﻴﺭﺓ ﺠﺩﺍ ) ﺤﺒﻴﺒﺎﺕ ﻭﺒﻭﺩﺭﺓ (‪ ،‬ﻭﺒﻌﺩ ﺫﻝﻙ ﺘﺄﺘﻲ ﻤﺭﺤﻠﺔ ﺍﻝﻐﺭﺒﻠﺔ‬
‫ﻭﺍﻝﺘﻲ ﺘﻘﻭﻡ ﺒﻔﺼل ﺍﻝﺤﺒﻴﺒﺎﺕ ﻋﻥ ﺍﻝﺒﻭﺩﺭﺓ‪ ،‬ﻭﻜﺫﻝﻙ ﻓﺼل ﻤﺎﺩﺓ ﺍﻝﻜﺘﺎﻥ ﺍﻝﺘﻲ ﺘﻌﺘﺒﺭ ﻫﻲ ﺍﻝﺘﺎﻝﻔﺔ ﺒﺎﻝﻨﺴﺒﺔ‬
‫ﻝﻠﺸﺭﻜﺔ‪ ،‬ﻭﻤﻥ ﺜﻡ ﺘﺄﺘﻲ ﺍﻝﻤﺭﺤﻠﺔ ﺍﻷﺨﻴﺭﺓ؛ ﻭﻫﻲ ﻤﺭﺤﻠﺔ ﺍﻝﺘﻌﺒﺌﺔ ﻭﺍﻝﺘﻐﻠﻴﻑ‪ .‬ﻭﻴﻭﻀﺢ ﺍﻝﺸﻜل ﺭﻗﻡ‬
‫)‪ (١٧‬ﻤﺭﺍﺤل ﺍﻹﻨﺘﺎﺝ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‪.‬‬

‫‪ $s‬ا‪”%.‬‬ ‫‪ $s‬ا‪d0&%.‬‬ ‫‪ $s‬ا‪i"8%.‬‬

‫‪ $s‬ا‪$&.‬‬ ‫‪ $s‬ا‪$s.‬‬

‫!!ت‬ ‫‪V‬درة‬ ‫آ‪%‬ن ) ‪:‬دم (‬

‫ا‪ $™!-%.‬وا‪/s%.‬‬

‫ﺍﻝﺸﻜل ﺭﻗﻡ )‪ (١٧‬ﻤﺭﺍﺤل ﺍﻹﻨﺘﺎﺝ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

 ‫‪٦٧‬‬

‫‪ ٣.١.٢‬ﺍﺤﺘﺴﺎﺏ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻝﻠﺸﺭﻜﺔ‬

‫ﻗﺎﻡ ﺍﻝﺒﺎﺤﺙ ﺒﺄﺨﺫ ﻋﺩﺓ ﺒﻴﺎﻨﺎﺕ ﻤﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻤﺎﻝﻴﺔ ﻭﺍﻹﻨﺘﺎﺠﻴﺔ ﻝﻠﺸﺭﻜﺔ ﻜﻤﺎ ﻫﻲ ﻤﺒﻴﻨﺔ ﻓﻲ‬
‫ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ‪:‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(٤‬‬

‫ﺒﻌﺽ ﺍﻝﺒﻴﺎﻨﺎﺕ ﺍﻝﻤﺎﻝﻴﺔ ﻭﺍﻹﻨﺘﺎﺠﻴﺔ ﻝﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ‬

‫ﺍﻝﻜﻤﻴﺔ‪-‬ﺍﻝﺴﻌﺭ‪-‬ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺒﻴﺎﻥ‬
‫
  ﺩ‬ ‫ﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ‬

‫>> 
ﺩ‬ ‫ﻜﻠﻔﺔ ﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ‬

‫  ﺩ‬ ‫ﺇﺠﻤﺎﻝﻲ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻝﻤﺒﺎﺸﺭﺓ ﻭﻏﻴﺭ‬

‫ﺍﻝﻤﺒﺎﺸﺭﺓ‬
‫ ﺩ‬ ‫ﺘﻜﻠﻔﺔ ﺠﻠﺦ ﺍﻝﺴﻜﺎﻜﻴﻥ‬

‫> > ﺩ‬ ‫ﺘﻜﻠﻔﺔ ﺍﻝﺘﻌﺒﺌﺔ ﻭﺍﻝﺘﻐﻠﻴﻑ‬

‫  ﺩ‬ ‫ﺘﻜﻠﻔﺔ ﺍﻝﻜﻴﺱ‬

‫ ﻜﻎ‬ ‫ﻜﻤﻴﺔ ﺍﻝﺤﺒﻴﺒﺎﺕ ﻭﺍﻝﺒﻭﺩﺭﺓ‬

‫ ‬ ‫ﻨﺴﺒﺔ ﺍﻷﺴﻼﻙ ﺍﻝﺤﺩﻴﺩﻴﺔ‬

‫ >‬ ‫ﻨﺴﺒﺔ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ ﻓﻲ ﺍﻹﻨﺘﺎﺝ‬
‫ ‬ ‫ﻨﺴﺒﺔ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ ﻓﻲ ﺍﻹﻨﺘﺎﺝ‬
‫
ﻜﻴﺱ ﻝﻜل  ﻜﻎ‬ ‫ﻨﺴﺒﺔ ﺍﻷﻜﻴﺎﺱ ﺇﻝﻰ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻨﺘﺠﺔ‬

‫ ‬ ‫ﻨﺴﺒﺔ ﺍﻝﺘﺎﻝﻑ ﻤﻥ ﺍﻷﻜﻴﺎﺱ ) ﺍﻝﺘﻌﺒﺌﺔ ﻭﺍﻝﺘﻐﻠﻴﻑ (‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻝﻤﺎﻝﻴﺔ ﻭﺍﻹﻨﺘﺎﺠﻴﺔ ﻝﻠﺸﺭﻜﺔ‬

‫ﻜﻤﺎ ﻗﺎﻡ ﺍﻝﺒﺎﺤﺙ ﺒﺎﺤﺘﺴﺎﺏ ﻜﻤﻴﺔ ﺍﻝﻜﺘﺎﻥ )ﺍﻝﺘﺎﻝﻑ( ‪ -‬ﻤﻊ ﻓﺭﻗﺔ ﺘﺘﻜﻭﻥ ﻤﻥ ﻤﻬﻨﺩﺱ ﺍﻹﻨﺘﺎﺝ‪،‬‬
‫ﻭﺒﻌﺽ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﺍﻝﺸﺭﻜﺔ ‪ -‬ﻝﻜل ﻤﻥ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ ﻭﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ‪ ،‬ﻭﻜﺎﻥ ﺫﻝﻙ ﻋﻥ‬
‫ﻁﺭﻴﻕ ﺇﺩﺨﺎل 
ﻜﻎ ﻤﻥ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ ﻋﻠﻰ ﺨﻁﻭﻁ ﺍﻹﻨﺘﺎﺝ‪ ،‬ﻭﺘﺒﻴ‪‬ﻨﺕ ﺍﻝﻨﺴﺏ ﺍﻝﺘﺎﻝﻴﺔ ﻜﻤﺎ‬
‫ﻴﻭﻀﺤﻬﺎ ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ‪-:‬‬
 ‫‪٦٨‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(٥‬‬

‫ﺍﺤﺘﺴﺎﺏ ﻨﺴﺒﺔ ﺍﻝﻜﺘﺎﻥ ﻓﻲ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ‬

‫ﺍﻝﻜﻤﻴﺔ ﺒﺎﻝﻜﻴﻠﻭ ﻏﺭﺍﻡ‬ ‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺒﻴﺎﻥ‬

‫‬ ‫ ‬ ‫ﺃﺴﻼﻙ ﺤﺩﻴﺩﻴﺔ‬
‫>‬ ‫  >‬ ‫ﺤﺒﻴﺒﺎﺕ ﻭﺒﻭﺩﺭﺓ‬
‫‬ ‫  ‬ ‫ﻜﺘﺎﻥ‬
‫
‬ ‫ 
‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﺃﻤﺎ ﺒﺎﻝﻨﺴﺒﺔ ﻝﻺﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ ﻓﻘﺩ‪ ،‬ﺘﻡ ﺇﺩﺨﺎل ﺃﻴﻀﺎ 

ﻜﻎ ﻋﻠﻰ ﺨﻁﻭﻁ ﺍﻹﻨﺘﺎﺝ‪،‬‬
‫ﻭﺘﺒﻴ‪‬ﻨﺕ ﺍﻝﻨﺴﺏ ﺍﻝﺘﺎﻝﻴﺔ ﻜﻤﺎ ﻫﻲ ﻤﻭﻀﺤﺔ ﻓﻲ ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ‪-:‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(٦‬‬

‫ﺍﺤﺘﺴﺎﺏ ﻨﺴﺒﺔ ﺍﻝﻜﺘﺎﻥ ﻓﻲ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ‬

‫ﺍﻝﻜﻤﻴﺔ ﺒﺎﻝﻜﻴﻠﻭ ﻏﺭﺍﻡ‬ ‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺒﻴﺎﻥ‬

‫‬ ‫ ‬ ‫ﺃﺴﻼﻙ ﺤﺩﻴﺩﻴﺔ‬
‫‬ ‫ ‬ ‫ﺤﺒﻴﺒﺎﺕ ﻭﺒﻭﺩﺭﺓ‬
‫
‬ ‫ 
‬ ‫ﻜﺘﺎﻥ‬
‫
‬ ‫ 
‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﻭﻴﺠﺏ ﺍﻹﺸﺎﺭﺓ ﻫﻨﺎ ﺇﻝﻰ ﺃﻥ ﺍﻝﺸﺭﻜﺔ ﺘﺘﺒﻊ ﻓﻲ ﺴﻴﺎﺴﺔ ﺇﻨﺘﺎﺠﻬﺎ ﻋﻠﻰ  ﻤﻥ ﺍﻹﻁﺎﺭﺍﺕ‬
‫ﺍﻝﻜﺒﻴﺭﺓ ﻭ > ﻤﻥ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ‪ ،‬ﻭﻋﻠﻴﻪ؛ ﻴﺘﻡ ﺍﺤﺘﺴﺎﺏ ﺍﻝﻨﺴﺏ ﺍﻝﺠﺩﻴﺩﺓ ﻝﻺﻨﺘﺎﺝ ﻜﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﻜﻤﻴﺔ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ =  ‪  =

 G‬ﻜﻎ‬
‫• ﻜﻤﻴﺔ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ = > ‪ > =
 G‬ﻜﻎ‬
 ‫‪٦٩‬‬

‫• ﺒﺎﻝﻨﺴﺒﺔ ﻝﻸﺴﻼﻙ ﺍﻝﺤﺩﻴﺩﻴﺔ‪ -‬ﺴﻭﺍﺀ ﻜﺎﻨﺕ ﻝﻺﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ ﺃﻭ ﺍﻝﻜﺒﻴﺭﺓ ‪ -‬ﻓﺈﻥ‬

‫ﻨﺴﺒﺘﻬﺎ ﺜﺎﺒﺘﺔ ﺘﻘﺭﻴﺒﺎ ﻭﺘﺴﺎﻭﻱ ‪.‬‬
‫• ﻤﺎﺩﺓ ﺍﻝﻜﺘﺎﻥ ﻭﻴﺘﻡ ﺍﺤﺘﺴﺎﺒﻬﺎ ﻜﻤﺎ ﻴﻠﻲ‪-:‬‬
‫‪ -‬ﻜﻤﻴﺔ ﺍﻝﻜﺘﺎﻥ ﻓﻲ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ = 
‪
= >G‬ﻜﻎ‬
‫‪ -‬ﻜﻤﻴﺔ ﺍﻝﻜﺘﺎﻥ ﻓﻲ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ =  ‪
  = G‬ﻜﻎ‬
‫‪ -‬ﻤﺠﻤﻭﻉ ﻜﻤﻴﺔ ﺍﻝﻜﺘﺎﻥ =  
‪

  =
 H‬ﻜﻎ‬
‫‪ -‬ﻨﺴﺒﺔ ﺍﻝﻜﺘﺎﻥ =  

‪%

 =
 /‬‬
‫• ﻜﻤﻴﺔ ﺍﻝﺤﺒﻴﺒﺎﺕ ﻭﺍﻝﺒﻭﺩﺭﺓ = 
– )  ‪   = (

  +‬ﻜﻎ‬
‫• ﻨﺴﺒﺔ ﺍﻝﺤﺒﻴﺒﺎﺕ ﻭﺍﻝﺒﻭﺩﺭﺓ =   ‪%   =
 /‬‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ ﺍﻝﻨﺴﺏ ﻭﺍﻝﻜﻤﻴﺎﺕ ﺍﻝﺘﻲ ﺘﻡ ﺍﺤﺘﺴﺎﺒﻬﺎ‪-:‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(٧‬‬

