工业工程专业英语Chapter8QualityManagementppt课件

1、Chapter 8 Quality Management Unit 1 Quality Standards and Quality Control Unit 2 Quality Management and Quality Cost .方案学时：4学时教学内容：4学时，精读，逐句翻译，掌握专业词汇Unit 1 Quality Standards and Quality Control (2学时)Unit 2 Quality Management and Quality Cost (2学时).教学要求：了解质量的概念，以及全面质量管理的相关内容。本章共一次作业作业10.本章专业词汇opportu

2、nity：缺陷时机transaction:业务、买卖metrics：度量规范、规律instructor：讲师、教练incentive：鼓励affiliate：隶属于literacy：读写才干checksheet：检查表pareto chart：陈列图plot:以图的方式表示histogram：直方图dispersion：分散性scatter diagram：分布图observe value：察看值cause and effect diagram：因果图fish bone diagram：鱼骨图specs：规范、规格morale：士气、纪律 reliability:可靠性 maintainabi

3、lity：可维护性fitness for use：适用性customer satisfaction：顾客称心specification：规范tolerance：允许偏向monetary：货币的、金融的quality of design：设计质量quality of conformance：符合性质量overengineer：高于工程要求的underengineer：低于工程要求的gauge：计量器technical committee：技术委员会international accreditation forum：国际认证论坛certification：认证registrar:注册人员audit

4、：审计trivial：琐碎的template：模型workshop:车间、研讨会seminar:研讨班demonstrate：示范、阐明preliminary：预备的、初级的reproach：指摘、谴责forcible：强迫的、有压服力的statistic：统计的six sigma methodology: 6法standard deviation：规范偏向division：部门、分配、分开.Unit 1 Quality Standards and Quality Control 1. Definitions of Quality 2. Quality in Manufacturing 3.

5、Quality in Service 4. ISO 9000 Series Standards 5. Rules of Certification to QMS6. Steps of Certification to QMS .Unit 1 Quality Standards and Quality Control 7. Statistic Quality Control 8. Definition of Six Sigma Methodology 9. Key Elements of Six Sigma Methodology 10. Six Sigma in Business 11. Si

6、x Sigma in Engineering 12. Quality Control Tools .1. Definitions of Quality The formal definition of quality, standardized by the American National Standards Institute (ANSI) and the American Society for Quality Control (ASQC) in 1978 is the totality of features and characteristics of a product or s

7、ervice that bears on its ability to satisfy given needs. Complete quality includes the 2 aspects: Fitness for use and conformance to specifications. .2. Quality in Manufacturing In manufacturing, quality is an important component of all functions. Product designers must take care to neither overengi

8、neer (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:Time Timelines CompletenessCourtesyConsistencyAccessibility and convenienceAccuracyResponsiveness.4. ISO 9000 Serie

9、s Standards The ISO 9000 series of quality management standards was developed by the ISO to set international requirements for quality management systems in 1979. The series contains four system standards of varying complexity and completeness and they are: ISO 9001, ISO 9002, ISO 9003 and ISO 9004.

10、 .5. Rules of Certification to QMS Certification 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 obeyed:Make sure you begin the process with the right attitude.Have a complete understanding

11、 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 mean to your company.Use the standard as a tool for improvement.Have an understanding of th

12、e 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 Obtain a standard Review literature and software Assemble a team and define your strategy Determine training

13、needs Review consultant options Develop a management systems manual Develop procedures Implement your management system Consider a pre-assessment Select a certification body/registrar .7. Statistic Quality Control Quality control involves making a series of planned measurements in order to determine

14、 if quality standards are being met. Quality control activity may be required at times or in places where supervision and control personnel are not present. .8. Definition of Six Sigma Methodology Six Sigma stands for Six Standard Deviations from mean. Six Sigma methodology provides the techniques a

15、nd tools to improve the capability and reduce the defects in any process. Six Sigma uses a methodology known as DMAIC (Define opportunities, Measure performance, Analyze opportunity, Improve performance, Control performance) .9. Key Elements of Six Sigma Methodology The key elements of Six Sigma are

