Quality management - lecture 5[1] 大学课件
合集下载
全面质量管理 PPT课件
五、实施TQM的意义
戴明的链式反应模式
成本降低 (返工少、错误少、 耽搁少、怠工少、 更好的利用了设备和材料）
改进质量
提高生产力
提供更多的 工作机会
生意发展
用优质低价 占领市场
TQM能改进质量
企业发展
五、实施TQM的意义
企业目标
TQM的作用：
为顾客提供优 质的商品和服务， 以获得繁荣和长 期的发展
二、TQM的发展历程
二战期间美国军部降落伞质量的故事
二、TQM的发展历程
质量管理思想进入美国企业。美国为了确保军需品质量的稳定，要求建立军需品生产质量控制方法。战后盟军司 令部鼓励军需品生产企业引入质量控制（QC），进而发展了和引入SQC统计质量控制。 日本科学家和工程师联合会（JUSE）为改变日本产品的质量创立了一个质量管理研究小组。他们意识到， 要生产出高质量的产品必须要有办公室人员、工厂工人、推销员、主管等人员的共同参与。 JUSE邀请美国人戴明博士和朱兰博士来日本讲述质量管理方法。美国人的说教被日本人改成适 合日本特色的社会背景和其它情况后，日本人就开始努力使得所有的劳动力都具有质量意识。
C
七、管理中的PDCA
PDCA循环管理的特点
PDCA循环工作程序的四个阶段，顺序进行，组成一个大圈。 任何提高质量和生产率的努力要想成功都离不开员工的参 与。
七、管理中的PDCA
每个部门、小组都有自己的PDCA循环， 并都成为企业大循环中的小循环
A C
P D A
P D
A C
P D
A C
P C D
1、顾客第一：从顾客角度发出的评价，作业人员在工作中为第一 原则； 2、质量第一：产品或服务的提供者，熟知质量并保持质量第一的 理念和心态 1. 管理循环：管理周期――PDCA 2. 重点导向：通过数据和事实查找问题的重点
Motivation- lecture 5[1] 大学课件
![Motivation- lecture 5[1] 大学课件](https://img.taocdn.com/s3/m/9f6644ed852458fb760b5653.png)
Criticism of Maslow’s model
Staff do not necessarily satisfy their needs Individual differences mean that people
place different values on the same needs Some rewards or outcomes at work
Two factors in relation to job satisfaction
◦ Maintenance factors (Hygiene factors) ◦ Growth factors
Herzberg’s two-factor theory
Maintenance factors (Hygiene factors)
satisfy more than one need Maslow viewed satisfaction as the main
motivational outcome of behaviour. But job satisfaction doe not lead to improvement work performance
◦ Salary ◦ Job security ◦ Working conditions ….
Growth factors
◦ Sense of achievement ◦ Recognition ◦ Personal growth and advancement …
Alderfer’s model (1972)
The Theory X
The average human being has an inherent dislike of work
质量体系管理讲座PPT课件
活动
输入、输出、关联作用、活动 过程的三方：顾客、自身（组织）、供方 一个过程的输入通常是其他过程的输出 内部：下工序、本工序、上工序
组织为了增值通常对过程进行策划并使其在受控条件下进行。 过程控制：使过程具有足够的能力，控制在必要的水平上。必
须迅速确定系统误差并消除它们的影响。
性材料的区分取决于其主导成份 例如：外供产品 “ 汽车 ” 是由硬件（如轮胎）、 流程性
材料（如燃料、冷却液）、 软件（如发动机控制软件、驾驶员 手册）和服务（如销售人员所做的操作说明）所组成。
产品还可以是不同类别的产品构成。 产品质量：实物质量、服务质量、工作质量
2020/3/2
9
3、过程： 一组将输入转化为输出的相互关联或相互作用的
（比如，工程质量是与安全、工期、成本合在一起的系统的最佳 选择）
其他产品实际上都可以与工程类似看待。
2020/3/2
6
质量的描述?