‫ﺘﻭﺯﻴﻊ ﻨﺴﺏ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬

‫ﺍﻝﻜﻤﻴﺔ‬ ‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺒﻴﺎﻥ‬

‫ ‬ ‫  ‪%‬‬ ‫ﺤﺒﻴﺒﺎﺕ ﻭﺒﻭﺩﺭﺓ‬

‫‬ ‫ ‪%‬‬ ‫ﺃﺴﻼﻙ ﺤﺩﻴﺩﻴﺔ‬

‬ ‫

‪%‬‬ ‫ﺍﻝﻜﺘﺎﻥ‬

‫
‬ ‫
‪%‬‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﻭﻋﻠﻴﻪ؛ ﻓﻘﺩ ﺘﻡ ﺍﺤﺘﺴﺎﺏ ﻜﻤﻴﺔ ﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ )ﺍﻹﻁﺎﺭﺍﺕ( ﻭﺍﻷﺴﻼﻙ ﺍﻝﺤﺩﻴﺩﻴﺔ ﻝﻠﻔﺘﺭﺓ ﺍﻝﺘﻲ ﺠﺭﺕ‬
‫ﻋﻠﻴﻬﺎ ﺍﻝﺩﺭﺍﺴﺔ ﻜﻤﺎ ﻫﻭ ﻤﻭﻀﺢ ﻓﻲ ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ‪.‬‬
 ‫‪٧٠‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(٨‬‬

‫ﺍﺤﺘﺴﺎﺏ ﺘﻭﺯﻴﻊ ﻜﻤﻴﺎﺕ ﺍﻹﻨﺘﺎﺝ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬

‫ﺍﻝﻜﻤﻴﺔ ﺒﺎﻝﻜﻴﻠﻭ ﻏﺭﺍﻡ‬ ‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺒﻴﺎﻥ‬

‫؟؟‬ ‫
‪%‬‬ ‫ﻤﻭﺍﺩ ﺨﺎﻡ ) ﺇﻁﺎﺭﺍﺕ (‬

‫‬ ‫  ‪%‬‬ ‫ﺤﺒﻴﺒﺎﺕ ﻭﺒﻭﺩﺭﺓ‬

‫؟؟‬ ‫ ‪%‬‬ ‫ﺃﺴﻼﻙ ﺤﺩﻴﺩﻴﺔ‬
‫؟؟‬ ‫

‪%‬‬ ‫ﺍﻝﻜﺘﺎﻥ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﻭﻫﻨﺎ؛ ﻭﻤﻥ ﺨﻼل ﻤﻌﺭﻓﺔ ﻜﻤﻴﺔ ﺍﻝﺤﺒﻴﺒﺎﺕ ﻭﺍﻝﺒﻭﺩﺭﺓ ﻭﻨﺴﺒﺘﻬﺎ‪ ،‬ﻭﻜﺫﻝﻙ ﻤﻌﺭﻓﺔ ﺍﻝﻨﺴﺏ ﺍﻷﺨﺭﻯ‪،‬‬
‫ﺘﻡ ﺍﺤﺘﺴﺎﺏ ﻜﻤﻴﺔ ﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ ﻭﺍﻷﺴﻼﻙ ﺍﻝﺤﺩﻴﺩﻴﺔ ﻭﺍﻝﻜﺘﺎﻥ ﻜﺎﻝﺘﺎﻝﻲ‪-:‬‬

‫• ﺍﻝﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ =  ‪

  = %   /‬‬
‫• ﺍﻷﺴﻼﻙ ﺍﻝﺤﺩﻴﺩﻴﺔ =  
 *  ‪

 = %‬‬
‫• ﻤﺎﺩﺓ ﺍﻝﻜﺘﺎﻥ =  
 * 

‪>>
= %‬‬

‫ﻜﻤﺎ ﻭﻴﻤﻜﻥ ﺍﺤﺘﺴﺎﺏ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻝﻠﺸﺭﻜﺔ ﻭﺫﻝﻙ ﺒﺎﺘﺒﺎﻉ ﻤﺠﻤﻭﻋﺔ ﻤﻥ ﺍﻝﻤﻘﺎﻴﻴﺱ ﺍﻝﻤﺭﺘﺒﻁﺔ‬
‫ﻤﻊ ﺒﻌﻀﻬﺎ‪ ،‬ﻭﺍﻝﺘﻲ ﺘﺴﺘﺨﺩﻡ ﻝﺘﺤﺩﻴﺩ ﻓﺭﺼﺔ ﻅﻬﻭﺭ ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ ﻓﻲ ﺍﻝﻤﻨﺘﺠﺎﺕ‬
‫) !  ‪.( lck Cber & Jo+to+‬‬

‫• ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ = ) ﻜﻤﻴﺔ ﺍﻝﻌﻴﻭﺏ ‪ /‬ﻜﻤﻴﺔ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻨﺘﺠﺔ ( * 

‬
‫• ﻨﺴﺒﺔ ﺍﻝﺩﻗﺔ ﻓﻲ ﺍﻝﻌﻤﻠﻴﺎﺕ =
– ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ‬
‫• ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻓﺭﺼﺔ = ﻜﻤﻴﺔ ﺍﻝﻌﻴﻭﺏ ‪ ) /‬ﻜﻤﻴﺔ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻨﺘﺠﺔ * ﻋﺩﺩ ﺃﻨﻭﺍﻉ‬
‫ﺍﻝﻌﻴﻭﺏ (‬
‫• ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻓﺭﺼﺔ = ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ * )
‪ /‬ﻋﺩﺩ ﺃﻨﻭﺍﻉ ﺍﻝﻌﻴﻭﺏ (‬
‫• ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ = ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻓﺭﺼﺔ * 
‬
 ‫‪٧١‬‬

‫ﻭﻤﻥ ﺃﺠل ﺍﺤﺘﺴﺎﺏ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻝﻠﺸﺭﻜﺔ ﻴﺠﺏ ﺍﺤﺘﺴﺎﺏ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﺘﻜﻠﻔﺔ ﺍﻝﻭﺤﺩﺓ ﺍﻝﻭﺍﺤﺩﺓ ﻤﻥ ﺍﻹﻨﺘﺎﺝ = ﺘﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ‪ /‬ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ‬

‫=  ‪   = 
 /‬ﺩ‬
‫• ﺘﻡ ﺘﺤﺩﻴﺩ ﺃﻨﻭﺍﻉ ﺍﻝﻌﻴﻭﺏ ﻭﻜﻤﻴﺎﺘﻬﺎ ﻭﻜﻠﻔﺘﻬﺎ ﻜﺎﻝﺘﺎﻝﻲ‪-:‬‬
‫‪ -‬ﻜﻠﻔﺔ ﺍﻝﻜﺘﺎﻥ =
>> *   = > 
 ﺩ‬
‫‪ -‬ﻨﺴﺒﺔ ﺍﻝﻜﺘﺎﻥ = > 
 ‪%

 =  /‬‬
‫‪ -‬ﻜﻤﻴﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺩﺍﺨﻠﺔ ﻓﻲ ﺍﻹﻨﺘﺎﺝ = ﻜﻤﻴﺔ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻨﺘﺠﺔ ‪ /‬ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ‬
‫ﺍﻝﻤﻌﺒﺄﺓ ﻓﻲ ﺍﻝﻜﻴﺱ ﺍﻝﻭﺍﺤﺩ‬
‫= 
 ‪
 =  /‬ﻜﻴﺴﺎ‬
‫‪ -‬ﻜﻤﻴﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ = 
*  ‪  = %‬ﻜﻴﺴﺎ ﺘﻘﺭﻴﺒﺎ‬
‫‪ -‬ﻜﻠﻔﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ =  *   =  >
ﺩ‬
‫‪ -‬ﻨﺴﺒﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ ﻤﻥ ﺍﻹﻨﺘﺎﺝ =  >
‪% 
 =  /‬‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ ﺃﻨﻭﺍﻉ ﺍﻝﻌﻴﻭﺏ ﻓﻲ ﺍﻝﺸﺭﻜﺔ ﻭﻜﻤﻴﺎﺘﻬﺎ ﻭﻜﻠﻔﺘﻬﺎ‪.‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(٩‬‬

‫ﺃﻨﻭﺍﻉ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬

‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﻜﻠﻔﺔ‬ ‫ﺍﻝﻜﻤﻴﺔ‬ ‫ﺃﻨﻭﺍﻉ ﺍﻝﻌﻴﻭﺏ‬

‫

‪%‬‬ ‫> 
‬ ‫
>>‬ ‫ﻜﺘﺎﻥ‬

‫
 ‪%‬‬ ‫ >
‬ ‫‬ ‫ﺘﻌﺒﺌﺔ ﻭﺘﻐﻠﻴﻑ‬

‫>

‪%‬‬ ‫ ‬ ‫ــــ‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺍﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫• ﻜﻠﻔﺔ ﺍﻝﻭﺤﺩﺓ ﻤﻥ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ =   ‪

 = >>
/‬‬
‫• ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ ﻓﻲ ﺍﻹﻨﺘﺎﺝ = 

‪%

> = 
 +‬‬
‫• ﻨﺴﺒﺔ ﺍﻝﺩﻗﺔ ﻓﻲ ﺍﻝﻌﻤﻠﻴﺎﺕ =
– >

‪%   = %‬‬
 ‫‪٧٢‬‬

‫• ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻓﺭﺼﺔ = ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ * )

‪ /‬ﻋﺩﺩ ﺃﻨﻭﺍﻉ ﺍﻝﻌﻴﻭﺏ (‬
‫= >

‪  = (  /
) * %‬‬
‫• ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ =   * 
= ‬

‫ﻭﻋﻨﺩ ﺍﻻﻁﻼﻉ ﻋﻠﻰ ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ ﻨﺠﺩ ﺃﻥ ﺍﻝﺸﺭﻜﺔ ﺘﻌﻤل ﺘﻘﺭﻴﺒﺎ ﻋﻨﺩ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ
 ﺘﻘﺭﻴﺒﺎ‪.‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(١٠‬‬

‫ﺍﻝﻌﻼﻗﺔ ﺒﻴﻥ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻭﻋﺩﺩ ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ‬

‫ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ‬ ‫ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ‬

‫
‬ ‫
‬
‫‬ ‫
‬
‫‬ ‫‬
‫
‬ ‫ ‬
‫>‬ ‫‬
‫>‬ ‫ ‬
‫‬ ‫‬
‫
‬ ‫ ‬
‫‬ ‫‬
‫‬ ‫ ‬
‫ ‬ ‫‬

‫ﺍﻝﻤﺼﺩﺭ   ‪7v  Jul+  c‬‬

‫‪ ٣.١.٣‬ﺘﻁﺒﻴﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‪:‬‬

‫ﻭﻴﺘﻡ ﺍﻝﺒﺩﺀ ﻫﻨﺎ ﻓﻲ ﺘﺤﺩﻴﺩ ﺍﻷﺴﺒﺎﺏ ﺍﻝﺭﺌﻴﺴﻴﺔ ﻻﻨﺨﻔﺎﺽ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‪ ،‬ﻭﺍﺭﺘﻔﺎﻉ‬
‫ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ‪ ،‬ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﻜﻴﻔﻴﺔ ﺍﻝﺘﺨﻠﺹ ﻤﻨﻪ‪ ،‬ﻭﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﻝﻠﺭﻗﻲ ﺒﺎﻝﺸﺭﻜﺔ‪،‬‬
‫ﻭﻤﻀﺎﻋﻔﺔ ﺃﺭﺒﺎﺤﻬﺎ ﻭﺩﻋﻡ ﻗﺩﺭﺘﻬﺎ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪.‬‬
 ‫‪٧٣‬‬

‫ﻭﻤﻥ ﺨﻼل ﺩﺭﺍﺴﺔ ﺍﻝﺒﺎﺤﺙ ﻓﻲ ﺃﻤﻭﺭ ﺍﻝﺸﺭﻜﺔ‪ ،‬ﻭﻤﻘﺎﺒﻠﺘﻪ ﻝﻤﻬﻨﺩﺴﻲ ﺍﻹﻨﺘﺎﺝ ﻭﺍﻝﻤﺩﻴﺭﻴﻥ ﺍﻝﻤﺎﻝﻴﻴﻥ‪،‬‬
‫ﺘﺒﻴﻥ ﻝﻪ ﺃﻥ ﺍﺴﺘﺨﺩﺍﻡ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ ﺒﻨﺴﺒﺔ ﻜﺒﻴﺭﺓ ‪ -‬ﻭﺍﻝﺘﻲ ﺘﺼل ﺇﻝﻰ > ‪ - %‬ﻫﻲ ﺇﺤﺩﻯ‬
‫ﺍﻝﻌﻭﺍﻤل ﺍﻝﺭﺌﻴﺴﻴﺔ ﻝﺯﻴﺎﺩﺓ ﻨﺴﺒﺔ ﺍﻝﺘﺎﻝﻑ ) ﺍﻝﻜﺘﺎﻥ (‪ ،‬ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﺃﻥ ﻨﺴﺒﺔ ﺍﻝﻜﺘﺎﻥ ﺍﻝﻤﺭﺘﻔﻌﺔ ﺘﻌﻤل‬
‫ﻋﻠﻰ ﺍﺭﺘﻔﺎﻉ ﺩﺭﺠﺎﺕ ﺍﻝﺤﺭﺍﺭﺓ ﻝﻶﻻﺕ‪ ،‬ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﻭﻗﻑ ﺨﻁﻭﻁ ﺍﻹﻨﺘﺎﺝ‪ ،‬ﻭﻫﺫﺍ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﻘﻠﻴل‬
‫ﻜﻤﻴﺔ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻨﺘﺠﺔ‪ ،‬ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﺍﺭﺘﻔﺎﻉ ﺘﻜﻠﻔﺘﻬﺎ‪.‬‬