16、: Customer Satisfaction Defining ProcessesDefining Metrics and Measures for Processes Using and Understanding Data and Systems Setting Goals for ImprovementTeam Building and Involving Employees.10. Six Sigma in Business Businesses in various industry segments such as Services industry (Example: Call

17、 Centers, Insurance, Financial/ Investment Services), E-commerce industry, Education can definitely use Six Sigma principles to achieve higher quality. .11. Six Sigma in Engineering A Six Sigma Engineer develops efficient and cost effective processes to improve the quality and reduce the number of d

18、efects per million parts in a Manufacturing/Production environment. Six Sigma Engineersdetermine and fine tunemanufacturing process. .12. Quality Control Tools-ChecksheetsFigure 8.1 Checksheets .12. Quality Control Tools- Pareto Chart Figure 8.2 Pareto Chart .12. Quality Control Tools- Flowchart Fig

19、ure 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. Quality Control Tools- Scatter Diagram Figure 8. 6 Scatter Diagram .12. Quality Control Tools- Contro

20、l ChartFigure 8. 7 Control Chart for Statistical Process .Unit 2 Quality Management and Quality Cost 1. Definition of TQM 2. Principles of TQM 3. The Concept of Continuous Improvement by TQM 4. Two Implementation Approaches of TQM 5. Definition and Contents of Quality Costs .Unit 2 Quality Managemen

21、t and Quality Cost 6. Development of Quality Costs7. Dark Side of Quality Cost Analysis 8. Quality System Inspection Technique 9. QSIT Principles .1. Definition of TQM Total Quality Management(TQM) is a management philosophy that seeks to integrate all organizational functions (marketing, finance, d

22、esign, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives. TQM is a method by which management and employees can become involved in the continuous improvement of the production of goods and services. .2. Principles of TQM The key pri

23、nciples of TQM are as following: Management CommitmentEmployee EmpowermentFact Based Decision MakingContinuous ImprovementCustomer Focus .3. The Concept of Continuous Improvement by TQM TQM is mainly concerned with continuous improvement in all work, from high level strategic planning and decision-m

24、aking, to detailed execution of work elements on the shop floor. Continuous improvement must deal not only with improving results, but more importantly with improving capabilities to produce better results in the future. .4. Two Implementation Approaches of TQM A preliminary step in TQM implementati

25、on is to assess the organizations current reality. An organization should be basically healthy before beginning TQM. Traditional Management Approach Integrated Management Approach .5. Definition and Contents of Quality Costs Quality costs are the costs associated with preventing, finding, and correc

26、ting defective work. One of the key functions of a Quality Engineer is the reduction of the total cost of quality associated with a product. Quality Cost is generally divided into:Costs of Control (including Prevention costs and Appraisal costs) Costs of Failure of Control (including Internal defect

27、 costs and External defect costs). .6. Development of Quality Costs In the 1960s, IBM expanded the concept to fulfill its own needs and used the name Poor-Quality Cost (PQC). During the 1970s, IBMs Poor-Quality Cost system included Direct poor-quality cost and Indirect poor-quality cost.In 1994, los

28、t-opportunity cost was added as a new element of indirect poor-quality cost. .7. Dark Side of Quality Cost Analysis Quality Cost Analysis looks at the companys costs, not the customers costs. The manufacturer and seller are definitely not the only people who suffer quality-related costs. The custome

29、r suffers quality-related costs too. The external failure costs are borne by customers, rather than by the company.The problem of cost-of-quality analysis is that it sets us up to underestimate our litigation and customer dissatisfaction risks. .8. Quality System Inspection TechniqueThe Quality Syst

30、em 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 of a top-down process. The second new approach is the concept of record sampling. The final new approach is the concept

31、of pre-inspection record review. .9. QSIT Principles QSIT is an inspection process based on the subsystems of the quality system. The QSIT approach reduced the time required for comprehensive inspections and appeared to focus the inspections on the key areas of company quality systems. Two aspects of QSIT distinguish it as a unique inspection process: the principles of management responsibility and of Corrective And Preventive Actions (CAPA). .作业10：重点语句翻译把以下语句翻译成中文,并对红色字体部分详细解释American National St