品种； 花色： 容量； 硬度； 大小； 舒适； 及时； 体贴； 价格； 材质；
• 重量； • 数量； • 包装； • 味道； • 口感； • 温度； • 式样； • 字体； • 高低； • 圆度；
2020/3/2
18
2020/3/2
19
全面质量管理（TQM）
质量管理：在质量方面指挥和控制组织的协调的活动 通常包括制定质量方针、质量目标、质量策划、质量控制、
质量保证和质量改进 全面质量管理：组织以质量为中心，以全员参与为基础，
目的在于通过顾客满意和其他相关方受益而达到长期成功 的管理途径
（1）不断提高的投资回报； （2）不断改进的经营结果。
组织
2020/有者 供方 社会 组织
输入、输出、关联作用、活动 过程的三方：顾客、自身（组织）、供方 一个过程的输入通常是其他过程的输出 内部：下工序、本工序、上工序
组织为了增值通常对过程进行策划并使其在受控条件下进行。 过程控制：使过程具有足够的能力，控制在必要的水平上。必
须迅速确定系统误差并消除它们的影响。
性材料的区分取决于其主导成份 例如：外供产品 “ 汽车 ” 是由硬件（如轮胎）、 流程性
材料（如燃料、冷却液）、 软件（如发动机控制软件、驾驶员 手册）和服务（如销售人员所做的操作说明）所组成。
产品还可以是不同类别的产品构成。 产品质量：实物质量、服务质量、工作质量
2020/3/2
9
3、过程： 一组将输入转化为输出的相互关联或相互作用的
（比如，工程质量是与安全、工期、成本合在一起的系统的最佳 选择）
其他产品实际上都可以与工程类似看待。
2020/3/2
6
质量的描述?
品种； 花色： 容量； 硬度； 大小； 舒适； 及时； 体贴； 价格； 材质；
• 重量； • 数量； • 包装； • 味道； • 口感； • 温度； • 式样； • 字体； • 高低； • 圆度；
2020/3/2
18
2020/3/2
19
全面质量管理（TQM）
质量管理：在质量方面指挥和控制组织的协调的活动 通常包括制定质量方针、质量目标、质量策划、质量控制、
质量保证和质量改进 全面质量管理：组织以质量为中心，以全员参与为基础，
目的在于通过顾客满意和其他相关方受益而达到长期成功 的管理途径
（1）不断提高的投资回报； （2）不断改进的经营结果。
组织
2020/有者 供方 社会 组织
Quality Management Presentation
Finance
Customers Markets Vendors Generate Demand Customer to Cash Produce to Plan Vendor to Payment
Realign the processes
Continuous Support
PROBE Structure: Breaking Down Processes
Angry
Absent
Presence of the Characteristic
Fulfilled
Business Process Maturity
Excellence
Competence
Understanding Awareness Innocence
The Journey to Excellence
• Availability
– Impulse or planned
– Impact of delay
What about „Internal Customers‟?
• Service and Support
– backup
What is Quality Management?