‫ﻭﻜﺫﻝﻙ ﺃﻴﻀﺎ‪ ،‬ﻴﺘﻡ ﺘﺨﺯﻴﻥ ﺃﻜﻴﺎﺱ ﺍﻝﺘﻌﺒﺌﺔ ﺘﺤﺕ ﺃﺸﻌﺔ ﺍﻝﺸﻤﺱ‪ ،‬ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﻓﻘﺩﺍﻥ ﻤﺎ‬
‫ﻨﺴﺒﺘﻪ  ‪ %‬ﻤﻥ ﻫﺫﻩ ﺍﻷﻜﻴﺎﺱ‪.‬‬

‫ﻭﺒﻌﺩ ﺘﺤﺩﻴﺩ ﺃﻫﻡ ﺍﻝﻤﺸﺎﻜل ﺍﻝﺭﺌﻴﺴﻴﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺔ ﻭﺘﻌﺭﻴﻔﻬﺎ‪ ،‬ﻭﻗﻴﺎﺱ ﻨﺴﺒﺘﻬﺎ ﺍﻝﻤﺌﻭﻴﺔ‪ ،‬ﻭﺘﺤﺩﻴﺩ‬
‫ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻝﻠﺸﺭﻜﺔ ﻭﻫﻭ
 ﺘﻘﺭﻴﺒﺎ‪ ،‬ﺘﺒﺩﺃ ﺍﻵﻥ ﻋﻤﻠﻴﺔ ﺃﻭ ﻤﺭﺤﻠﺔ ﺍﻝﺘﺤﺴﻴﻥ‪ ،‬ﺤﻴﺙ ﻴﺭﻯ ﺍﻝﺒﺎﺤﺙ‬
‫ﺃﻥ ﺍﺴﺘﺨﺩﺍﻡ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ ﺒﺩﻻ ﻤﻥ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺘﻘﻠﻴل ﻨﺴﺒﺔ ﺍﻝﻔﺎﻗﺩ ﺇﻝﻰ‬
‫  ‪ %‬ﺃﻱ ﺍﻝﺘﺨﻠﺹ ﻤﻥ   ‪ %‬ﻤﻥ ﻨﺴﺒﺔ ﺍﻝﺘﺎﻝﻑ‪ ،‬ﻭﻜﺫﻝﻙ ﺘﺨﺯﻴﻥ ﺍﻷﻜﻴﺎﺱ ﺒﺎﻝﻁﺭﻴﻘﺔ‬
‫ﺍﻝﺼﺤﻴﺤﺔ‪ ،‬ﺤﻴﺙ ﻴﻌﻤل ﺫﻝﻙ ﻋﻠﻰ ﺘﻘﻠﻴل ﺍﻝﻔﺎﻗﺩ ﻤﻥ ﺍﻷﻜﻴﺎﺱ ﻤﻥ  ‪ %‬ﺇﻝﻰ   ‪ ،%‬ﻭﺍﻝﻭﺼﻭل ﺇﻝﻰ‬
‫ﻨﺴﺒﺔ ﺇﻨﺘﺎﺝ ﻤﻌﻴﺏ   ‪.%‬‬

‫ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﺃﻨﻪ ﻋﻨﺩ ﺍﻝﺘﺨﻠﺹ ﻤﻥ ﻨﺴﺒﺔ ﺍﻝﻜﺘﺎﻥ ﺍﻝﻤﺭﺘﻔﻌﺔ‪ ،‬ﻓﺈﻥ ﻫﺫﺍ ﻴﺅﺩﻱ ﺇﻝﻰ ﻋﺩﻡ ﺍﺭﺘﻔﺎﻉ‬
‫ﺩﺭﺠﺎﺕ ﺍﻝﺤﺭﺍﺭﺓ‪ ،‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﺍﺴﺘﻤﺭﺍﺭﻴﺔ ﺨﻁﻭﻁ ﺍﻹﻨﺘﺎﺝ ﺒﺎﻝﻁﺭﻴﻘﺔ ﺍﻝﺼﺤﻴﺤﺔ‪ ،‬ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﺯﻴﺎﺩﺓ‬
‫ﻋﺩﺩ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻨﺘﺠﺔ ﻭﺍﻨﺨﻔﺎﺽ ﺘﻜﺎﻝﻴﻔﻬﺎ‪.‬‬

‫ﻭﻋﻨﺩ ﻤﻘﺎﺒﻠﺔ ﺍﻝﺒﺎﺤﺙ ﻷﺤﺩ ﻤﻬﻨﺩﺴﻲ ﺍﻹﻨﺘﺎﺝ ﻓﻲ ﺍﻝﺸﺭﻜﺔ ﺘﺒﻴﻥ ﺃﻨﻪ ﻴﺘﻡ ﺘﻭﻗﻴﻑ ﺨﻁﻭﻁ ﺍﻹﻨﺘﺎﺝ‬
‫ﻤﺎ ﻴﻘﺎﺭﺏ  ﺴﺎﻋﺔ ﻋﻤل ﺸﻬﺭﻴﺎ ﺒﺴﺒﺏ ﺍﺭﺘﻔﺎﻉ ﺩﺭﺠﺎﺕ ﺍﻝﺤﺭﺍﺭﺓ ﻝﻶﻻﺕ‪ ،‬ﻤﻥ ﻭﺭﺍﺀ ﻨﺴﺒﺔ ﺍﻝﻜﺘﺎﻥ‬
‫ﺍﻝﻤﺭﺘﻔﻌﺔ‪ ،‬ﻭﻫﺫﺍ ﻴﺅﺩﻱ ﺇﻝﻰ ﻀﻴﺎﻉ ﺇﻨﺘﺎﺝ ﺒﻤﺎ ﻴﻘﺎﺭﺏ 
ﻭﺤﺩﺓ ﺸﻬﺭﻴﺎ‪ .‬ﻭﻜﺫﻝﻙ ﻓﺈﻥ ﻋﻤﻠﻴﺔ ﺠﻠﺦ‬
‫)ﺒﺭﺩ( ﺍﻝﺴﻜﺎﻜﻴﻥ ﻓﻲ ﻤﺭﺤﻠﺔ ﺍﻝﺘﻘﻁﻴﻊ ﺒﺸﻜل ﺩﻭﺭﻱ ﻭﻤﺴﺘﻤﺭ ﻴﺯﻴﺩ ﻤﻥ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ >‪.%‬‬

‫ﻭﺒﻌﺩ ﺇﺠﺭﺍﺀ ﻋﻤﻠﻴﺎﺕ ﺍﻝﺘﺤﺴﻴﻥ ﻫﺫﻩ‪ ،‬ﺴﻭﻑ ﻴﺘﺒﻊ ﺍﻝﺒﺎﺤﺙ ﺍﻝﺨﻁﻭﺍﺕ ﺍﻝﺘﺎﻝﻴﺔ ﻹﺤﺘﺴﺎﺏ ﻤﺴﺘﻭﻯ‬
‫ﺴﻴﺠﻤﺎ ﻝﻠﺸﺭﻜﺔ‪ ،‬ﻭﺍﻷﺭﺒﺎﺡ ﺍﻝﺘﻲ ﺴﺘﺤﻘﻘﻬﺎ ﻋﻨﺩ ﺘﻁﺒﻴﻘﻬﺎ ﻷﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪-:‬‬

‫• ﻴﺘﻡ ﺇﺩﺨﺎل ﺍﻝﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ ﻤﻥ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ ﻓﻘﻁ‪.‬‬

 ‫‪٧٤‬‬

‫• ﻴﺘﻡ ﺯﻴﺎﺩﺓ ﻜﻤﻴﺔ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻨﺘﺠﺔ ﺒﻨﺴﺒﺔ > ‪ %‬ﺘﻘﺭﻴﺒﺎ ﺨﻼل ﺍﻝﺴﺘﺔ ﺃﺸﻬﺭ‪ ،‬ﻭﺫﻝﻙ‬
‫ﺒﺴﺒﺏ ﺍﻝﺘﺨﻠﺹ ﺍﻝﻜﺒﻴﺭ ﻨﺴﺒﻴﺎ ﻤﻥ ﻤﺎﺩﺓ ﺍﻝﻜﺘﺎﻥ‪ ،‬ﻭﺘﻡ ﺍﺤﺘﺴﺎﺒﻬﺎ ﻜﻤﺎ ﻴﻠﻲ‪-:‬‬

‫ﺍﻝﻜﻤﻴﺔ ﺍﻝﺘﻲ ﺴﺘﻀﺎﻑ = 

ﻭﺤﺩﺓ ﺸﻬﺭﻴﺎ *  ﺃﺸﻬﺭ =  ﻭﺤﺩﺓ‬

‫ﻨﺴﺒﺔ ﺍﻝﺯﻴﺎﺩﺓ ﻓﻲ ﺍﻹﻨﺘﺎﺝ = ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻀﺎﻓﺔ ‪ /‬ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ‬

‫=  ‪% > = 
 /‬‬

‫ﻭﻝﺫﻝﻙ ﺘﺼﺒﺢ ﻜﻤﻴﺔ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻨﺘﺠﺔ ﺍﻝﺠﺩﻴﺩﺓ = 

 * >
‪

 = %‬‬

‫• ﻤﻀﺎﻋﻔﺔ ﺠﻠﺦ ﺍﻝﺴﻜﺎﻜﻴﻥ ﻴﺅﺩﻱ ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺒﻤﻘﺩﺍﺭ > ‪ %‬ﻓﺘﺼﺒﺢ‬
‫ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ =‬
‫

 * >
‪
  = %‬ﻭﺤﺩﺓ‬

‫ﻭﻴﻭﻀﺢ ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ ﺍﻝﻨﺴﺏ ﺍﻝﺠﺩﻴﺩﺓ ﻝﻌﻤﻠﻴﺎﺕ ﺍﻹﻨﺘﺎﺝ ﻭﻜﻤﻴﺎﺘﻬﺎ‪.‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(١١‬‬

‫ﻜﻤﻴﺎﺕ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ ﻭﻨﺴﺒﻬﺎ ﺍﻝﻤﺌﻭﻴﺔ‬

‫ﺍﻝﻜﻤﻴﺔ‬ ‫ﺍﻝﻨﺴﺒﺔ‬ ‫ﺍﻝﺒﻴﺎﻥ‬

‫ 
‬ ‫
‪%‬‬ ‫ﺍﻝﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ‬
‫ 
‬ ‫ ‪%‬‬ ‫ﺍﻷﺴﻼﻙ ﺍﻝﺤﺩﻴﺩﻴﺔ‬
‫ 

‬ ‫ > ‪%‬‬ ‫ﺍﻝﺤﺒﻴﺒﺎﺕ ﻭﺍﻝﺒﻭﺩﺭﺓ‬

‫ ‬ ‫  ‪%‬‬ ‫ﺍﻝﻜﺘﺎﻥ‬
‫ 
‬ ‫
‪%‬‬ ‫ﺍﻝﻤﺠﻤﻭﻉ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

 ‫‪٧٥‬‬

‫‪ ٣.١.٤‬ﺍﺤﺘﺴﺎﺏ ﺍﻝﻭﻓﻭﺭﺍﺕ ﺍﻝﺘﻲ ﺴﺘﺤﻘﻘﻬﺎ ﺍﻝﺸﺭﻜﺔ‬

‫ﻻﺤﺘﺴﺎﺏ ﺍﻝﻭﻓﻭﺭﺍﺕ ﺍﻝﺘﻲ ﺴﺘﺤﻘﻘﻬﺎ ﺍﻝﺸﺭﻜﺔ ﻴﺠﺏ ﺍﺤﺘﺴﺎﺏ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﺘﻜﻠﻔﺔ ﺍﻝﻭﺤﺩﺓ ﺍﻝﻭﺍﺤﺩﺓ ﻤﻥ ﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ = ﻜﻠﻔﺔ ﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ ‪ /‬ﻜﻤﻴﺔ ﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ‬
‫= 
‪   = 
 /‬ﺩ ‪ /‬ﻜﻎ‬
‫• ﺘﻜﻠﻔﺔ ﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ ﺍﻝﺠﺩﻴﺩﺓ = ﻜﻤﻴﺔ ﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ ﺍﻝﺠﺩﻴﺩﺓ * ﻜﻠﻔﺔ ﺍﻝﻭﺤﺩﺓ ﺍﻝﻭﺍﺤﺩﺓ ﻤﻥ‬
‫ﺍﻝﺨﺎﻡ‬
‫=  
*   = > 
 ﺩ‬
‫• ﺘﻜﻠﻔﺔ ﺍﻝﺘﻌﺒﺌﺔ ﻭﺍﻝﺘﻐﻠﻴﻑ ﺍﻝﺠﺩﻴﺩﺓ ﺍﻝﺘﻲ ﻴﺠﺏ ﺃﻥ ﺘﻀﺎﻑ= )) ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ ‪(  /‬‬
‫* ﺘﻜﻠﻔﺔ ﺍﻝﻜﻴﺱ ﺍﻝﻭﺍﺤﺩ ( – ﺘﻜﻠﻔﺔ ﺍﻝﺘﻌﺒﺌﺔ ﻭﺍﻝﺘﻐﻠﻴﻑ ﺍﻝﻘﺩﻴﻤﺔ‬
‫=) ) 
‪> > – (   * (  /‬‬
‫=   ﺩ‬
‫• ﺘﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ = ﺘﻜﻠﻔﺔ ﺍﻝﻤﻭﺍﺩ ﺍﻝﺨﺎﻡ ﺍﻝﺠﺩﻴﺩﺓ ‪ +‬ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻝﻤﺒﺎﺸﺭﺓ ﻭﻏﻴﺭ‬
‫ﺍﻝﻤﺒﺎﺸﺭﺓ ‪ +‬ﻓﺭﻭﻗﺎﺕ ﺘﻜﻠﻔﺔ ﺍﻝﺘﻌﺒﺌﺔ ﻭﺍﻝﺘﻐﻠﻴﻑ ﺍﻝﺠﺩﻴﺩﺓ ‪ +‬ﻤﻀﺎﻋﻔﺔ ﺠﻠﺦ ﺍﻝﺴﻜﺎﻜﻴﻥ‬
‫= > 
 ‪ +   +  +‬‬
‫= > >
ﺩ‬
‫• ﻜﻠﻔﺔ ﺍﻝﻭﺤﺩﺓ ﺍﻝﻭﺍﺤﺩﺓ ﻤﻥ ﺍﻹﻨﺘﺎﺝ = ﺘﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ‪ /‬ﻜﻤﻴﺔ ﺍﻝﻭﺤﺩﺍﺕ ﺍﻝﻤﻨﺘﺠﺔ‬
‫= > >
‪
  /‬‬
‫= >  ﺩ ‪ /‬ﻜﻎ‬

