工业工程专业英语Chapter 8 Quality Management

1、Chapter 8 Quality Management Unit 1 Quality Standards and Quality Control Unit 2 Quality Management and Quality Cost o计划学时：计划学时：4学时学时o教学内容：教学内容：n4学时，精读，逐句翻译，掌握专业词汇学时，精读，逐句翻译，掌握专业词汇oUnit 1 Quality Standards and Quality Control (2学时学时)oUnit 2 Quality Management and Quality Cost (2学时学时)o教学要求：教学要求：n了解质量

2、的概念，以及全面质量管理的相关内容。了解质量的概念，以及全面质量管理的相关内容。o本章共一次作业（作业本章共一次作业（作业10）本章专业词汇本章专业词汇oopportunity：缺陷机会：缺陷机会otransaction:业务、交易业务、交易ometrics：度量标准、规律：度量标准、规律oinstructor：讲师、教练：讲师、教练oincentive：鼓励：鼓励oaffiliate：隶属于：隶属于oliteracy：读写能力：读写能力ochecksheet：检查表：检查表opareto chart：排列图：排列图oplot:以图的形式表示以图的形式表示ohistogram：直方图：直方图o

3、dispersion：分散性：分散性oscatter diagram：散布图：散布图oobserve value：观察值：观察值ocause and effect diagram：因果图：因果图ofish bone diagram：鱼骨图：鱼骨图ospecs：规范、规格：规范、规格omorale：士气、纪律：士气、纪律 oreliability:可靠性可靠性 omaintainability：可维护性：可维护性ofitness for use：适用性：适用性ocustomer satisfaction：顾客满意：顾客满意ospecification：规范：规范otolerance：容许偏差：容

4、许偏差omonetary：货币的、金融的：货币的、金融的oquality of design：设计质量：设计质量oquality of conformance：符合性质量：符合性质量ooverengineer：高于工程要求的：高于工程要求的ounderengineer：低于工程要求的：低于工程要求的ogauge：计量器：计量器otechnical committee：技术委员会：技术委员会ointernational accreditation forum：国际认证：国际认证论坛论坛ocertification：认证：认证oregistrar:注册人员注册人员oaudit：审计：审计otriv

5、ial：琐碎的：琐碎的otemplate：模型：模型oworkshop:车间、研讨会车间、研讨会oseminar:研讨班研讨班odemonstrate：示范、说明：示范、说明opreliminary：预备的、初级的：预备的、初级的oreproach：责备、谴责：责备、谴责oforcible：强制的、有说服力的：强制的、有说服力的ostatistic：统计的：统计的osix sigma methodology: 6法法ostandard deviation：标准偏差：标准偏差odivision：部门、分配、分开：部门、分配、分开Unit 1 Quality Standards and Quali

6、ty Control o1. Definitions of Quality o2. Quality in Manufacturing o3. Quality in Service o4. ISO 9000 Series Standards o5. Rules of Certification to QMSo6. Steps of Certification to QMS Unit 1 Quality Standards and Quality Control o7. Statistic Quality Control o8. Definition of Six Sigma Methodolog

7、y o9. Key Elements of Six Sigma Methodology o10. Six Sigma in Business o11. Six Sigma in Engineering o12. Quality Control Tools 1. Definitions of Quality oThe formal definition of quality, standardized by the American National Standards Institute (ANSI) and the American Society for Quality Control (

8、ASQC) in 1978 is the totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. oComplete quality includes the 2 aspects: Fitness for use and conformance to specifications. 2. Quality in Manufacturing oIn manufacturing, quality is an important

9、component of all functions. oProduct designers must take care to neither overengineer (resulting in inefficient use of a firms resources) nor underengineer products (resulting in poor quality). 3. Quality in Service The most important dimensions of service quality:qTime qTimelines qCompletenessqCour

10、tesyqConsistencyqAccessibility and convenienceqAccuracyqResponsiveness4. ISO 9000 Series Standards oThe ISO 9000 series of quality management standards was developed by the ISO to set international requirements for quality management systems in 1979. oThe series contains four system standards of var

11、ying complexity and completeness and they are: ISO 9001, ISO 9002, ISO 9003 and ISO 9004. 5. Rules of Certification to QMS oCertification of a Quality Management System (QMS) to the generic ISO 9001:2000 standard can improve the ability to meet strategic objectives. The following rules should be obe

12、yed:Make sure you begin the process with the right attitude.Have a complete understanding of the concept set forth in the standard, and use the standard as a guide template to define your management system.5. Rules of Certification to QMSKnow what application and implications of the standard will me

13、an to your company.Use the standard as a tool for improvement.Have an understanding of the risks and processes that affect your organizations ability to realize its business strategy.Select your partner (certification body/ registrar) carefully. 6. Steps of Certification to QMS oObtain a standard oR

14、eview literature and software oAssemble a team and define your strategy oDetermine training needs oReview consultant options oDevelop a management systems manual oDevelop procedures oImplement your management system oConsider a pre-assessment oSelect a certification body/registrar 7. Statistic Quali