• Adopting a Continuous Improvement Culture:
• PROBE and the Future Business Process Model
• Quality and Quality Management
• PROBE and Quality Management
• Summary - Impact of PROBE • Summary - Key Messages
“Putting the Consumer and Customer at the Heart of our business”
质量管理第五章质量管理常用方法课件.ppt
下 午
上 午
下 午
上 午
下 午
上 午
下 午
上 午
下 午
上 午
上 午
上 午
月 日
月 日
月 日
月 日
月 日
月 日
日 期 工 人
Hale Waihona Puke 二、头脑风暴法 1.头脑风暴法的含义
也称畅谈法、集思法，在管理上创造一种自由畅想的氛围，制定一套规则，让人们能无限遐想，涌流出更多的创意来。
第一节
定性质量管理方法
第二节
定量质量管理方法
第三节
新七种质量管理方法
掌握检查表、头脑风暴法、因果图等质量管理的定性分析方法； 掌握排列图法、直方图法、散布图法等质量管理的定量分析方法； 理解并掌握新七种质量管理方法。
能够综合应用定性、定量质量管理方法解决企业质量问题。
亲和图的制作步骤
亲和图法的含义
一是确定主题
二是收集语言文字资料
三是制作语言资料卡片
四是汇合卡片，制作标题卡
五是绘制亲和图，并口头发表
六是撰写调查报告
二、关联图法
关联图法含义
也叫关系图法，是把问题与其主要因素之间的因果关系用箭头连接起来，用图加以标示，以找出关键问题与因素的方法。
无
调试运转交付
保证均衡生产
可修复
不可修复
更换调整工装刀具
试生产 确认质量
A0
A1
A2
A3
A4
Z
B1
C1
D1
D2
D3
无
未到位
五、矩阵图法
矩阵图法含义
是用矩阵的形式进行多维思考，从问题事项中，找出成对的因素群，分别排列成行和列，找出其间行与列的相关性或相关程度大小的一种方法。
全面质量管理培训英文课件
Cost
Panos Kouvelis Manufacturing Management
Quality
13
Olin School of Business Washington University
Quality and cost
• Unavoidable costs
• (Price of Conformance = POC) – Appraisal – Prevention
Manufacturing Management
2
Olin School of Business Washington University
Five definitions of quality
-Garvin
• Transcendent • Product-based • User-based • Manufacturing-based • Value-based
Time to process customer requests Automatic bill paying Variability of time to process requests Keeping pace with industry trends Resolution of errors Courtesy of teller Appearance of bank lobby Advice of friends, years in business
-Lawrence Abbot
Panos Kouvelis
Manufacturing Management
5
Olin School of Business Washington University
User-based
Panos Kouvelis Manufacturing Management
Quality
13
Olin School of Business Washington University
Quality and cost
• Unavoidable costs
• (Price of Conformance = POC) – Appraisal – Prevention
Manufacturing Management
2
Olin School of Business Washington University
Five definitions of quality
-Garvin
• Transcendent • Product-based • User-based • Manufacturing-based • Value-based
Time to process customer requests Automatic bill paying Variability of time to process requests Keeping pace with industry trends Resolution of errors Courtesy of teller Appearance of bank lobby Advice of friends, years in business
-Lawrence Abbot
Panos Kouvelis
Manufacturing Management
5
Olin School of Business Washington University
User-based
质量管理Quality培训讲座(ppt 54页)
Customers
Quality
质量业务流程
从文档
质量收集计划
企业质量数据库
行动和通知
质量分析工具
报表
在线查询
图表
定义收集要素 缺陷代码
定义收集计划 检验
定义规格说明 最大尺寸 < 1
总览
WIP PO
Automatically
Collect results
Directly
收集要素类型
属性 颜色
处置
蓝 黄 红 返工 报废 降级
变量 直径 温度
参考
任务 操作工序 批次
采购订单号 供应商
车间模块 采购模块
2.75 cm + .05 cm 98+ 2
预定义的部分收集要素
• 缺陷代码 • 处置代码 • 原因代码 • 严重性 • 征兆代码 • 参考信息
– 物料 – 工作任务 – 采购订单
质量管理Quality
课程目标
• 设置和使用质量模块 • 定义质量收集要素 • 定义规格说明 • 定义质量收集计划 • 收集质量数据 • 分析和报告质量结果
模块概述
质量模块是: • 集成的质量管理应用程序 • 用来管理制造和分销环节中的质量信息，并加强质量过
程的控制，以提高产品质量
企业的质量问题
互拆的行动规则
炉箱温度 = 191 自定义的规格说明极限 = 195- 205 规格说明的最大最小值 = 190- 210
如果温度超过最大最小值，
10
则 挂起任务
20
如果温度超过了用户定义的值， 则通知操作者
30
如果温度低于193， 发一个电子邮件给维护者
不排拆的行动规则
品质管理英文教材课件ch
Decision analysis techniques
Techniques such as decision trees, risk matrices, and cost benefit analysis can help organize evaluate different options and choose the most appropriate course of action based on facts and data
Improving customer satisfaction: Quality management helps to identify and address customer needs and expectations, leading to improved customer satisfaction
单击此处添加正文，文字是您思想的提一一二三四五六七八九一二三四五六七八九一二三四五六七八九文，单击此处添加正文，文字是您思想的提炼，为了最终呈现发布的良好效果单击此4*25}
Quality control is essential to ensure that products and services are consistent, reliable, and of high quality
It involves setting quality standards, monitoring compliance with those standards, and taking corrective action when necessary to ensure that the product or service meets the defined quality requirements
Techniques such as decision trees, risk matrices, and cost benefit analysis can help organize evaluate different options and choose the most appropriate course of action based on facts and data
Improving customer satisfaction: Quality management helps to identify and address customer needs and expectations, leading to improved customer satisfaction
