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1、GOM3Quality ManagementTQM WheelCustomer satisfactionDefinitions of QualityTranscendent 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: conforman
2、ce to specificationsPlanPlanDoDoCheckCheckActActDemingDeming WheelWheelCosts 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 administra
3、tion and systems planningCosts 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 testingCosts of Quality ( 3 of 4)Internal Failure costs directly rel
4、ated 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 se
5、rvice in the field Examples: Complaints and loss of customer good will Warranty costs Field maintenance and product service Replacement inventories Strained distributor relationsCost of detection (dollars)Process Final testing Customer When defect is detectedCosts of Detecting DefectsCosts of Detect
6、ing DefectsCosts of Detecting DefectsCosts of Detecting DefectsCost of detection (dollars)Process Final testing Customer When defect is detectedTools for Quality Improvement Example: Wellington Fiber Board Co.ChecklistsChecklistsHeadliner DefectsDefect typeTallyTotalA. Tears in fabric/4B. Discolored
7、 fabric/3C. Broken fiber board/ / / / / / / /36D. Ragged edges/ /7Total50Tools for Quality Improvement Example: Wellington Fiber Board Co. Pareto ChartPareto ChartNumber of defects10080604020050403020100Cumulative percentageDefect typeCDABTools for Quality Improvement Example: Wellington Fiber Board
8、 Co.Cause-and-Effect DiagramCause-and-Effect DiagramOut of specificationNot availableTrainingAbsenteeismCommunicationHumiditySchedule changesMachine maintenanceMachine speedWrong setupBroken fiber boardProcessPeopleOtherMaterialsTools for Quality Improvement Example: Wellington Fiber Board Co. Bar C
9、hartBar Chart20151050Number of defectsFirstSecondThird Shift15Scatter Diagram0246810120102030Hours of TrainingDefects18Control Charts970980990100010101020012345678910 11 12 13 14 15LCLUCL10Continuous Improvement (CI)Managements view of performance standards of the organizationperformance level of th
10、e firm as something to be “continuously challenged and incrementally upgraded.“The way management views the contribution and role of its workforcebelieve employee involvement and team efforts are the key to improvement 20BenchmarkinglIdentify those processes needing improvement. l2. Identify a firm
11、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 dataISOISO 9000900041.0 Leadership (120 points) 2.0 Strategic Planning (85 points) 3.0 Customer and Market Focus (85 point
12、s) 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 24ISO 9000 Series of standards agreed upon by the International Organization
13、 for Standardization (ISO)Adopted in 1987More than 100 countriesA prerequisite for global competition?ISO 9000 directs you to “document what you do and then do as you documented.“ 25ISO 9000 Series9001Model for Quality Assurance in Design, Production Installation, and Servicing. 9002Model for Qualit
14、y Assurance in Production and Installation 9003Model for Quality Assurance in Final Inspection Test 27Three Forms of Certification1. 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 st
15、andards 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%过去标准36680793.32%减少约5倍现在标准4621099.38%减少约11倍523399.9767%减少约26倍最新标准63.499.99966%减少约68倍工序能力每百万件可能产生的不良产品与PPM及FPY之间的关系质量管理的发展-6西格玛西格玛模式的要素 以客户满意和创造客户价值为中心 建立在数据和事实基础上的管理方法 以流成为重 主动管理 无界限合作 追求完美，容忍失败 实施6西格玛模式的利益 降低总消耗 提高产品质量和可靠性 缩短生产周期 减少设计变更
