2023/7/30TQM全面質(zhì)量管理教程(英文版)2023/7/23TQM全面質(zhì)量管理教程(英文版)1TotalQualityManagementQualityhasbecomeahighpriorityissueQualityimpactstheentireorganizationsuppliers,customers,design,maintenanceToday’scustomeriswellinformed-journals,newsQuality-basedmanagementphilosophy-keytosuccessTotalQualityManagementQualit2TotalQualityManagementTQMwasadvancedbyW.EdwardsDeminginlate50's"ItoldtheJapanesethattheywouldcapturemarketswithinfiveyearstheworldover,thattheywouldtaketheirplacealongsideprosperousnations.Theyhavedoneit."TotalQualityManagementTQMwa3QualityDefinitionsThetotalityoffeaturesandcharacteristicsofaproductorservicethatbearonitsabilitytosatisfystatedorimpliedneeds.-ASQGarvinadvanced5viewpoints;1.Transcendent 2.Product-Based3.User-Based 4.Manufacturing-Based5.Value-BasedQualityDefinitionsThetotalit4CustomerDrivenQualityPerspectiveonquality-placementInternal/externalcustomersProductPlanningMarketsegmentstobeservedLevelofperformance/priceLevelofqualitycomesfromcustomerDonotcarewhyitisdefectiveCustomerDrivenQualityPerspec5CustomerDrivenQualityCustomerDrivenQuality6DimensionsofQualityPerformance-primaryopscharacteristicsAvailability,Reliability,Durability,MaintainabilityFeatures-secondarycharacteristicsWarranty-promiseofperformanceAesthetics-pleasingcharacteristicsPrice-indicatesvalueofproductExample-StereoAmplifierDimensionsofQualityPerforman7QualityStandards1.BaldrigeAward -onlyUSfirmscanapply2.DemingPrize -opentoallcompanies3.ISO9000

-QualityStandardsforEurope

QualityStandards1.BaldrigeA8ToolsofTQMQualityproblemsareuncoveredbyusingworkersandinspectorswhoconducttestsonproductsPeoplemustbetrainedonthevarioustoolsthatareavailableW.EdwardsDeming-PDCAcycleToolsofTQMQualityproblemsa919PDCACycle(DemingWheel)1.Planachangeaimedatimprovement.1.Plan2.Executethechange.2.Do3.Studytheresults;diditwork?3.Check4.Institutionalizethechangeorabandonordoitagain.4.Act19PDCACycle(DemingWheel)110ProcessFlowChartCustomerdropsoffcarMechanicmakesdiagnosisDiscussworkwithcustomerRepairAuthorizedVisibletocustomerNotvisibletocustomerRepairNotAuthorizedCustomerdepartswithcarPartsavailable?PerformWorkYNOrderPartsPassInspection?PerformCorrectedWorkNCompletedRepairNotifyCustomerCollectMoneyYProcessFlowChartCustomerdro1117Cause&EffectDiagramDoesnotmeetspecsManMachineMaterialMethodIncorrectMeasurementBadCleanupBadRepairTemperatureControlJarsMislabeledDamagedProductNotMaintainedNotClear17Cause&EffectDiagramDoesn1212ParetoAnalysis80%oftheproblemsmaybeattributedto20%ofthecauses.ColorFrequencyScratchPorosityChipOtherWineGlasses12ParetoAnalysis80%ofthepr1314HistogramFrequency0.41-0.500.51-0.600.61-0.700.71-0.800.81-0.90Machine02014HistogramFrequency0.41-0.51418ControlCharts9709809901000101010200123456789101112131415LCLUCL18ControlCharts9709809901000115TQMinServiceIndustryMoredifficulttoapplytoservicefirmsPerceivedqualityisaffectedbyserviceandsurroundingsWorkerscontributemosttoperceivedqualityTQMinServiceIndustryMored16DeterminantsofServiceQuality1.Reliability2.Responsiveness3.Competence4.Courtesy5.Communication6.CredibilityDeterminantsofServiceQualit17ConclusionsofStudy1.Quality=expectationsthataremet2.Qualityisdeterminedbyprocessandoutcome3.Twotypesofservice;normalandexceptionalConclusionsofStudy1.Quality18CostofQuality1978-P.Crosbywrote“QualityisFree”QualityimprovementsyieldhigherprofitPreventionandimprovementnotinspectionCategoriesCostofFailureCostofControlling