单击此处添加正文，文字是您思想的提一一二三四五六七八九一二三四五六七八九一二三四五六七八九文，单击此处添加正文，文字是您思想的提炼，为了最终呈现发布的良好效果单击此4*25}
Quality control is essential to ensure that products and services are consistent, reliable, and of high quality
It involves setting quality standards, monitoring compliance with those standards, and taking corrective action when necessary to ensure that the product or service meets the defined quality requirements
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• A culture of sustained continuous improvement focusing on eliminating waste in all system and organization
The Key elements of TQM
Philosophy: waste reduction through continuous improvement
or ‘incremental change’ • On the believe that the individual
workers know more about their own jobs than anyone else (encourage employees to improve)
The approach of ‘Kaizen’
• Quality links directly with productivity (fewer defects, fewer resources)
• Higher quality maintains customer loyalty
The International Organization for Standardisation (ISO)
Look at way of saving time and reducing wastes
Kaizen as a culture
• It is a business strategy which involves everyone in an organisation
• To make improvement without largescale capital investments
Criticism about TQM
“ Total quality cannot be ‘managed’ in the
traditional, i.e. supervise and control, sense of the word because it involves factors such as commitment, purpose, vision and trust that are not amenable to mechanistic prescription. Quality can, and must be. Total quality, however, must be encouraged to evolve”
Analyse every part of a process down to the smallest details
See how every part of the process can be improved
Look at how employees actions can be imprgement
Quality Management
December 2010
Outlines
Organisational control and effectiveness Understand the concept of ‘quality’ Importance of quality control Total Quality Management (TQM) ‘Kaizen’
Definition of quality
Quality reflects features of a product or service that enable it to satisfy customers’ needs
The successful organisation should as a matter of policy be constantly seeking opportunities to improve the quality of its products and services
Thomas, B. (1995:185) The Human Dimension of Quality McGraw-Hill.
Criticism about TQM
“Clearly, ‘total quality management’ offers some
new ideas. Whether these ideas have proved successful is unclear … moreover, much depends upon how success is measured. Different measures can suggest different conclusions’”
Managing Quality in International Business
• Increasing importance of quality for international business
• A company has poor reputation for quality is unlike to succeed in international markets (e.g. Samsung and the LG Group have had some difficulties competing in EU)
Why control?
Any organisational activities need to be controlled
Control helps to achieve what is intended Control enables the organisation avoid
wasting effort and resources
“The successes, and many European cases, however, are emphatic evidence that total quality management delivers – you cannot argue with the results’”
Heller, R. (1997:239)In Search of European Excellence. HarperCollins Business.
• Require quality in all aspects of the company's operations
The concept of ‘Kaizen’
• Japanese - inspired management concept
• “improvement” in Japanese • Being interpreted as ‘gradual progress’
• When raw materials are received • During the process • When products finished
• Statistical quality control (e.g. six sigma) • Total Quality Management (TQM)
Quality Control Techniques
▪ Quality circles
• Small work group that meets periodically to discuss ways to improve the quality of the products
▪ Inspection (Scrutinizing the whole process)
Control and organisational performance
Organisational performance is the accumulated results of all the organisation’s work processes and activities
Effectiveness is a measure how well an activity contributes to achieving organisational goals
--- (Mullin, 2005: 964)
TQM
• The approach to improve performance (Deming, 1986)
• Japanese - inspired management concept
• “Do the right things, right the first time, every time”
Drummond, H. (2000:112) Introduction to Organisational Behaviour. Oxford: Oxford University Press.