‫ﻜﻤﺎ ﻴﻭﻀﺢ ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ ﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺴﺎﺒﻘﺔ‪ ،‬ﻭﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ ﻋﻨﺩ‬
‫ﺜﺒﺎﺕ ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ‪.‬‬
 ‫‪٧٦‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(١٢‬‬

‫ﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺴﺎﺒﻘﺔ ﻭﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬

‫ﺍﻹﺠﻤﺎﻝﻲ‬ ‫ﺴﻌﺭ ﺍﻝﻭﺤﺩﺓ‬ ‫ﺍﻝﻜﻤﻴﺔ‬ ‫ﺍﻝﺒﻴﺎﻥ‬

‫ 
‬ ‫ ‬ ‫ 
‬ ‫ﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺴﺎﺒﻘﺔ‬

‫
 
‬ ‫> ‬ ‫ 
‬ ‫ﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ‬

‫ >‬ ‫ ‬ ‫_____‬ ‫ﺍﻝﻭﻓﻭﺭﺍﺕ ﺍﻝﺘﻲ ﺤﻘﻘﺘﻬﺎ‬

‫ﺍﻝﺸﺭﻜﺔ ﻤـﻥ ﺯﻴـﺎﺩﺓ‬
‫ﺍﻹﻨﺘﺎﺝ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﻭﻴﻌﻨﻲ ﺫﻝﻙ ﺃﻥ ﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺝ ﺒﻨﺴﺒﺔ > ‪ %‬ﻤﻥ ﺨﻼل ﺠﻠﺦ ﺍﻝﺴﻜﺎﻜﻴﻥ‪ ،‬ﻭﻜﺫﻝﻙ ﺯﻴﺎﺩﺓ ﻨﺴﺒﺔ‬
‫ﺍﻹﻨﺘﺎﺝ ﺒﻤﻘﺩﺍﺭ > ‪ %‬ﻤﻥ ﺍﺴﺘﻐﻼل ﺍﻝﻭﻗﺕ ﺍﻝﻀﺎﺌﻊ ﺒﺴﺒﺏ ﺍﺭﺘﻔﺎﻉ ﺩﺭﺠﺔ ﺤﺭﺍﺭﺓ ﺍﻵﻻﺕ‪ ،‬ﻴﻌﻤل ﺫﻝﻙ‬
‫ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﺘﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﻝﻠﻭﺤﺩﺓ ﺍﻝﻭﺍﺤﺩﺓ ﻤﻥ   ﺇﻝﻰ > ‪ ،‬ﺃﻱ ﺘﺤﻘﻴﻕ ﻭﻓﻭﺭﺍﺕ‬
‫ﻭﺃﺭﺒﺎﺡ ﻝﻠﺸﺭﻜﺔ ﻤﻥ ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺒﻤﻘﺩﺍﺭ  > ﺩ‪.‬‬

‫ﻭﻜﺫﻝﻙ ﺍﻷﻤﺭ ﻴﻤﻜﻥ ﺍﺤﺘﺴﺎﺏ ﺘﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻜﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﺘﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ = ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ * ﻜﻠﻔﺔ ﺍﻝﻭﺤﺩﺓ‬

‫=   * > ‬
‫=  > ﺩ‬

‫ﻭﻴﺒﻴﻥ ﺍﻝﺠﺩﻭل ﺍﻝﺘﺎﻝﻲ ﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﻜﻤﻴﺔ ﺍﻝﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﺍﻝﺴﺎﺒﻘﺔ ﻭﺍﻝﺠﺩﻴﺩﺓ‪ ،‬ﻋﻨﺩ ﻜﻤﻴﺎﺕ ﺍﻹﻨﺘﺎﺝ‬
‫ﺍﻝﺠﺩﻴﺩﺓ ﻨﻔﺴﻬﺎ‪.‬‬
 ‫‪٧٧‬‬

‫ﺠﺩﻭل ﺭﻗﻡ )‪(١٣‬‬

‫ﻤﻘﺎﺭﻨﺔ ﺒﻴﻥ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﺍﻝﺴﺎﺒﻘﺔ ﻭﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﺍﻝﺠﺩﻴﺩﺓ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‬

‫ﻜﻠﻔﺔ‬ ‫ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ‬ ‫ﻨﺴﺒﺔ‬

‫ﺍﻹﺠﻤﺎﻝﻲ‬ ‫ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ‬ ‫ﺍﻝﺒﻴﺎﻥ‬
‫ﺍﻝﻭﺤﺩﺓ‬ ‫ﺍﻝﻤﻌﻴﺏ‬ ‫ﺍﻝﻌﻴﻭﺏ‬

‫ >
‬ ‫
>
 ‬ ‫ 


‪%‬‬ ‫ﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﺍﻝﺴﺎﺒﻘﺔ‬

‫ >‬ ‫> ‬ ‫ ‬ ‫ 

 ‪%‬‬ ‫ﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﺍﻝﺠﺩﻴﺩﺓ‬

‫ 

‬ ‫ 

 ‬ ‫ ‪%‬‬ ‫ﺍﻝﻭﻓــﻭﺭﺍﺕ ﺍﻝﺘــﻲ ﺘﺤﻘﻘﻬــﺎ‬
‫ﺍﻝﺸﺭﻜﺔ ﻤﻥ ﺘﺨﻔﻴﺽ ﺍﻹﻨﺘـﺎﺝ‬
‫ﺍﻝﻤﻌﻴﺏ‬

‫ﺍﻝﻤﺼﺩﺭ‪ :‬ﻤﻥ ﺇﻋﺩﺍﺩ ﺍﻝﺒﺎﺤﺙ‬

‫ﻭﺒﺎﻝﺭﺠﻭﻉ ﺇﻝﻰ ﺍﻝﺠﺩﻭل ﺍﻝﺴﺎﺒﻕ‪ ،‬ﻨﻼﺤﻅ ﺃﻨﻪ ﻋﻨﺩ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺘﺎﻝﻑ ﺇﻝﻰ   ‪%‬‬
‫ﻓﺈﻥ ﺍﻝﺸﺭﻜﺔ ﺴﺘﺤﻘﻕ ﻭﻓﻭﺭﺍﺕ ﻭﺃﺭﺒﺎﺤﺎ ﺒﻤﻘﺩﺍﺭ  

ﺩ‪.‬‬

‫ﻜﻤﺎ ﻴﻤﻜﻥ ﺍﺤﺘﺴﺎﺏ ﻜﻠﻔﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ ﻜﻤﺎ ﻴﻠﻲ‪-:‬‬

‫• ﻜﻤﻴﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﻲ ﺘﺩﺨل ﻓﻲ ﺍﻹﻨﺘﺎﺝ = ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ ‪ /‬‬

‫=  
‪ /‬‬
‫=  ﻜﻴﺴﺎ‬
‫• ﻜﻤﻴﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ = ﻋﺩﺩ ﺍﻷﻜﻴﺎﺱ * ﻨﺴﺒﺔ ﺍﻝﺘﺎﻝﻑ‬
‫=  *   ‪
 = %‬ﻜﻴﺴﺎ‬
‫• ﻜﻠﻔﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ = ﻋﺩﺩ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ * ﻜﻠﻔﺔ ﺍﻝﻜﻴﺱ ﺍﻝﻭﺍﺤﺩ‬
‫= 
*  ‬
‫=   ﺩ‬

‫ﻭﻴﻼﺤﻅ ﻤﻤﺎ ﺴﺒﻕ ﺃﻨﻪ ﻋﻨﺩ ﺃﺨﺫ ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺠﺩﻴﺩﺓ ﻨﻔﺴﻬﺎ‪ ،‬ﻭﺍﺤﺘﺴﺎﺏ ﻨﺴﺒﺔ ﺍﻝﺘﺎﻝﻑ ﻤﻥ‬
‫ﺍﻷﻜﻴﺎﺱ ﻋﻠﻰ ﺍﻝﻨﺴﺒﺔ ﺍﻝﻘﺩﻴﻤﺔ ﻓﺈﻨﻪ‪-:‬‬
 ‫‪٧٨‬‬

‫• ﻜﻤﻴﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ ﺤﺴﺏ ﺍﻝﻨﺴﺒﺔ ﺍﻝﻘﺩﻴﻤﺔ = ﻋﺩﺩ ﺍﻷﻜﻴﺎﺱ * ﻨﺴﺒﺔ ﺍﻝﺘﺎﻝﻑ‬
‫=  *  ‪  = %‬ﻜﻴﺴﺎ‬
‫• ﻜﻠﻔﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ ﺤﺴﺏ ﺍﻝﻨﺴﺒﺔ ﺍﻝﻘﺩﻴﻤﺔ = ﻋﺩﺩ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ * ﻜﻠﻔﺔ ﺍﻝﻜﻴﺱ‬
‫=  *   =
 ﺩ‬

‫ﺃﻱ ﺃﻥ ﺍﻝﺸﺭﻜﺔ ﺘﻭ ﹼﻓﺭ ﻋﻨﺩ ﺘﺨﺯﻴﻨﻬﺎ ﻝﻸﻜﻴﺎﺱ ﺒﺸﻜل ﺼﺤﻴﺢ ﻤﺎ ﻗﻴﻤﺘﻪ > 
ﺩ‪.‬‬

‫ﻭﻴﻤﻜﻥ ﺍﻝﻘﻭل ﺇﻥ ﺍﻝﺸﺭﻜﺔ ﺴﺘﺤﺼل ﻋﻠﻰ ﻭﻓﻭﺭﺍﺕ ﻭﺃﺭﺒﺎﺤﺎ ﻋﻨﺩ ﺘﻁﺒﻴﻘﻬﺎ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‬
‫ﺨﻼل ﺍﻝﻔﺘﺭﺓ ﺍﻝﻤﺩﺭﻭﺴﺔ ﺒﻤﻘﺩﺍﺭ 

 ﺩ‪.‬‬

‫ﻭﻴﺘﻡ ﺍﺤﺘﺴﺎﺏ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﺍﻝﺫﻱ ﻭﺼﻠﺕ ﺇﻝﻴﻪ ﺍﻝﺸﺭﻜﺔ ﻜﺎﻵﺘﻲ‪-:‬‬

‫• ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ ﻓﻲ ﺍﻹﻨﺘﺎﺝ = ) ﻜﻤﻴﺔ ﺍﻝﻌﻴﻭﺏ ‪ /‬ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ ( * 

‬
‫=)   ‪
 * (
  /‬‬
‫=   ‪%‬‬
‫• ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ ﻓﻲ ﺍﻷﻜﻴﺎﺱ = ) ﻜﻤﻴﺔ ﺍﻷﻜﻴﺎﺱ ﺍﻝﺘﺎﻝﻔﺔ ‪ /‬ﻜﻤﻴﺔ ﺍﻷﻜﻴﺎﺱ ( * 
‬
‫= ) 
‪
 * (  /‬‬
‫=   ‪%‬‬
‫• ﺇﺠﻤﺎﻝﻲ ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ = ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ ﻓﻲ ﺍﻹﻨﺘﺎﺝ ‪ +‬ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ ﻓﻲ ﺍﻷﻜﻴﺎﺱ‬
‫=   ‪%   + %‬‬
‫=   ‪. %‬‬
‫• ﻨﺴﺒﺔ ﺍﻝﺩﻗﺔ ﻓﻲ ﺍﻝﻌﻤﻠﻴﺎﺕ =
– ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ‬
‫=
–   ‪%   = %‬‬
‫• ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻓﺭﺼﺔ = ﻨﺴﺒﺔ ﺍﻝﻌﻴﻭﺏ * )
‪ /‬ﻋﺩﺩ ﺃﻨﻭﺍﻉ ﺍﻝﻌﻴﻭﺏ (‬
‫=   ‪(  /
) * %‬‬
‫= >>
 ‬
 ‫‪٧٩‬‬

