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1、The cases of bad qualityRecall of Ford Explorer because of Firestone tireToshiba laptops case of compensation Mitsubishis Pajero GM: Malibus back colliding Early Failures of Technical Systems - a Competitive RiskList of failures in 2001 Australia: Failure of suspension system in lap 26Brasilia: Clut
2、ch failure in lap 1Spain: Engine failure in the last lapAustria:Starting problemsMonaco: Engine failure in lap 17Early failures is extremely bad for the image and the competitiveness of a product or company.Engine failure of the McLaren-Mercedes at the Grand Prix of Spain in the last racing lapBudge
3、t in 2001: about 500 million DMFrance: Starting problemsGermany: Engine failure in lap 12Warranty Costs in the Automotive Industry. are equivalent to the complete budget of Research and Development.Warranty costs in 2000 .Warranty / Fair dealing Costs(estimated) in billion DM3,4 billion DMabout 1 bi
4、llion DM00,511,522,533,519982000Source: Financial Times Deutschland5 million missed sales and corresponding profits1 million Cost for eliminationof defects1 million Warranty costsbut . amount to just (!) 70% of the yield.(Without proceeds from alienation of company units)Reasons for Recalls of CarsS
5、ource: TV AutomotiveRecalls of cars in Germany since 1996Audi recalled 500 000 cars in 1999.The reason was a faulty track rod.The costs for this recall are not yet known.Consequences of Bad Quality: RecallsOther cases of recall:MitzubishiFirestoneQuality & Government law1996.1.3 质量振兴纲要，新华社，北京1991.5.
6、7 中华人民共和国产品质量认证管理条例1992.1.30 中华人民共和国产品质量认证管理条例实施办法1992.1.30 产品质量认证委员会管理办法1992.1.30 产品质量检验机构管理办法1992.2.10 质量体系审核员和认证实验室评审员国家注册管理办法1995.3.18 产品质量认证书和认证标志管理办法 USAautomobile recall system world wideautomobile emission standard: Europe I, IIEvaluation of organizations qualityUS: Malcolm Baldrige National
7、 Quality Prize（1987）European Quality Prize（1992）Japan: Deming Quality Prize国家质量奖Malcolm Baldrige Prize:Leader：100 points,Information and analysis：60 points,Quality strategy planning：90 points, International Benchmarking,Human resource：150 points, total employee involvement,Quality assurance of produ
8、ct and service:150 points, TQC in each processQuality evaluation: 150 points, independent evaluation by customer and competitorsCustomers satisfaction: 300 points What is qualityQuality: Products in conformance to spec.Quality: ProfitQuality (J.M.Juran): Fitness for purposeQuality: customers satisfa
9、ction/VariationQuality (Taguchi): loss to the society by using and maintaining the product (ISO8402): the characteristic or sum of them which makes of the capability of entity to meet the articulated or implied needs. The concept is extending to activity、process、organization and personal or the comp
10、ounds of the above, not limited to products and services. Quality is closely related to the 4 concept: customer, process, product and service.Customer: accepter of suppliers products or services. direct customer, mid-customer, final customer, internal customer, external customerProcess: a group of i
11、nteracted resources and activities which transfer the inputs into outputs. such as manufacturing process or service process.Product: the results of a process Hardware, software, service, flowing materials Expected, unexpected (by-product) Service: results of the activities between customer and suppl
12、ier in order to meet the customers requirements.Customer, process, product, and serviceThe way to obtain quality-Quality management, Quality assurance and quality control QM: the part of the whole management functions of an organization, which decide the quality policy, quality objectives and ensure
13、 their execution and all the related activities.Quality assurance: the necessary plans and systematic activities to supply sufficient confidence for a product or service to meet the requirements or specifications.Quality control: all the work technology, process, procedure and activities used to mee
14、t quality requirements.QM, QA and QCOrganizationQMProduct or ServiceQAProcessQC Evolution of QM concept1990 ISO 9000 1980Strategic QM-David Garvin1972 QFD-Quality Function Deployment） 1968 CWQC-Company Wide , Quality Control)-(Ishikawa)1962Quality Cycle-PDCA PDCA -Plan, Do, Check, Action (Deming)195
15、8Loss Function-Taguchi1957Reliability engineering-US Defense Ministry1956 TQC-Total Quality Control, A. V. Feigenbaum1954Dr. Juran to Japan1951Cost of Quality-Joseph Juran1950 Deming to Japan1930 Acceptance sampling, Dodge, in Bell Lab.SQC-Statistical Quality control, W. A. Shewhart in Bell Lab.1922
16、Quality inspection-G. S. RedfordInspectionsSPCTQMMore detailed quality history质量方法发展的历史.doc19501960197019801990时间n最终检验n减少公差来改进质量n产品为导向n对设计和生产过程进行控制n通过预防来改进质量n过程为导向n集中在技术过程n专家的任务n高层管理者的承诺 n员工的参与n全企业、全过程n产品全寿命周期n顾客导向质量控制质量控制质量保证质量保证全面质量管理全面质量管理20001、许多企业，包括国际大企业的质量改进努力没有取得相应的回报；2、许多企业，甚至包括Sony这样的跨国企业，
17、也在不断地出现质量问题。结果不尽如人意对“质量是满足顾客需求”这一观念没有真正的理解；所以不清楚如何将顾客需求考虑进产品中去；没有将质量活动与企业的商业目标统一起来，认为质量与成本是一对矛盾；成本的压力导致企业缺少内部质量提升驱动力；产品寿命周期的缩短使得产品开发和设计的时间缩短，对质量的因素考虑减少；产品的复杂化使得系统质量更难保证；全球采购使得设计质量、采购产品的质量更难保证；在实际应用中对质量管理工具的理解不够；对如何获得质量的关键尚不清楚：如检验和控制的关系没有对生产过程进行细致和深入的分析原因是什么？如何来提升质量1/搞清什么是质量？2/谁是你的顾客？3/你的顾客关心产品的那些质量（
18、顾客需求，外部质量）？ 你所关心的质量是什么？（内部质量，企业质 量，产品质量特性） 内部质量和外部质量如何统一 ？4/如何在初始阶段将顾客需求设计到产品中去？5/如何让顾客能感知到你产品的质量？ 6/产品生产阶段的质量控制：过程设计，过程控制 质量管理和质量控制工具7/采购和供应链的质量控制8/质量的持续改善和服务Precisely define your quality- a key step to start quality managementExample：Benchmarking the domestic airline quality with foreign ones. Exercise: Choose a product, and list your expectation of Its quality from a customers point of view.