However …
There many success stories which give evidence of its benefits and effectiveness
Quality and Control
The quality of products/service are keys to success and survival
Quality control: • The way used to manage quality • Checking and reviewing the products / services
• Refine an international set of quality guidelines • ISO 9000: 2000 (Quality certification) covers:
• Product testing/employee training/ record keeping/supplier relations/repair policy /procedures
The Key elements of TQM
Philosophy: waste reduction through continuous improvement
or ‘incremental change’ • On the believe that the individual
workers know more about their own jobs than anyone else (encourage employees to improve)
The approach of ‘Kaizen’
• Quality links directly with productivity (fewer defects, fewer resources)
• Higher quality maintains customer loyalty
The International Organization for Standardisation (ISO)
Look at way of saving time and reducing wastes
Kaizen as a culture
• It is a business strategy which involves everyone in an organisation
• To make improvement without largescale capital investments
Criticism about TQM
“ Total quality cannot be ‘managed’ in the
traditional, i.e. supervise and control, sense of the word because it involves factors such as commitment, purpose, vision and trust that are not amenable to mechanistic prescription. Quality can, and must be. Total quality, however, must be encouraged to evolve”
Analyse every part of a process down to the smallest details
See how every part of the process can be improved
Look at how employees actions can be imprgement
Quality Management
December 2010
Outlines
Organisational control and effectiveness Understand the concept of ‘quality’ Importance of quality control Total Quality Management (TQM) ‘Kaizen’
Definition of quality
Quality reflects features of a product or service that enable it to satisfy customers’ needs
The successful organisation should as a matter of policy be constantly seeking opportunities to improve the quality of its products and services
Thomas, B. (1995:185) The Human Dimension of Quality McGraw-Hill.
Criticism about TQM
“Clearly, ‘total quality management’ offers some
new ideas. Whether these ideas have proved successful is unclear … moreover, much depends upon how success is measured. Different measures can suggest different conclusions’”
Managing Quality in International Business
• Increasing importance of quality for international business
• A company has poor reputation for quality is unlike to succeed in international markets (e.g. Samsung and the LG Group have had some difficulties competing in EU)
Why control?
Any organisational activities need to be controlled
Control helps to achieve what is intended Control enables the organisation avoid
wasting effort and resources
“The successes, and many European cases, however, are emphatic evidence that total quality management delivers – you cannot argue with the results’”
Heller, R. (1997:239)In Search of European Excellence. HarperCollins Business.
• Require quality in all aspects of the company's operations
The concept of ‘Kaizen’
• Japanese - inspired management concept
• “improvement” in Japanese • Being interpreted as ‘gradual progress’
• When raw materials are received • During the process • When products finished
• Statistical quality control (e.g. six sigma) • Total Quality Management (TQM)
Quality Control Techniques
▪ Quality circles
• Small work group that meets periodically to discuss ways to improve the quality of the products
▪ Inspection (Scrutinizing the whole process)
Control and organisational performance
Organisational performance is the accumulated results of all the organisation’s work processes and activities
Effectiveness is a measure how well an activity contributes to achieving organisational goals
--- (Mullin, 2005: 964)
TQM
• The approach to improve performance (Deming, 1986)
• Japanese - inspired management concept
• “Do the right things, right the first time, every time”
Drummond, H. (2000:112) Introduction to Organisational Behaviour. Oxford: Oxford University Press.
However …
There many success stories which give evidence of its benefits and effectiveness
Quality and Control
The quality of products/service are keys to success and survival
Quality control: • The way used to manage quality • Checking and reviewing the products / services
• Refine an international set of quality guidelines • ISO 9000: 2000 (Quality certification) covers:
• Product testing/employee training/ record keeping/supplier relations/repair policy /procedures