全面质量管理培训英文

全面质量管理培训英文PrincipalobjectivesofthelectureWhatisquality?Theeconomicsofquality:Whatistherelationshipof:QualityandCostQualityandProductivityQualityandProfitabilityWhatistotalqualitymanagement?第二页，共46页。WhatisQuality?第三页，共46页。Fivedefinitionsofquality

-GarvinTranscendentProduct-basedUser-basedManufacturing-basedValue-based第四页，共46页。Transcendent“Qualityisneithermindnormatter,butathirdentityindependentofthetwo…Eventhoughqualitycannotbedefined,youknowwhatitis.” -RobertM.Pirsig第五页，共46页。Product-based“Differencesinqualityamounttodifferencesinthequantityofsomedesiredingredientorattribute.” -LawrenceAbbot第六页，共46页。User-based“Qualityisfitnessforuse.” -JosephM.Juran第七页，共46页。Manufacturing-based“Qualityisthedegreetowhichaspecificproductconformstoadesignorspecification.” -HaroldL.Gilmore“Qualityisproductuniformityaroundthetarget.” -GenichiTaguchi第八页，共46页。Value-based“Qualityisthedegreeofexcellenceatanacceptablepriceandthecontrolofvariabilityatanacceptablecost.” -RobertA.Broh第九页，共46页。DimensionsofqualityPerformance(primaryproductcharacteristics)Features(“bellsandwhistles”)Reliability(frequencyoffieldfailures)Conformance(matchwithspecifications)Durability(productlife)Serviceability(speed,courtesy,orcompetenceofrepair)Aesthetics(“fitsandfinishes”)Perceivedquality(reputationandintangibles)第十页，共46页。DimensionProductExample:ServiceExample:

StereoAmplifierCheckingAccountatBankPerformance Signal-to-noiseratio,power TimetoprocesscustomerrequestsFeatures Remotecontrol AutomaticbillpayingReliability Meantime-tofailure VariabilityoftimetoprocessrequestsDurability Usefullife(withrepair) KeepingpacewithindustrytrendsServiceability Easeofrepair Resolutionoferrors

Courtesyofdealer CourtesyoftellerEsthetics Oak-finishedcabinet AppearanceofbanklobbyReputation ConsumerReportsranking Adviceoffriends,yearsinbusinessSource:ModifiedfromPaulE.Plsek,“DefiningQualityattheMarketing/DevelopmentInterface.”QualityProgress,June1987,pp.28-36.第十一页，共46页。QualitySpecificationsDesignqualityinherentvalueoftheproductorserviceinthemarketplaceConformancequalitydegreetowhichtheproductorservicedesignspecificationsaremetDesignQualityConformanceQualityFitnessofUseFitnessofusedegreetowhichthefinalproductorservicemeetsthecustomer’sobjectives第十二页，共46页。EconomicsofQualityQualityCostProductivityProfitability第十三页，共46页。Traditionalcost/qualitytradeoffCostQuality第十四页，共46页。QualityandcostUnavoidablecosts(PriceofConformance=POC)AppraisalPreventionAvoidablecosts(PriceofNonconformance=PONC)InternalfailureExternalfailure第十五页，共46页。AppraisalcostsTestandinspectionmaterialsandservicesWagesofinspectionpersonnelProductqualityauditsMaintenanceoftestequipmentCustomersatisfactionauditsSupplierappraisalsEmployeesurveysMysteryshopperprogram第十六页，共46页。PreventioncostsQualityplanningProcesscontrolEducationandtrainingPreventivemaintenanceSuppliertraining/certificationFailureanalysisCustomerrelationshipmanagementQualitysystemsdevelopment第十七页，共46页。InternalfailurecostsScrapReworkDowntime/overtimeDowngrading/dispositionAnalysisofscrap/reworkAccidents/injuriesEmployeeturnoverLossofmoraleHandlinggrievances第十八页，共46页。ExternalfailurecostsComplaintsprocessingWarrantyProductrecallProductliabilityFieldserviceRepairAdministrativecosts第十九页，共46页。PONCestimatesCOMPANY YEARPONCaspercentageofsalesIBM 1980 15-40Motorola 1986 13Heinz 1989 ($350-400Million)Motorola 1989 8($800Million)第二十页，共46页。GeneralelectricestimatesSTAGE