15、ty Control oQuality control involves making a series of planned measurements in order to determine if quality standards are being met. oQuality control activity may be required at times or in places where supervision and control personnel are not present. 8. Definition of Six Sigma Methodology oSix

16、Sigma stands for Six Standard Deviations from mean. Six Sigma methodology provides the techniques and tools to improve the capability and reduce the defects in any process. o Six Sigma uses a methodology known as DMAIC (Define opportunities, Measure performance, Analyze opportunity, Improve performa

17、nce, Control performance) 9. Key Elements of Six Sigma Methodology The key elements of Six Sigma are: oCustomer Satisfaction oDefining ProcessesoDefining Metrics and Measures for Processes oUsing and Understanding Data and Systems oSetting Goals for ImprovementoTeam Building and Involving Employees1

18、0. Six Sigma in Business Businesses in various industry segments such as Services industry (Example: Call Centers, Insurance, Financial/ Investment Services), E-commerce industry, Education can definitely use Six Sigma principles to achieve higher quality. 11. Six Sigma in Engineering oA Six Sigma E

19、ngineer develops efficient and cost effective processes to improve the quality and reduce the number of defects per million parts in a Manufacturing/Production environment. oSix Sigma Engineers determine and fine tune manufacturing process. 12. Quality Control Tools-ChecksheetsFigure 8.1 Checksheets

20、 12. Quality Control Tools- Pareto Chart Figure 8.2 Pareto Chart 12. Quality Control Tools- Flowchart Figure 8. 3 Plastic Tag Production Flowchart 12. Quality Control Tools-C/E DiagramFigure 8. 4 Cause and Effect Diagram for Edge Flaws 12. Quality Control Tools- Histograms Figure 8. 5 Histograms 12.

21、 Quality Control Tools- Scatter Diagram Figure 8. 6 Scatter Diagram 12. Quality Control Tools- Control ChartFigure 8. 7 Control Chart for Statistical Process Unit 2 Quality Management and Quality Cost o1. Definition of TQM o2. Principles of TQM o3. The Concept of Continuous Improvement by TQM o4. Tw

22、o Implementation Approaches of TQM o5. Definition and Contents of Quality Costs Unit 2 Quality Management and Quality Cost o6. Development of Quality Costso7. Dark Side of Quality Cost Analysis o8. Quality System Inspection Technique o9. QSIT Principles 1. Definition of TQM oTotal Quality Management

23、(TQM) is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives. oTQM is a method by which management and employees can become invo

24、lved in the continuous improvement of the production of goods and services. 2. Principles of TQM The key principles of TQM are as following: oManagement CommitmentoEmployee EmpowermentoFact Based Decision MakingoContinuous ImprovementoCustomer Focus 3. The Concept of Continuous Improvement by TQM oT

25、QM is mainly concerned with continuous improvement in all work, from high level strategic planning and decision-making, to detailed execution of work elements on the shop floor. oContinuous improvement must deal not only with improving results, but more importantly with improving capabilities to pro

26、duce better results in the future. 4. Two Implementation Approaches of TQM oA preliminary step in TQM implementation is to assess the organizations current reality. oAn organization should be basically healthy before beginning TQM. Traditional Management Approach Integrated Management Approach 5. De

27、finition and Contents of Quality Costs oQuality costs are the costs associated with preventing, finding, and correcting defective work. oOne of the key functions of a Quality Engineer is the reduction of the total cost of quality associated with a product. oQuality Cost is generally divided into:Cos

28、ts of Control (including Prevention costs and Appraisal costs) Costs of Failure of Control (including Internal defect costs and External defect costs). 6. Development of Quality Costs oIn the 1960s, IBM expanded the concept to fulfill its own needs and used the name Poor-Quality Cost (PQC). oDuring

29、the 1970s, IBMs Poor-Quality Cost system included Direct poor-quality cost and Indirect poor-quality cost.oIn 1994, lost-opportunity cost was added as a new element of indirect poor-quality cost. 7. Dark Side of Quality Cost Analysis oQuality Cost Analysis looks at the companys costs, not the custom

30、ers costs. The manufacturer and seller are definitely not the only people who suffer quality-related costs. The customer suffers quality-related costs too. oThe external failure costs are borne by customers, rather than by the company.oThe problem of cost-of-quality analysis is that it sets us up to

31、 underestimate our litigation and customer dissatisfaction risks. 8. Quality System Inspection TechniqueoThe Quality System Inspection Technique (QSIT) process encompasses three new approaches that are different from the traditional quality system inspection in recent years: The first is the concept

32、 of a top-down process. The second new approach is the concept of record sampling. The final new approach is the concept of pre-inspection record review. 9. QSIT Principles oQSIT is an inspection process based on the subsystems of the quality system. oThe QSIT approach reduced the time required for comprehensive inspections and appeared to focus the inspections on the key areas of company quality systems. oTwo aspects of QSIT distinguish it as a unique inspection process: the principles of management responsibility and of Corrective And Preventive Actions (CAPA). 作业作业10：o重点语句翻译（把下列语句翻译成中文,并对