日本电信电话株式会社(简称NTT)的质量管理工作,1985年以前国营时,由总社统一制订质量指标和考核办法,对下属各支社进行考核。1985年改为民营化以后,质量管理职能下放给支社,总社只设立电话及时应答率、故障按时排除率、电话费回收率、未派遗工程率、查号及时准确率、按时装机率、机械故障率和用户满意率等八项指标作为对支社通信服务质 At NTT’s quality management work, prior to 1985, when the state-owned enterprises were operated by the head office, the head office unified the quality control measures and assessment methods and conducted inspections of the affiliated sub-branches. After the privatization in 1985, the quality management function was delegated to branches. The headquarters only set up the telephone timely response rate, the time-to-failure rate, the recovery rate of telephone bills, the rate of unsaved projects, the timely and accurate rate of call numbers, Mechanical failure rate and user satisfaction rate of eight indicators as a branch of the communication service quality