‫• ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻤﻠﻴﻭﻥ ﻓﺭﺼﺔ = ﺍﻝﻌﻴﻭﺏ ﻝﻜل ﻓﺭﺼﺔ * 

‬
‫= >>
  * 
‬
‫= >>
‬

‫ﻭﻴﻼﺤﻅ ﻤﻥ ﺫﻝﻙ‪ ،‬ﺃﻥ ﺍﻝﺸﺭﻜﺔ ﺍﺭﺘﻔﻊ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻝﺩﻴﻬﺎ ﻓﻲ ﺤﺎل ﺘﻁﺒﻴﻕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ‬
‫ﺴﺘﺔ ﻤﻥ
 ﺇﻝﻰ   ﺘﻘﺭﻴﺒﺎ‪ ،‬ﻭﻗﺩ ﺘﻭﺼل ﺍﻝﺒﺎﺤﺙ ﺇﻝﻰ ﻋﺩﺓ ﻨﺘﺎﺌﺞ‪ ،‬ﻭﻤﻥ ﺨﻼل ﺍﻝﺘﻁﺒﻴﻕ ﺍﻝﻌﻤﻠﻲ‬
‫ﻭﺠﺩ ﺃﻥ‪:‬‬

‫‪ -١‬ﺃﻥ ﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺝ ﺒﻨﺴﺒﺔ > ‪ %‬ﻤﻥ ﺨﻼل ﺠﻠﺦ ﺍﻝﺴﻜﺎﻜﻴﻥ‪ ،‬ﻭﻜﺫﻝﻙ ﺯﻴﺎﺩﺓ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ‬
‫ﺒﻤﻘﺩﺍﺭ > ‪ %‬ﻤﻥ ﺍﺴﺘﻐﻼل ﺍﻝﻭﻗﺕ ﺍﻝﻀﺎﺌﻊ ﺒﺴﺒﺏ ﺍﺭﺘﻔﺎﻉ ﺩﺭﺠﺔ ﺤﺭﺍﺭﺓ ﺍﻵﻻﺕ‪ ،‬ﻴﻌﻤل‬
‫ﺫﻝﻙ ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﺘﻜﻠﻔﺔ ﺍﻹﻨﺘﺎﺝ ﻝﻠﻭﺤﺩﺓ ﺍﻝﻭﺍﺤﺩﺓ ﻤﻥ   ﺇﻝﻰ > ‪ ،‬ﺃﻱ ﺘﺤﻘﻴﻕ‬
‫ﻭﻓﻭﺭﺍﺕ ﻭﺃﺭﺒﺎﺡ ﻝﻠﺸﺭﻜﺔ ﻤﻥ ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺒﻤﻘﺩﺍﺭ  > ﺩ‪ .‬ﻭﻫﺫﺍ‬
‫ﻴﺠﻴﺏ ﻋﻠﻰ ﺍﻝﺴﺅﺍل ﺍﻷﻭل ﻤﻥ ﺍﻝﺩﺭﺍﺴﺔ ﻭﻫﻭ ﻫل ﺃﻥ ﺍﻋﺘﻤﺎﺩ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﺅﺩﻱ‬
‫ﺇﻝﻰ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ ﺍﻝﺘﺸﻐﻴﻠﻴﺔ ﻭﺒﺎﻝﺘﺎﻝﻲ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﺍﻷﺭﺒﺎﺡ ﻓﻲ ﺸﺭﻜﺔ‬
‫ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ؟‬
‫‪ -٢‬ﻋﻨﺩ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﺘﺎﻝﻑ ﻤﻥ 

ﺇﻝﻰ   ‪ %‬ﻓﺈﻥ ﺍﻝﺸﺭﻜﺔ ﺴﺘﺤﻘﻕ‬

‫ﻭﻓﻭﺭﺍﺕ ﻭﺃﺭﺒﺎﺤﺎ ﺒﻤﻘﺩﺍﺭ  

ﺩ‪ .‬ﻜﻤﺎ ﺃﻥ ﺘﺨﺯﻴﻥ ﺍﻷﻜﻴﺎﺱ ﺒﺎﻝﺸﻜل ﺍﻝﺼﺤﻴﺢ‬
‫ﻴﻭﻓﺭ ﻤﺎ ﻗﻴﻤﺘﻪ > 
ﺩ‪ .‬ﻭﻫﺫﺍ ﻴﺠﻴﺏ ﻋﻠﻰ ﺍﻝﺴﺅﺍل ﺍﻝﺜﺎﻨﻲ ﻤﻥ ﺍﻝﺩﺭﺍﺴﺔ ﻭﻫﻭ ﻫل‬
‫ﺘﻁﺒﻴﻕ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻓﻲ ﺸﺭﻜﺔ‬
‫ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻭﺒﺎﻝﺘﺎﻝﻲ ﻴﺅﺩﻱ ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ؟‬

‫ﻭﻴﻤﻜﻥ ﺍﻝﻘﻭل ﺇﻥ ﺍﺭﺘﻔﺎﻉ ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻝﻠﺸﺭﻜﺔ ﻤﻥ

 ﺇﻝﻰ   ﻴﻌﻤل ﻋﻠﻰ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ‬
‫ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﻤﻥ 

‪ %‬ﺇﻝﻰ   ‪ %‬ﻭﻫﺫﺍ ﻴﻌﻤل ﻋﻠﻰ ﺘﺤﻘﻴﻕ ﺃﺭﺒﺎﺡ ﺇﻀﺎﻓﻴﺔ ﺒﻤﻘﺩﺍﺭ‬

‫

 ﺩ‪ ،‬ﻓﺈﻥ ﻫﺫﺍ ﻴﻌﻁﻲ ﻝﻠﺸﺭﻜﺔ ﻤﺠﺎﻻ ﻭﺍﺴﻌﺎ ﻝﻠﺩﺨﻭل ﻓﻲ ﻤﺠﺎل ﺍﻝﻤﻨﺎﻓﺴﺔ‪.‬‬
 ‫‪٨٠‬‬

‫ﺍﻝﻤﺒﺤﺙ ﺍﻝﺜﺎﻨﻲ‪:‬‬

‫ﺍﻝﻨﺘﺎﺌﺞ ﻭﺍﻝﺘﻭﺼﻴﺎﺕ‬
 ‫‪٨١‬‬

‫ﺍﻝﻨﺘﺎﺌﺞ‪-:‬‬

‫ﺘﻭﺼل ﺍﻝﺒﺎﺤﺙ ﺇﻝﻰ ﻋﺩ‪‬ﺓ ﻨﺘﺎﺌﺞ ﺒﻌﺩ ﺩﺭﺍﺴﺘﻪ ﻝﺤﺎﻝﺔ ﺍﻝﻤﺼﻨﻊ‪ ،‬ﻭﻤﻥ ﺃﻫﻡ ﻫﺫﻩ ﺍﻝﻨﺘﺎﺌﺞ ﻤﺎ ﻴﻠﻲ‪-:‬‬

‫‪ -١‬ﻏﻴﺎﺏ ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‪ ،‬ﻭﻋﺩﻡ ﺘﻭﻓﺭ ﺍﻝﻭﻋﻲ ﻭﺍﻹﺩﺭﺍﻙ ﺍﻝﻜﺎﻓﻴﻴﻥ‪ ،‬ﻭﺍﻝﻤﻌﺭﻓﺔ‬

‫ﺍﻝﻌﻠﻤﻴﺔ ﺒﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﺩﻯ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﻠﻴﺎ ﻝﻠﺸﺭﻜﺔ‪ ،‬ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﺼﻌﻭﺒﺔ ﺘﻐﻴﻴﺭ‬

‫ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‪ ،‬ﻝﺘﺘﺒﻊ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﺼﻌﻭﺒﺔ ﺍﻻﺴﺘﻌﺎﻨﺔ‬

‫ﺒﺎﻝﺨﺒﺭﺍﺀ ﻭﺍﻝﻤﺴﺘﺸﺎﺭﻴﻥ ﻝﻬﺫﻩ ﺍﻝﻤﻨﻬﺠﻴﺔ‪.‬‬

‫‪ -٢‬ﻓﻲ ﺤﺎل ﺍﻋﺘﻤﺩﺕ ﺍﻝﺸﺭﻜﺔ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻓﺈﻥ ﺫﻝﻙ ﺴﻴﻨﻌﻜﺱ ﻋﻠﻰ ﺘﺨﻔﻴﺽ‬
‫ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﺍﻝﻜﻔﺎﺀﺓ ﺍﻹﻨﺘﺎﺠﻴﺔ‪ .‬ﻭﻗﺩ ‪‬ﻴﻼﺤﻅ ﺫﻝﻙ ﻤﻥ ﺨﻼل ﺍﻝﺘﻁﺒﻴﻕ‬
‫ﺍﻝﻌﻤﻠﻲ‪ ،‬ﺤﻴﺙ ﺇﻥ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ ﺘﻨﺎﻗﺼﺕ ﻤﻥ 

‪ %‬ﺇﻝﻰ   ‪ ،%‬ﻭﺒﺎﻝﺘﺎﻝﻲ‬
‫ﺘﺤﻘﻘﺕ ﺃﺭﺒﺎﺡ ﺒﻤﺎ ﻴﻘﺎﺭﺏ  

ﺩ ﺨﻼل ﺍﻝﻔﺘﺭﺓ ﺍﻝﻤﺩﺭﻭﺴﺔ ﻋﻨﺩ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ‬
‫ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪.‬‬
‫‪ -٣‬ﺇﻥ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﺴﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺨﻔﻴﺽ ﺘﻜﺎﻝﻴﻑ‬
‫ﺍﻹﻨﺘﺎﺝ ﻭﺫﻝﻙ ﻋﻥ ﻁﺭﻴﻕ ﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ ﺍﻝﻤﻌﻴﺏ‪ ،‬ﻭﺯﻴﺎﺩﺓ ﻜﻤﻴﺔ ﺍﻹﻨﺘﺎﺝ‪ ،‬ﻭﺒﺎﻝﺘﺎﻝﻲ‬
‫ﻓﺈﻨﻬﺎ ﺴﺘﺤﻘﻕ ﺃﺭﺒﺎﺤﺎ ﺇﻀﺎﻓﻴﺔ ﺒﻤﻘﺩﺍﺭ 

 ﺩ ﺨﻼل ﺍﻝﻔﺘﺭﺓ ﺍﻝﻤﺩﺭﻭﺴﺔ‪.‬‬
‫‪ -٤‬ﻭﻓﻘﺎ ﻝﻠﻤﻌﻁﻴﺎﺕ ﻭﺍﻝﺘﺤﻠﻴل ﻓﺈﻥ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻭﻓﻕ ﺍﻷﺴﺱ ﺍﻝﻌﻠﻤﻴﺔ ﺍﻝﺴﻠﻴﻤﺔ‬
‫ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺤﻘﻴﻕ ﻤﻌﺩﻻﺕ ﻤﺭﺘﻔﻌﺔ ﻓﻲ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺠﺎﺕ‪ ،‬ﻭﺘﺩﻋﻴﻡ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻓﻲ‬
‫ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ‪ ،‬ﻭ ‪‬ﻴﻼﺤﻅ ﺫﻝﻙ ﺃﻨﻪ ﻋﻨﺩ ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻴﺘﻡ ﺭﻓﻊ‬
‫ﻤﺴﺘﻭﻯ ﺴﻴﺠﻤﺎ ﻝﻠﺸﺭﻜﺔ ﻤﻥ
 ﺇﻝﻰ  ‪ ،‬ﻭﺒﺎﻝﺘﺎﻝﻲ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﻨﺎﻗﺹ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ‬
‫ﺍﻝﻤﻌﻴﺏ‪ ،‬ﻭﻫﺫﺍ ﻴﺅﺩﻱ ﺇﻝﻰ ﺭﻓﻊ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺠﺎﺕ‪ ،‬ﺒﺎﻹﻀﺎﻓﺔ ﺇﻝﻰ ﺘﺤﻘﻴﻕ ﻭﻓﻭﺭﺍﺕ ﻭﺃﺭﺒﺎﺡ‬
‫ﻝﻠﺸﺭﻜﺔ‪ ،‬ﻤﻤﺎ ﻴﺅﺩﻱ ﺇﻝﻰ ﺘﺩﻋﻴﻡ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻝﻬﺎ‪.‬‬
 ‫‪٨٢‬‬

‫ﺍﻝﺘﻭﺼﻴﺎﺕ‪-:‬‬

‫‪ -١‬ﺃﻥ ﺘﺘﺒﻨﻰ ﺸﺭﻜﺔ ﺍﻝﺘﻘﻨﻴﺎﺕ ﺍﻝﻤﺘﻁﻭﺭﺓ ﻹﻋﺎﺩﺓ ﺘﺼﻨﻴﻊ ﺍﻝﻤﻭﺍﺩ ﺍﻝﻤﺴﺘﻬﻠﻜﺔ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪.‬‬

