全球运营管理课件new gom3-quality management ().ppt

GOM3 Quality Management TQM Wheel Customer satisfaction Definitions of Quality Transcendent definition: excellence Product-based definition: quantities of product attributes User-based definition: fitness for intended use Value-based definition: quality vs. price Manufacturing-based definition: conformance to specifications PlanPlan DoDo CheckCheck ActAct DemingDeming WheelWheel Costs of Quality ( 1 of 4) Prevention costs associated with design and planning of a quality control program Examples: Quality measurement and control equipment Qualification of material Quality training Quality control administration and systems planning Costs of Quality ( 2 of 4) Appraisal costs involved in the direct appraisal of quality both in the plant and in the field Examples: Testing Inspection Quality audits Checking labor Outside endorsements Field testing Costs of Quality ( 3 of 4) Internal Failure costs directly related to the occurrence of defective production within the plant Examples: Scrap and rework, fault of vendor Material review activity Repair and troubleshooting Quality control investigations ( of failures) Costs of Quality ( 4 of 4) External Failure costs associated with the failure of a product or service in the field Examples: Complaints and loss of customer good will Warranty costs Field maintenance and product service Replacement inventories Strained distributor relations Cost of detection (dollars) Process Final testing Customer When defect is detected Costs of Detecting DefectsCosts of Detecting Defects Costs of Detecting DefectsCosts of Detecting Defects Cost of detection (dollars) Process Final testing Customer When defect is detected Tools for Quality Improvement Example: Wellington Fiber Board Co. ChecklistsChecklists Headliner Defects Defect typeTallyTotal A. Tears in fabric/4 B. Discolored fabric/3 C. Broken fiber board/ / / / / / / /36 D. Ragged edges/ /7 Total50 Tools for Quality Improvement Example: Wellington Fiber Board Co. Pareto ChartPareto Chart Number of defects 100 80 60 40 20 0 50 40 30 20 10 0 Cumulative percentage Defect type C D A B Tools for Quality Improvement Example: Wellington Fiber Board Co. Cause-and-Effect DiagramCause-and-Effect Diagram Out of specification Not available Training Absenteeism Communication Humidity Schedule changes Machine maintenance Machine speed Wrong setup Broken fiber board Process People Other Materials Tools for Quality Improvement Example: Wellington Fiber Board Co. Bar ChartBar Chart20 15 10 5 0 Number of defects FirstSecondThird Shift 15 Scatter Diagram 0 2 4 6 8 10 12 0102030 Hours of Training Defects 18 Control Charts 970 980 990 1000 1010 1020 012345678910 11 12 13 14 15 LCL UCL 10 Continuous Improvement (CI) Managements view of performance standards of the organization performance level of the firm as something to be “continuously challenged and incrementally upgraded.“ The way management views the contribution and role of its workforce believe employee involvement and team efforts are the key to improvement 20 Benchmarking lIdentify those processes needing improvement. l2. Identify a firm that is the world leader in performing the process (Library & WWW). 3. Contact the managers of that company and make a personal visit to interview managers and workers. 4. Analyze data ISOISO 90009000 4 1.0 Leadership (120 points) 2.0 Strategic Planning (85 points) 3.0 Customer and Market Focus (85 points) 4.0 Measurement, Analysis & Knowledge Mgmt (90 points) 5.0 Human Resource Development and Management (85 Points) 6.0 Process Management (85 points) 7.0 Business Results (450 points) Malcolm Baldrige National Quality Award 24 ISO 9000 Series of standards agreed upon by the International Organization for Standardization (ISO) Adopted in 1987 More than 100 countries A prerequisite for global competition? ISO 9000 directs you to “document what you do and then do as you documented.“ 25 ISO 9000 Series 9001 Model for Quality Assurance in Design, Production Installation, and Servicing. 9002 Model for Quality Assurance in Production and Installation 9003 Model for Quality Assurance in Final Inspection Test 27 Three Forms of Certification 1. First party: A firm audits itself against ISO 9000 standards. 2. Second party: A customer audits its supplier. 3. Third party: A “qualified“ national or international standards or certifying agency serves as auditor. 质量管理的发展-6西格玛 摩托罗拉和通用电气试行 基本概念 6西格玛意为6倍标准差 对商务或制造过程而言，西格玛值越高，则过程 状况就越好。西格玛值用来测量过程完成无缺陷作业的 能力。 6西格玛有多种意义： 是一个统计测量基准 是一个工作策略 是一种处世哲学 6西格玛管理是一种以客户为中心，以数据为基 础，以追求几乎完美无瑕为目标的管理理念。 质量管理的发展-6西格玛 标准 PPMFPY不良状况 230853769.15% 过去标