TQM全面质量管理教程(英文版)

2023/5/26TQM全面质量管理教程(英文版)TotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorganizationsuppliers,customers,design,maintenanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosuccessTotalQualityManagementTQMwasadvancedbyW.EdwardsDeminginlate50's"ItoldtheJapanesethattheywouldcapturemarketswithinfiveyearstheworldover,thattheywouldtaketheirplacealongsideprosperousnations.Theyhavedoneit."QualityDefinitionsThetotalityoffeaturesandcharacteristicsofaproductorservicethatbearonitsabilitytosatisfystatedorimpliedneeds.-ASQGarvinadvanced5viewpoints;1.Transcendent 2.Product-Based3.User-Based 4.Manufacturing-Based5.Value-BasedCustomerDrivenQualityPerspectiveonquality-placementInternal/externalcustomersProductPlanningMarketsegmentstobeservedLevelofperformance/priceLevelofqualitycomesfromcustomerDonotcarewhyitisdefectiveCustomerDrivenQualityDimensionsofQualityPerformance-primaryopscharacteristicsAvailability,Reliability,Durability,MaintainabilityFeatures-secondarycharacteristicsWarranty-promiseofperformanceAesthetics-pleasingcharacteristicsPrice-indicatesvalueofproductExample-StereoAmplifierQualityStandards1.BaldrigeAward -onlyUSfirmscanapply2.DemingPrize -opentoallcompanies3.ISO9000

-QualityStandardsforEurope

ToolsofTQMQualityproblemsareuncoveredbyusingworkersandinspectorswhoconducttestsonproductsPeoplemustbetrainedonthevarioustoolsthatareavailableW.EdwardsDeming-PDCAcycle19PDCACycle(DemingWheel)1.Planachangeaimedatimprovement.1.Plan2.Executethechange.2.Do3.Studytheresults;diditwork?3.Check4.Institutionalizethechangeorabandonordoitagain.4.ActProcessFlowChartCustomerdropsoffcarMechanicmakesdiagnosisDiscussworkwithcustomerRepairAuthorizedVisibletocustomerNotvisibletocustomerRepairNotAuthorizedCustomerdepartswithcarPartsavailable?PerformWorkYNOrderPartsPassInspection?PerformCorrectedWorkNCompletedRepairNotifyCustomerCollectMoneyY17Cause&EffectDiagramDoesnotmeetspecsManMachineMaterialMethodIncorrectMeasurementBadCleanupBadRepairTemperatureControlJarsMislabeledDamagedProductNotMaintainedNotClear12ParetoAnalysis80%oftheproblemsmaybeattributedto20%ofthecauses.ColorFrequencyScratchPorosityChipOtherWineGlasses14HistogramFrequency0.41-0.500.51-0.600.61-0.700.71-0.800.81-0.90Machine02018ControlCharts9709809901000101010200123456789101112131415LCLUCLTQMinServiceIndustryMoredifficulttoapplytoservicefirmsPerceivedqualityisaffectedbyserviceandsurroundingsWorkerscontributemosttoperceivedqualityDeterminantsofServiceQuality1.Reliability2.Responsiveness3.Competence4.Courtesy5.Communication6.CredibilityConclusionsofStudy1.Quality=expectationsthataremet2.Qualityisdeterminedbyprocessandoutcome3.Twotypesofservice;normalandexceptionalCostofQuality1978-P.Crosbywrote“QualityisFree”QualityimprovementsyieldhigherprofitPreventionandimprovementnotinspectionCategoriesC