‫‪ -٢‬ﺍﺴﺘﺨﺩﺍﻡ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﻜﺒﻴﺭﺓ ﺒﺩﻻ ﻤﻥ ﺍﻹﻁﺎﺭﺍﺕ ﺍﻝﺼﻐﻴﺭﺓ‪ ،‬ﻭﺫﻝﻙ ﻝﺘﺨﻔﻴﺽ ﻨﺴﺒﺔ ﺍﻹﻨﺘﺎﺝ‬

‫ﺍﻝﻤﻌﻴﺏ ﺒﺸﻜل ﻜﺒﻴﺭ ﺠﺩﺍ‪.‬‬

‫‪ -٣‬ﻤﻀﺎﻋﻔﺔ ﺠﻠﺦ ﺍﻝﺴﻜﺎﻜﻴﻥ‪ ،‬ﻭﺍﻝﺫﻱ ﻴﺅﺩﻱ ﺇﻝﻰ ﺯﻴﺎﺩﺓ ﺍﻹﻨﺘﺎﺝ ﺒﻤﺎ ﻨﺴﺒﺘﻪ > ‪.%‬‬

‫‪ -٤‬ﺘﺒ ﹼﻨﻲ ﺒﺭﺍﻤﺞ ﻝﺘﺄﻫﻴل ﻭﺘﺩﺭﻴﺏ ﺠﻤﻴﻊ ﺍﻝﻤﺴﺘﻭﻴﺎﺕ ﺍﻹﺩﺍﺭﻴﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺔ‪.‬‬

‫‪ -٥‬ﺍﻝﻌﻤل ﻋﻠﻰ ﺘﻐﻴﻴﺭ ﺍﻝﺜﻘﺎﻓﺔ ﺍﻝﺘﻨﻅﻴﻤﻴﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺔ ﻝﺘﺒ ﹼﻨﻲ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪.‬‬

‫‪ -٦‬ﺍﻻﺴﺘﻌﺎﻨﺔ ﺒﺎﻝﺨﺒﺭﺍﺀ ﻭﺍﻝﻤﺴﺘﺸﺎﺭﻴﻥ ﻓﻲ ﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﺘﻁﺒﻴﻘﻬﺎ‪.‬‬

‫‪ -٧‬ﺘﻭﻓﻴﺭ ﻨﻅﺎﻡ ﻝﻠﺤﻭﺍﻓﺯ ﻭﺍﻝﻤﻜﺎﻓﺂﺕ‪ ،‬ﻭﺭﺒﻁﻪ ﺒﻤﻨﻬﺠﻴﺔ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻋﻨﺩ ﻨﺠﺎﺡ ﺘﻁﺒﻴﻘﻬﺎ‪.‬‬

‫‪ -٨‬ﺍﻝﻤﺒﺎﺩﺭﺓ ﻓﻲ ﺘﺒ ﹼﻨﻲ ﻤﻔﻬﻭﻡ ﻤﺸﺎﺭﻜﺔ ﺍﻝﻌﺎﻤﻠﻴﻥ ﻓﻲ ﻋﻤﻠﻴﺔ ﺍﺘﺨﺎﺫ ﺍﻝﻘﺭﺍﺭﺍﺕ‪.‬‬

‫‪ -٩‬ﻋﻤل ﺼﻴﺎﻨﺔ ﺩﻭﺭﻴﺔ ﻝﻶﻻﺕ ﺨﻼل ﺃﻭﻗﺎﺕ ﺍﻝﻌﻁل ﺍﻝﺭﺴﻤﻴﺔ‪ ،‬ﻭﺫﻝﻙ ﺘﻔﺎﺩﻴﺎ ﻝﻠﻭﻗﺕ ﺍﻝﻁﻭﻴل‬

‫ﺍﻝﻀﺎﺌﻊ ﻋﻨﺩ ﻋﻤل ﺍﻝﺼﻴﺎﻨﺔ‪.‬‬

‫ﻭﻜﻤﺎ ﻴﻭﺼﻲ ﺍﻝﺒﺎﺤﺙ ﻓﻲ ﺒﻌﺽ ﺍﻝﺩﺭﺍﺴﺎﺕ ﺍﻝﻤﺴﺘﻘﺒﻠﻴﺔ ﺍﻝﻤﻘﺘﺭﺤﺔ‪ ،‬ﻭﻤﻨﻬﺎ‪:‬‬

‫ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﺃﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﻭﺩﻭﺭﻩ ﻓﻲ ﺘﺨﻔﻴﺽ ﺍﻝﺘﻜﺎﻝﻴﻑ‪ ،‬ﻭﺘﺩﻋﻴﻡ ﺍﻝﻤﻘﺩﺭﺓ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ ﻓﻲ‬

‫ﻤﺅﺴﺴﺎﺕ ﺃﻭ ﻗﻁﺎﻋﺎﺕ ﺃﺨﺭﻯ‪.‬‬

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‫ﺍﻝﻤﺭﺍﺠﻊ‬
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‫ﺍﻝﻤﺭﺍﺠﻊ ﺍﻝﻌﺭﺒﻴﺔ‪:‬‬