CostperdefectperproductSupplierinspectioncost $0.003Incominginspectioncost $0.03Fabricationinspectioncost $0.30Subproducttestcost $3.00Finalproducttestcost $30.00Productservicecost $300.00第二十一页，共46页。TraditionalprocessesCostConformanceQuality0%100%TotalcostPONCPOC第二十二页，共46页。EmergingprocessesCostConformanceQuality0%100%TotalcostPONCPOC第二十三页，共46页。Qualityandproductivity

Productivity= Output InputCommonroots:DesignformanufacturabilitySimplicityImprovedequipmentBettermaintenanceLessdowntimeWorkermotivation第二十四页，共46页。QualityandprofitabilityProfit=Revenue-Cost

=(Price)(Sales)-Cost第二十五页，共46页。Qualityandprofitability1)MarketGainsHigherQuality-GarvinImprovedReputationHigherMarketShareExperience-basedeconomiesHigherPricesHigherProfits第二十六页，共46页。QualityandProfitability(cont.)2)CostHigherQualityLowerperunitCost第二十七页，共46页。Whatistotalqualitymanagement?第二十八页，共46页。ThetotalqualitymanagementtriangleBedrockprinciplesManagerialmethodsImprovementtoolsTQM第二十九页，共46页。BedrockprinciplesCustomerfocusContinuousimprovementTotalemployeeinvolvement第三十页，共46页。Customerfocus“Acustomeristhemostimportantpersonevenintheoffice…inpersonorbymail.Acustomerisnotaninterruptionofourwork…heisthepurposeofit.” -L.L.Bean第三十一页，共46页。CustomerfocusKnowthycustomersWhotheyareWhattheirrequirementsareOnlythecustomercandefinecustomersatisfactionQualityiswhatthecustomersaysitis!Organizationalself-assessment第三十二页，共46页。ContinuousimprovementContinuousimprovementofallprocesses-foreverRESULT……..

ProcessProcess:Thewayeveryonethinks,behaves,andactseveryday第三十三页，共46页。ThequalityinclineA(ACT)P(PLAN)C(CHECK)D(DO)QUALITY第三十四页，共46页。TotalemployeeinvolvementInsideeveryindividualisinfinitecreativepotentialInvolvementisgettingpeople’sideas,andrespectingthoseideasManagementhastoaskforideasLetthemmaketheirworkplacebetterforthemselves第三十五页，共46页。Totalemployeeinvolvement(cont.)InaserviceorganizationcustomerrelationsareareflectionofemployeerelationsQualityisastateofmindNootherresourceimproveswithage第三十六页，共46页。TotalemployeeinvolvementTQMisnotaspectatorsportIhearandIforgetIseeandIrememberIdoandIunderstand第三十七页，共46页。ManagerialmethodsGovernanceOrganizationDecisionmaking第三十八页，共46页。Managerialmethods“Thepeopleworkinasystem.Thejobofthemanageristoworkonthesystemtoimproveit,constantly,withtheirhelp.” -MyronTribusManagementbyfactPreventionbasedProcess-oriented第三十九页，共46页。ManagerialmethodsPushPowerUpCustomersFrontlineemployeesSupportunitsManagers第四十页，共46页。ManagerialmethodsMachoManagerBenevolentManagerParticipativeManagerTQMLeaderManagerDotoDoforDowithFacilitateEnable第四十一页，共46页。Process-orientedmanagementRESULT……..DisciplineTimemanagementPersonaldevelopmentParticipationMoraleCommunicationTeamworkPEOPLEPerformanceCheckwiththeresult,notbytheresult第四十二页，共46页。Relationshipmanagement“Thecustomerusuallydoesn’tknowwhathe’sgettinguntilhedoesn’t.” -TedLevittSellingMarketingRelationshipmanagementProviderProviderCustomerCustom