2022年20XX年物业公司品质部年度工作计划 .pdf
20XX 年物业公司品质部年度工作计划为业主营造一个有良好人际关系和工作社会环境,是物业公司品质管理的重要目标。下面是学习啦小编整理的20XX年物业公司品质部年度工作计划，希望对大家有所帮助!20XX 年物业公司品质部年度工作计划(一)一、全员服务质量管理。把诉求服务和业主(用户)满意度作为服务质量管理的源头。突出主动服务、及时服务、温馨服务。把责任制作为落实全员服务质量的关键手段。充分调动全体管理者和业主(用户)的积极性和创造性,促进我们的员工不断提高素质,牢固树立质量第一的思想,关心物业服务质量,参与质量管理。物业公司品质部年度工作计划：(一)目标:全面开展品质管理工作,提高服务和管理质量。(二)工作重点项目管理处的服务质量是品质管理的核心,公司职能部门的管理质量是各项目管理处服务质量的保障。因此,品质部将在公司领导的领导下,首先致力做好以下几方面的工作,搞好管理质量:一、改善职能部门为一线服务的观念,提高团队协作质量。公司的职能部门首先是服务各项目管理处,为各项目管理处提供各项支持;其次才是监控,促成项目管理处各项指标的达到。只有树立了为一线服务的理念,才能营造和谐的工作环境和团队协作关系。管理工作才会更顺畅,更有效。文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 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ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3二、改善业绩观。把员工、业主满意度考核和财务考核放到同等重要的位置上,推行全方位的质量管理。三、改进管理方式,提高制度执行质量。多到现场去,走动管理,既有利于提高自身,又能帮助一线员工提高现场发现问题、解决问题的能力。改善干部对员工的管理方式。多了解员工的思想动态和工作状态,爱护和激发员工的工作热情和积极性。减少因管理方式不当而伤害了员工的工作热情和积极性。执行制度时,先要沟通,做到准确无误,提高制度执行质量。四、改进在岗培训方式,提高培训质量。按照员工不同的工作范围分别选取培训内容,分开组织培训。对基层人员的培训突出操作性和服务质量意识;对管理人员的培训突出经营管理能力和主动、敏锐、超前、务实的管理质量意识。五、优化制度,提高制度自身可执行性质量。制订岗位职责及细节描述、工作操作手册、服务质量标准和改进绩效考文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 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ZG3R1J5G6O3核制度,完善质量监督机制等。确保各项服务工作的规范化、有序化。制度是否科学,符合实际,直接关系到制度的效用。制度的效用越高,它才更有可执行性,它才能成为员工提高服务质量的工作指南。复杂、繁琐的规章制度只能迫使服务人员消极地执行服务操作程序。六、完善项目管理处制。要提高服务效率和管理质量,企业就必须尽可能删除繁琐的、不必要的、限制员工决策权力的规章制度和操作程序,在企业的实绩考核和奖惩制度中应鼓励服务人员创造性地、主动地为业主提供优质服务。其次,重点致力各项目管理处服务质量的管理。服务质量主要包括以下几方面内容:基础设施的维护质量、物业管理服务的工作质量(服务态度、服务技巧、服务方式、服务效率、服务礼仪、清洁卫生、安全保卫等)、物业小区的环境氛围等。具体从下面几个方面着手服务质量的品质管理工作:一、全员服务质量管理。把诉求服务和业主(用户)满意度作为服务质量管理的源头。突出主动服务、及时服务、温文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 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ZG3R1J5G6O3门的管理质量是各项目管理处服务质量的保障。因此,品质部将在公司领导的领导下,首先致力做好以下几方面的工作,搞好管理质量:一、改善职能部门为一线服务的观念,提高团队协作质量。公司的职能部门首先是服务各项目管理处,为各项目管理处提供各项支持;其次才是监控,促成项目管理处各项指标的达到。只有树立了为一线服务的理念,才能营造和谐的工作环境和团队协作关系。管理工作才会更顺畅,更有效。二、改善业绩观。把员工、业主满意度考核和财务考核放到同等重要的位置上,推行全方位的质量管理。三、改进管理方式,提高制度执行质量。多到现场去,走动管理,既有利于提高自身,又能帮助一线员工提高现场发现问题、解决问题的能力。改善干部对员工的管理方式。多了解员工的思想动态和工作状态,爱护和激发员工的工作热情和积极性。减少因管理方式不当而伤害了员工的工作热情和积极性。执行制度时,先要沟通,做到准确无误,提高制度执行文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 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ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3质量。四、改进在岗培训方式,提高培训质量。按照员工不同的工作范围分别选取培训内容,分开组织培训。对基层人员的培训突出操作性和服务质量意识;对管理人员的培训突出经营管理能力和主动、敏锐、超前、务实的管理质量意识。五、优化制度,提高制度自身可执行性质量。制订岗位职责及细节描述、工作操作手册、服务质量标准和改进绩效考核制度,完善质量监督机制等。确保各项服务工作的规范化、有序化。制度是否科学,符合实际,直接关系到制度的效用。制度的效用越高,它才更有可执行性,它才能成为员工提高服务质量的工作指南。复杂、繁琐的规章制度只能迫使服务人员消极地执行服务操作程序。六、完善项目管理处制。要提高服务效率和管理质量,企业就必须尽可能删除繁琐的、不必要的、限制员工决策权力的规章制度和操作程序,在企业的实绩考核和奖惩制度中应鼓励服务人员创造性地、主动地为业主提供优质服务。文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 ZG3R1J5G6O3文档编码:CZ6W4Y7I7Z8 HC3I4P3S1S5 Z