‫‪ .١‬ﺃﺒﻭ ﻨﺎﻫﻴﺔ‪ ،‬ﺠﻴﻬﺎﻥ ﺼﻼﺡ ﺍﻝﺩﻴﻥ )‪ ،(٢٠١٢‬ﻤﺩﻯ ﺍﺴﺘﺨﺩﺍﻡ ﻤﻌﺎﻴﻴﺭ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ‪Sx‬‬
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‪ S‬ﻝﺘﺤﻘﻴﻕ ﺠﻭﺩﺓ ﺍﻝﺘﺩﻗﻴﻕ ﺍﻝﺩﺍﺨﻠﻲ‪ ،‬ﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﺍﻝﺠﺎﻤﻌﺎﺕ ﺍﻝﻔﻠﺴﻁﻴﻨﻴﺔ ﻓﻲ ﻗﻁﺎﻉ ﻏﺯﺓ‪،‬‬
‫ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ‪ ،‬ﺍﻝﺠﺎﻤﻌﺔ ﺍﻻﺴﻼﻤﻴﺔ‪ ،‬ﻏﺯﺓ‪ :‬ﻓﻠﺴﻁﻴﻥ‪.‬‬
‫‪ .٢‬ﺒﻴﺭﺯﻜﻭﺏ‪ ،‬ﺒﻨﻴﻠﻭﺏ )‪ ،(٢٠٠٨‬ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻝﻠﺘﻤﻴﺯ ﻓﻲ ﻤﺠﺎل ﺍﻷﻋﻤﺎل ﺩﻝﻴل ﺍﻝﻤﺩﻴﺭ ﻝﻺﺸﺭﺍﻑ‬
‫ﻋﻠﻰ ﻤﺸﺭﻭﻋﺎﺕ ﻭﻓﺭﻕ ﺴﻴﺠﻤﺎ ﺴﺘﺔ‪ ،‬ﺘﺭﺠﻤﺔ ﻤﺤﻤﺩ ﻴﻭﺴﻑ‪ ،‬ﺍﻝﻁﺒﻌﺔ ﺍﻷﻭﻝﻰ‪ ،‬ﺍﻝﻌﻜﻴﺒﺎﻥ ﻝﻠﻨﺸﺭ‪،‬‬
‫ﺍﻝﺭﻴﺎﺽ‪ :‬ﺍﻝﺴﻌﻭﺩﻴﺔ‪.‬‬
‫‪ .٣‬ﺠﻭﺩﺓ‪ ،‬ﻤﺤﻔﻭﻅ ﺃﺤﻤﺩ )‪ ،(٢٠٠٨‬ﺘﺤﺴﻴﻥ ﺠﻭﺩﺓ ﺍﻝﻌﻤﻠﻴﺎﺕ ﻤﻥ ﺨﻼل ﺘﻁﺒﻴﻕ ﻤﻨﻬﺠﻴﺔ  ﺴﻴﺠﻤﺎ‬
‫ﻓﻲ ﻤﺅﺴﺴﺎﺕ ﺍﻝﺘﻌﻠﻴﻡ ﺍﻝﻌﺎﻝﻲ‪ ،‬ﻤﺠﻠﺔ ﺍﻝﻤﺤﺎﺴﺒﺔ ﻭﺍﻹﺩﺍﺭﺓ ﻭﺍﻝﺘﺄﻤﻴﻥ‪ ،‬ﺍﻝﻤﺠﻠﺩ ‪ ،٤٧‬ﺍﻝﻌﺩﺩ )‪،(٧٠‬‬
‫ﺹ‪.٦١٦ –٥٦٩ :‬‬
‫‪ .٤‬ﺍﻝﺤﺩﻴﺜﻲ‪ ،‬ﺭﺍﻤﻲ ﺤﻜﻤﺕ ﻭﻜﻭﺭﻴل‪ ،‬ﻋﺎﺩل ﻋﺒﺩ ﺍﻝﻤﺎﻝﻙ ﻭﺍﻝﻘﺯﺍﺯ‪ ،‬ﺇﺴﻤﺎﻋﻴل ﺇﺒﺭﺍﻫﻴﻡ )‪Sx ،(٢٠٠٩‬‬
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 ﻭﺃﺴﺎﻝﻴﺏ ﺤﺩﻴﺜﺔ ﺃﺨﺭﻯ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ ،‬ﺩﺍﺭ ﺍﻝﻤﺴﻴﺭﺓ ﻝﻠﻨﺸﺭ ﻭﺍﻝﺘﻭﺯﻴﻊ‬
‫ﻭﺍﻝﻁﺒﺎﻋﺔ‪ ،‬ﻋﻤﺎﻥ‪ :‬ﺍﻷﺭﺩﻥ‪.‬‬
‫‪ .٥‬ﺍﻝﺤﻜﻴﻡ‪ ،‬ﻝﻴﺙ ﻋﻠﻲ )‪ ،(٢٠٠٨‬ﻨﺤﻭ ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﻤﺩﺨل
  ﺍﻝﻤﺭﺘﻜﺯ ﻋﻠﻰ ﺇﺩﺍﺭﺓ‬
‫ﺍﻝﻤﻌﺭﻓﺔ ﻝﺘﺤﻘﻴﻕ ﺍﻝﺘﻔﻭﻕ ﺍﻝﺘﻨﺎﻓﺴﻲ‪ ،‬ﺩﺭﺍﺴﺔ ﺍﺴﺘﻁﻼﻋﻴﺔ ﻷﺭﺍﺀ ﻋﻴﻨﺔ ﻤﻥ ﺭﺅﺴﺎﺀ ﺍﻷﻗﺴﺎﻡ ﻓﻲ‬
‫ﺍﻝﺸﺭﻜﺔ ﺍﻝﻌﺎﻤﺔ ﻝﻺﺴﻤﻨﺕ ﺍﻝﺠﻨﻭﺒﻴﺔ‪ ،‬ﺠﺎﻤﻌﺔ ﺍﻝﻜﻭﻓﺔ‪ :‬ﺍﻝﻌﺭﺍﻕ‪.‬‬
‫‪ .٦‬ﺍﻝﺨﺸﺎﺒﻲ ﺸﺎﻜﺭ ﺠﺎﺭ ﺍﷲ ‪ ، ٢٠٠٦ ،‬ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻓﻲ ﺍﻝﺒﻨﻭﻙ ﺍﻝﺘﺠﺎﺭﻴﺔ ﺍﻷﺭﺩﻨﻴﺔ ﺩﺭﺍﺴﺔ‬
‫ﺘﺤﻠﻴﻠﻴﺔ ﻤﻘﺎﺭﻨﺔ ﻓﻲ ﺍﻝﺒﻨﻙ ﺍﻝﻌﺭﺒﻲ ﻭﺒﻨﻙ ﺍﻹﺴﻜﺎﻥ ﻝﻠﺘﺠﺎﺭﺓ ﻭﺍﻝﺘﻤﻭﻴل ‪ ،‬ﻤﺠﻠﺔ ﺍﻹﺩﺍﺭﻱ‪ ،‬ﺍﻝﻌﺩﺩ‪١٠٦‬‬
‫‪ ،‬ﺍﻝﺴﻨﺔ ‪، ٢٨‬ﻤﺴﻘﻁ ‪ ،‬ﻋﻤﺎﻥ‪.‬‬
‫‪ .٧‬ﺍﻝﺨﻠﻴل‪ ،‬ﻤﺤﺎﺭ ﻋﺒﺩ ﺍﷲ )‪ ،(٢٠١٢‬ﺘﻁﺒﻴﻕ ﺃﺴﺎﻝﻴﺏ ﺍﻝﻤﺤﺎﺴﺒﺔ ﺍﻻﺩﺍﺭﻴﺔ ﺍﻝﺤﺩﻴﺜﺔ ﻓﻲ ﺍﻝﺸﺭﻜﺎﺕ‬
‫ﺍﻝﺼﻨﺎﻋﻴﺔ ﺍﻝﻤﺴﺎﻫﻤﺔ ﺍﻝﻌﺎﻤﺔ ﺍﻷﺭﺩﻨﻴﺔ‪ ،‬ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ‪ ،‬ﺠﺎﻤﻌﺔ ﺍﻝﺸﺭﻕ ﺍﻷﻭﺴﻁ‪،‬‬
‫ﻋﻤﺎﻥ‪ :‬ﺍﻷﺭﺩﻥ‪.‬‬
‫‪ .٨‬ﺍﻝﺭﺍﻭﻱ‪ ،‬ﺴﻴﻨﺎ ﺃﺤﻤﺩ )‪ ،(٢٠١١‬ﺍﺴﺘﺨﺩﺍﻡ ﻤﻨﻬﺞ
‪ Sx S‬ﻓﻲ ﻀﺒﻁ ﺠﻭﺩﺓ ﺍﻝﺘﺩﻗﻴﻕ‬
‫ﺍﻝﺩﺍﺨﻠﻲ‪ ،‬ﺩﺭﺍﺴﺔ ﻤﻴﺩﺍﻨﻴﺔ ﻋﻠﻰ ﺍﻝﻤﺴﺘﺸﻔﻴﺎﺕ ﺍﻝﺨﺎﺼﺔ ﺍﻝﺤﺎﺌﺯﺓ ﻋﻠﻰ ﺠﺎﺌﺯﺓ ﺍﻝﺠﻭﺩﺓ ﻭﺍﻝﺘﻤﻴﺯ ﻓﻲ‬
‫ﻤﺤﺎﻓﻅﺔ ﻋﻤﺎﻥ‪ ، ،‬ﺠﺎﻤﻌﺔ ﺍﻝﺸﺭﻕ ﺍﻷﻭﺴﻁ‪ ،‬ﻋﻤﺎﻥ‪ :‬ﺍﻷﺭﺩﻥ‪.‬‬
‫‪ .٩‬ﺍﻝﺯﻫﺭﺍﻨﻲ‪ ،‬ﻤﺤﻤﺩ ﺒﻥ ﺼﺎﻝﺢ ﻤﺤﻤﺩ )‪ ،(٢٠١٠‬ﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻕ ﺃﺴﻠﻭﺏ ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﻓﻲ ﻨﺎﺩﻱ‬
‫ﻀﺒﺎﻁ ﻗﻭﻯ ﺍﻷﻤﻥ ﺒﻤﺩﻴﻨﺔ ﺍﻝﺭﻴﺎﺽ‪ ،‬ﺠﺎﻤﻌﺔ ﻨﺎﻴﻑ ﺍﻝﻌﺭﺒﻴﺔ ﻝﻠﻌﻠﻭﻡ ﺍﻷﻤﻨﻴﺔ‪ ،‬ﺍﻝﺭﻴﺎﺽ‪ :‬ﺍﻝﺴﻌﻭﺩﻴﺔ‪.‬‬
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‫‪ .١٠‬ﺴﻌﻴﺩ‪ ،‬ﺨﺎﻝﺩ ) ‪ ،( ٢٠٠٤‬ﺴﻴﺠﻤﺎ ﺴﺘﺔ ﺘﻁﺒﻴﻘﺎﺕ ﻋﻠﻰ ﺍﻝﻤﻨﺸﺂﺕ ﺍﻝﺨﺩﻤﻴﺔ ﻭﺍﻝﺼﻨﺎﻋﻴﺔ‪ ،‬ﺍﻝﺭﻴﺎﺽ‪،‬‬
‫ﺠﺎﻤﻌﺔ ﺍﻝﻤﻠﻙ ﺴﻌﻭﺩ‪.‬‬
‫‪ .١١‬ﺴﻌﻴﺩ‪ ،‬ﺯﻴﺎ ﺘﺭﻜﻲ‪ ،(٢٠٠٦) ،‬ﺇﻤﻜﺎﻨﻴﺔ ﺍﺴﺘﺨﺩﺍﻡ ﻨﻤﻭﺫﺝ ) ‪ P- AF‬ﻓﻲ ﻗﻴﺎﺱ ﻜﻠﻑ ﺠﻭﺩﺓ ﺇﻨﺘﺎﺝ‬
‫ﺍﻝﻨﻔﻁ ﺍﻝﺨﺎﻡ ﺍﻝﺠﺎﻤﻌﺔ ﺍﻝﻤﺴﺘﻨﺼﺭﻴﺔ‪.‬‬
‫‪ .١٢‬ﺍﻝﺴﻘﺎﻑ‪ ،‬ﺤﺎﻤﺩ ﻋﺒﺩﺍﷲ )‪ ،(٢٠٠٥‬ﺍﻝﻤﺩﺨل ﺍﻝﺸﺎﻤل ﻹﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ ،‬ﺍﻝﻁﺒﻌﺔ ﺍﻷﻭﻝﻰ‪،‬‬
‫ﻋﻤﺎﻥ‪ :‬ﺩﺍﺭ ﺍﻝﺸﺭﻭﻕ ﻝﻠﻨﺸﺭ ﻭﺍﻝﺘﻭﺯﻴﻊ‪.‬‬
‫‪ .١٣‬ﺍﻝﺸﻤﺭﻱ‪ ،‬ﺴﺭﻤﺩ ﺤﻤﺯﺓ ﺠﺎﺴﻡ‪ ،(٢٠٠١)،‬ﺘﺤﻠﻴل ﻜﻠﻑ ﺍﻝﻨﻭﻋﻴﺔ ﻓﻲ ﻤﻌﻤل ﺍﻝﻜﻭﻨﻜﺭﻴﺕ ﺍﻝﺨﻔﻴﻑ‪،‬‬
‫ﺭﺴﺎﻝﺔ ﻤﺎﺠﺴﺘﻴﺭ ‪ -‬ﻜﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻻﻗﺘﺼﺎﺩ‪ ،‬ﺠﺎﻤﻌﺔ ﺒﻐﺩﺍﺩ‪.‬‬
‫‪ .١٤‬ﺍﻝﻁﺎﺌﻲ‪ ،‬ﻴﻭﺴﻑ ﺤﺠﻴﻡ ﺴﻠﻁﺎﻥ ﻭﺍﻝﻌﺒﺎﺩﻱ‪ ،‬ﻫﺎﺸﻡ ﻓﻭﺯﻱ ﺩﺒﺎﺱ )‪ ،(٢٠٠٥‬ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‬
‫ﻓﻲ ﺍﻝﺘﻌﻠﻴﻡ ﺍﻝﻌﺎﻝﻲ‪ :‬ﺩﺭﺍﺴﺔ ﺘﻁﺒﻴﻘﻴﺔ ﻓﻲ ﺠﺎﻤﻌﺔ ﺍﻝﻜﻭﻓﺔ‪ ،‬ﻤﺠﻠﺔ ﺍﻝﻐﺭﻱ ﻝﻠﻌﻠﻭﻡ ﺍﻻﻗﺘﺼﺎﺩﻴﺔ‬
‫ﻭﺍﻹﺩﺍﺭﻴﺔ‪ ،‬ﺍﻝﻤﺠﻠﺩ ‪ ،١‬ﺍﻝﻌﺩﺩ )‪.(٣‬‬
‫‪ .١٥‬ﺍﻝﻁﺎﺌﻲ‪ ،‬ﻴﻭﺴﻑ ﺤﺠﻴﻡ ﻭﻤﺤﻤﺩ‪ ،‬ﻋﺎﺼﻲ ﺍﻝﻌﺠﻴﻠﻲ ﻭﻝﻴﺙ‪ ،‬ﻋﻠﻲ ﺍﻝﺤﻜﻴﻡ )‪ ،(٢٠٠٠‬ﻨﻅﻡ ﺇﺩﺍﺭﺓ‬
‫ﺍﻝﺠﻭﺩﺓ‪ ،‬ﻋﻤﺎﻥ‪ :‬ﻤﺅﺴﺴﺔ ﺍﻝﻭﺭﺍﻕ ﻝﻠﻨﺸﺭ ﻭﺍﻝﺘﻭﺯﻴﻊ‪.‬‬
‫‪ .١٦‬ﻋﺒﺩ ﺍﻝﻤﺤﺴﻥ‪ ،‬ﺘﻭﻓﻴﻕ ﻤﺤﻤﺩ )‪ ،(١٩٩٨‬ﺘﺨﻁﻴﻁ ﻭﻤﺭﺍﻗﺒﺔ ﺠﻭﺩﺓ ﺍﻝﻤﻨﺘﺠﺎﺕ‪ ،‬ﺍﻝﻁﺒﻌﺔ ﺍﻷﻭﻝﻰ‪،‬‬
‫ﺍﻝﻘﺎﻫﺭﺓ‪ :‬ﺩﺍﺭ ﺍﻝﻨﻬﻀﺔ ﺍﻝﻌﺭﺒﻴﺔ‪.‬‬
‫‪ .١٧‬ﻋﺒﺩ ﺍﻝﻤﺤﺴﻥ‪ ،‬ﺘﻭﻓﻴﻕ ﻤﺤﻤﺩ )‪ ،(٢٠٠٦‬ﺍﺘﺠﺎﻫﺎﺕ ﺤﺩﻴﺜﺔ ﻓﻲ ﺍﻝﺘﻘﻴﻴﻡ ﻭﺍﻝﺘﻤﻴﺯ ﻓﻲ ﺍﻷﺩﺍﺀ‪ :‬ﺴﺘﺔ‬
‫ﺴﻴﺠﻤﺎ ﻭﺒﻁﺎﻗﺔ ﺍﻷﺩﺍﺀ ﺍﻝﻤﺘﻭﺍﺯﻥ‪ ،‬ﺩﺍﺭ ﺍﻝﻔﻜﺭ ﺍﻝﻌﺭﺒﻲ‪ ،‬ﺍﻝﻌﺭﺍﻕ‪.‬‬
‫‪ .١٨‬ﻋﺒﺩﺍﷲ‪ ،‬ﻫﺒﺔ ﻤﺤﻤﻭﺩ )‪ ،(٢٠١٢‬ﻤﺩﻯ ﺍﻻﻝﺘﺯﺍﻡ ﻤﻨﻬﺞ ﺴﻴﺠﻤﺎ ﺴﺘﺔ )
‪ (Sx S‬ﻓﻲ ﻀﺒﻁ‬
‫ﺠﻭﺩﺓ ﺍﻝﺘﺩﻗﻴﻕ ﺍﻝﺩﺍﺨﻠﻲ‪ ،‬ﺩﺭﺍﺴﺔ ﺘﻁﺒﻴﻘﻴﺔ ﻋﻠﻰ ﺍﻝﻤﺼﺎﺭﻑ ﺍﻝﻌﺎﻤﻠﺔ ﻓﻲ ﻗﻁﺎﻉ ﻏﺯﺓ‪ ،‬ﺭﺴﺎﻝﺔ‬
‫ﻤﺎﺠﺴﺘﻴﺭ ﻏﻴﺭ ﻤﻨﺸﻭﺭﺓ‪ ،‬ﺍﻝﺠﺎﻤﻌﺔ ﺍﻻﺴﻼﻤﻴﺔ‪ ،‬ﻏﺯﺓ‪ :‬ﻓﻠﺴﻁﻴﻥ‪.‬‬
‫‪ .١٩‬ﻋﻁﻴﺎﻨﻲ‪ ،‬ﻤﺭﺍﺩ ﺴﻠﻴﻡ ﻭﺨﻴﺭ ﺍﻝﺩﻴﻥ‪ ،‬ﻤﻭﺴﻰ ﺃﺤﻤﺩ ﻭﺴﻨﺠﻕ‪ ،‬ﻏﺎﻝﺏ ﻤﺤﻤﻭﺩ ﻭﻋﻔﺎﻨﻪ‪ ،‬ﺠﻬﺎﺩ ﻋﺒﺩﺍﷲ‬
‫)‪ ،(٢٠١٠‬ﻤﺩﻯ ﺘﻁﺒﻴﻕ ﻤﻔﺎﻫﻴﻡ ﺴﺘﺔ ﺴﻴﺠﻤﺎ )‪ (x    σ‬ﻓﻲ ﺍﻝﺸﺭﻜﺎﺕ ﺍﻷﺭﺩﻨﻴﺔ‬
‫ﺍﻝﺤﺎﺼﻠﺔ ﻋﻠﻰ ﺠﺎﺌﺯﺓ ﺍﻝﻤﻠﻙ ﻋﺒﺩﺍﷲ ﺍﻝﺜﺎﻨﻲ ﻝﻠﺘﻤﻴﺯ ﻓﻲ ﺍﻝﻘﻁﺎﻉ ﺍﻝﺨﺎﺹ‪ ،‬ﺍﻝﻤﺅﺘﻤﺭ ﺍﻝﻌﻠﻤﻲ ﺍﻝﺩﻭﻝﻲ‬
‫ﺍﻝﺜﺎﻤﻥ‪ ،‬ﺍﻷﻋﻤﺎل ﺍﻹﻝﻜﺘﺭﻭﻨﻴﺔ ﻭﺍﻝﺘﺤﻭل ﻓﻲ ﺍﻗﺘﺼﺎﺩﻴﺎﺕ ﺍﻷﻋﻤﺎل‪ ،‬ﺠﺎﻤﻌﺔ ﺍﻝﺯﺭﻗﺎﺀ‪ :‬ﺍﻷﺭﺩﻥ‪.‬‬
‫‪ .٢٠‬ﻋﻘﻴﻠﻲ‪ ،‬ﻋﻤﺭ )‪ ،(٢٠٠١‬ﻤﺩﺨل ﺇﻝﻰ ﺍﻝﻤﻨﻬﺠﻴﺔ ﺍﻝﻤﺘﻜﺎﻤﻠﺔ ﻹﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ‪ :‬ﻭﺠﻬﺔ ﻨﻅﺭ‪،‬‬
‫ﺍﻝﻁﺒﻌﺔ ‪ ،١‬ﻋﻤﺎﻥ‪ :‬ﺩﺍﺭ ﻭﺍﺌل ﻝﻠﻨﺸﺭ‪.‬‬
 ‫‪٨٦‬‬

‫‪ .٢١‬ﻋﻨﺘﺭ‪ ،‬ﻤﺤﻤﺩ )‪ ،(٢٠١٠‬ﺍﻻﺘﺠﺎﻫﺎﺕ ﺍﻝﻤﺴﺘﻘﺒﻠﻴﺔ ﻝﻔﻜﺭﺓ ﺍﻝﺠﻭﺩﺓ  ﺴﻴﺠﻤﺎ‪ ،‬ﺍﻝﻔﺼل‬

‫ﺍﻝﺘﺎﺴﻊ‪Profoe7+tr blo!ot co ،‬‬
‫‪ .٢٢‬ﺍﻝﻘﺤﻁﺎﻨﻲ‪ ،‬ﺴﺎﻝﻡ ﺴﻌﻴﺩ )‪ ،(١٩٩٣‬ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﻜﻠﻴﺔ ﻭﺇﻤﻜﺎﻨﻴﺔ ﺘﻁﺒﻴﻘﻬﺎ ﻓﻲ ﺍﻝﻘﻁﺎﻉ ﺍﻝﺤﻜﻭﻤﻲ‪،‬‬
‫ﻤﺠﻠﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﺎﻤﺔ‪ ،‬ﺍﻝﻤﺠﻠﺩ ‪ ،٣٢‬ﺍﻝﻌﺩﺩ )‪ ،(٧٨‬ﺹ‪.٤٠ – ٧ :‬‬
‫‪ .٢٣‬ﻝﻁﻔﻲ‪ ،‬ﻋﻠﻲ‪ ،‬ﻭﺍﻝﺼﺒﺎﺡ‪ ،‬ﺍﻝﺸﻴﺨﺔ ﺭﺸﺎ‪ ،‬ﻭﻤﺼﻠﺤﻲ‪ ،‬ﻋﻠﻲ ﺍﻝﺴﻴﺩ ﻋﻠﻲ‪ ،‬ﻭﻋﺒﺩ ﺍﻝﻬﺎﺩﻱ‪ ،‬ﻋﺎﺌﺸﺔ‪،‬‬
‫)‪" ،(٢٠٠٦‬ﺃﻋﻠﻰ ﺩﺭﺠﺎﺕ ﺍﻝﺠﻭﺩﺓ ﻝﻠﺨﺩﻤﺎﺕ‪/‬ﺍﻹﻨﺘﺎﺝ ﻝﻠﻭﺼﻭل ﺒﺘﻜﺎﻝﻴﻔﻬﺎ ﺇﻝﻰ ﺍﻝﺼﻔﺭ ﻭﺍﺴﺘﺨﺭﺍﺝ‬
‫ﺍﻝﺘﻘﺎﺭﻴﺭ ﺍﻝﻤﺎﻝﻴﺔ ﻭﺍﻹﺩﺍﺭﻴﺔ ﺍﻝﻤﺅﻴﺩﺓ ﻝﺫﻝﻙ" ‪ ،‬ﺍﻝﻤﺅﺘﻤﺭ ﺍﻝﻌﺭﺒﻲ ﺍﻝﺴﺎﺒﻊ‪ ،‬ﺘﻨﻭﻉ ﺍﻹﺴﺘﺭﺍﺘﻴﺠﻴﺎﺕ‬
‫ﺍﻝﻤﺎﻝﻴﺔ ﻭﺍﻝﺠﻭﺩﺓ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻝﻼﻤﻌﻠﻭﻤﺎﺘﻴﺔ‪ ،‬ﻓﻨﺩﻕ ﺍﻝﻨﻴل ﻫﻴﻠﺘﻭﻥ‪ :‬ﺍﻝﻘﺎﻫﺭﺓ‪.‬‬
‫‪ .٢٤‬ﺍﻝﻠﻭﺯﻱ‪ ،‬ﻤﻭﺴﻰ )‪ ،(١٩٩٨‬ﺍﻝﺘﻨﻤﻴﺔ ﺍﻹﺩﺍﺭﻴﺔ‪ ،‬ﻋﻤﺎﻥ‪ :‬ﺩﺍﺭ ﻭﺍﺌل ﻝﻠﻁﺒﺎﻋﺔ ﻭﺍﻝﻨﺸﺭ‪.‬‬
‫‪ .٢٥‬ﺍﻝﻤﻜﻲ‪ ،‬ﻤﺤﻤﺩ ﻤﻭﻓﻕ )‪ ،(٢٠٠٩‬ﻤﻘﺩﻤﺔ ﺇﻝﻰ ﺍﻝﺴﺘﺔ ﺴﻴﺠﻤﺎ ﺍﻝﺭﺸﻴﻘﺔ ﻭﺍﻝﻔﻭﺍﺌﺩ ﺍﻝﻤﺤﺘﻤﻠﺔ ﻤﻥ‬
‫ﺍﻗﺘﺒﺎﺴﻬﺎ ﻤﻥ ﻗﺒل ﺍﻝﻘﻁﺎﻋﻴﻥ ﺍﻝﻌﺎﻡ ﻭﺍﻝﺨﺎﺹ ﻓﻲ ﺴﻭﺭﻴﺎ‪ ،‬ﺍﻝﻨﺩﻭﺓ ﺍﻝﻭﻁﻨﻴﺔ ﺍﻝﺭﺍﺒﻌﺔ ﻋﺸﺭﺓ ﻝﻠﺠﻭﺩﺓ‪:‬‬
‫ﻨﺤﻭ ﻤﺅﺴﺴﺔ ﻤﻥ ﺍﻝﺼﻨﻑ ﺍﻝﻌﺎﻝﻤﻲ ﻭﺍﻝﺘﻤﻴﺯ ﻓﻲ ﺍﻷﻋﻤﺎل‪.‬‬
‫‪ .٢٦‬ﺍﻝﻤﻭﺴﻭﻱ‪ ،‬ﺴﻨﺎﻥ ﻜﺎﻅﻡ ﻭﻋﻠﻲ‪ ،‬ﻤﺅﻴﺩ ﺤﺴﻥ )‪ ،(٢٠٠٥‬ﻤﺒﺎﺩﺉ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺸﺎﻤﻠﺔ ﻭﺃﺜﺭﻫﺎ‬
‫ﻓﻲ ﺘﺤﺩﻴﺩ ﺍﻷﺴﺒﻘﻴﺎﺕ ﺍﻝﺘﻨﺎﻓﺴﻴﺔ‪ ،‬ﺩﺭﺍﺴﺔ ﺘﻁﺒﻴﻘﻴﺔ ﻓﻲ ﻤﻌﻤل ﺇﺴﻤﻨﺕ ﺍﻝﻜﻭﻓﺔ ﺍﻝﺠﺩﻴﺩ‪ ،‬ﻤﺠﻠﺔ‬
‫ﺁﺩﺍﺏ ﺍﻝﻜﻭﻓﺔ‪ ،‬ﺍﻝﻌﺩﺩ )‪. (١‬‬
‫‪ .٢٧‬ﺍﻝﻨﺎﺒﻠﺴﻲ‪ ،‬ﻤﻬﻨﺩ )‪ ،(٢٠٠٥‬ﺃﺴﺭﺍﺭ ﺍﻝﺤﻴﻭﺩ ﺍﻝﺴﺩﺍﺴﻲ‪ ،‬ﺍﻝﻁﺒﻌﺔ ﺍﻷﻭﻝﻰ‪ ،‬ﻋﻤﺎﻥ‪ :‬ﺩﺍﺭ ﻭﺍﺌل ﻝﻠﻨﺸﺭ‬
‫ﻭﺍﻝﺘﻭﺯﻴﻊ‪.‬‬
‫‪ .٢٨‬ﺍﻝﻨﻌﻴﻤﻲ‪ ،‬ﻤﺤﻤﺩ ﻋﺒﺩ ﺍﻝﻌﺎل ﻭﺼﻭﻴﺹ‪ ،‬ﺭﺍﺘﺏ ﺠﻠﻴل )‪ : IX SIGMA ،(٢٠٠٨‬ﺘﺤﻘﻴﻕ ﺍﻝﺩﻗﺔ‬
‫ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ‪ ،‬ﻋﻤﺎﻥ‪ :‬ﺩﺍﺭ ﺇﺜﺭﺍﺀ ﻝﻠﻨﺸﺭ ﻭﺍﻝﺘﻭﺯﻴﻊ‪.‬‬
‫‪ .٢٩‬ﻫﻴﺠﺎﻥ‪ ،‬ﻋﺒﺩ ﺍﻝﺭﺤﻤﻥ )‪ ،(١٩٩٤‬ﻤﻨﻬﺞ ﻋﻠﻤﻲ ﻝﺘﻁﺒﻴﻕ ﻤﻔﺎﻫﻴﻡ ﺇﺩﺍﺭﺓ ﺍﻝﺠﻭﺩﺓ ﺍﻝﻜﻠﻴﺔ‪ ،‬ﻤﺠﻠﺔ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻝﻌﺎﻤﺔ‪ ،‬ﺍﻝﻤﺠﻠﺩ ‪ ، ٣٤‬ﺍﻝﻌﺩﺩ ) ‪ ( ٣‬ﺹ‪.٤٤٠ – ٤٠٥‬‬
‫‪ .٣٠‬ﺍﻝﻴﺎﻤﻭﺭ‪ ،‬ﻋﻠﻲ ﺤﺎﺯﻡ )‪ ،(٢٠٠٧‬ﺘﺨﻔﻴﺽ ﻜﻠﻔﺔ ﺍﻝﺠﻭﺩﺓ ﺍﻝﺭﺩﻴﺌﺔ ﺒﺎﺴﺘﺨﺩﺍﻡ ﻤﻨﻬﺞ ﺍﻝﺤﻴﻭﺩ‬
‫ﺍﻝﺴﺩﺍﺴﻲ ﻓﻲ ﻤﻭﺍﺠﻬﺔ ﺍﻝﻌﻴﻭﺏ‪ ،‬ﺩﺭﺍﺴﺔ ﺤﺎﻝﺔ ﻓﻲ ﻤﻌﻤل ﺍﻷﻝﺒﺴﺔ ﺍﻝﻭﻻﺩﻴﺔ ﻓﻲ ﺍﻝﻤﻭﺼل‪:‬‬
‫ﺍﻝﻌﺭﺍﻕ‪.‬‬
 ٨٧

:‫ﺍﻝﻤﺭﺍﺠﻊ ﺍﻷﺠﻨﺒﻴﺔ‬

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:‫ﺍﻝﻤﻭﺍﻗﻊ ﺍﻹﻝﻜﺘﺭﻭﻨﻴﺔ‬

1. www.abujoori.wordpress.com
2. www.dr-ama.com
 ٩٠

ABSTRACT
The Possibility of Applying Six Sigma and its Role in Cost Reduction and
Increasing Competition – Applied Study of Advanced Technology Companies of
Recycling Used Materials
Prepared by:
Fadi Edaily
Supervised by:
Prof. khaled EL- Kotayni
This study aimed to critically explain the important role of Six Sigma method
and its application in managing Cost reduction of defect production, in order to
maximizing profits, through the possibility of applying of this method, as well as
through, the extent to which standards that can decreasing the costs and increasing
the competitiveness of this method.

Specifically, to achieve the research objectives of the this study, the researcher has
conducted an applied sample as a case study on one of the Jordanian Industrial
Companies in Zarqa Governate in Jordan, which is "The Advanced Technologies
For Consumed Materials Recycling", the study revealed several results, where the
most important issue was that the company does not currently apply the Six Sigma
methodology and its tools, as well as does not also have the basic requirements for
the application of this technique. Thus, this study exposed that if the company
decided to adopt and apply this methodology and its tools, it will positively reflect
on reducing the proportion of bad "wasted" production, increase efficiency and
productivity, decreasing the operational costs, and increasing the overall
company's competitiveness in the market. Moreover, it is noted that, if the Six
Sigma method and tools is applied, then the level of Sigma will further increase
from 3.1 to 3.9. Furthermore, proportion of bad "wasted" production will be
reduced from 11.55 % to 3.5 %. Logically, this will lead to additional profits for
the company by JD 61825.12

This study finally, recommends that the company should adopt Six Sigma
methodology, as well as restructure the overall organizational culture, and provide
training courses for all management levels.
 ٩١

The Possibility of Applying Six Sigma and its Role in Cost Reduction
and Increasing Competition – Applied Study of Advanced Technology
Companies of Recycling Used Materials An Empirical Study

Prepared By

Fadi Hasan Edaily

Supervised By

Prof. khaled EL- Kotayni

A thesis submitted in partial fulfillment of the requirements for the degree of

MA in Accounting

Deanship of Research and Graduate Studies

Zarqa University

Zarqa-Jordan

2014،January