1、,Chapter 1 Introduction to Quality,Modern Importance of Quality,“The first job we have is to turn out quality merchandise that consumers will buy and keep on buying. If we produce it efficiently and economically, we will earn a profit, in which you will share.” - William Cooper Procter,Modern Import

2、ance of Quality,“生產(chǎn)處消費者樂意購買并且愿意持續(xù)購買的質(zhì)量過硬的商品是我們的首要工作。如果我們能夠經(jīng)濟有效地制造這樣的商品，我們就將贏得利潤，你們就能夠分享這些利潤?！?-威廉 庫珀普羅克特 Nov. 1887 生產(chǎn)率、成本、質(zhì)量,另一個例子：Ford,Quality Assurance .is any action directed toward providing customers with goods and services of appropriate quality. 將質(zhì)量融入組織的產(chǎn)品和服務(wù)中，尤其是融入組織自身的基礎(chǔ)架構(gòu)中，這并非易事。,質(zhì)量的歷史和重要性

3、,手工藝人時代 兩次“世界大戰(zhàn)”前后 美國的“質(zhì)量革命” 早期的成功 從產(chǎn)品質(zhì)量到卓越績效 當(dāng)前和未來的挑戰(zhàn),Definitions of Quality,基于評判的觀點 Transcendent definition: excellence 基于產(chǎn)品的觀點 Product-based definition: quantities of product attributes 基于用戶的觀點 User-based definition: fitness for intended use 基于價值的觀點 Value-based definition: quality vs. price 基于生產(chǎn)的

4、觀點 Manufacturing-based definition: conformance to specifications,Customer,Transcendent & Product-based definition,User-based definition,Value-based definition,Manufacturing-based definition,Marketing,Designing,Production,Distribution,Needs,Products & Service,圖1-1 價值鏈中的各種質(zhì)量觀,Customer-Driven Quality,“

5、Meeting or exceeding customer expectations” Customers can be. Consumers External customers Internal customers,Total Quality, People-focused management system Focus on increasing customer satisfaction and reducing costs A systems approach that integrates organizational functions and the entire supply

6、 chain Stresses learning and adaptation to change Based on the scientific method,Principles of Total Quality,Customer and stakeholder focus Participation and teamwork Process focus and continuous improvement .supported by an integrated organizational infrastructure, a set of management practices, an

7、d a set of tools and techniques,Customer and Stakeholder Focus,Customer is principal judge of quality Organizations must first understand Customers needs and expectations in order to meet and exceed them Organizations must build relationships with customers Customers include employees and society at

8、 large,Participation and Teamwork,Employees know their jobs best and therefore, how to improve them Management must develop the systems and procedures that foster participation and teamwork Empowerment better serves customers, and creates trust and motivation Teamwork and partnerships must exist bot

9、h horizontally and vertically,Process Focus and Continuous Improvement,A process is a sequence of activities that is intended to achieve some result,Continuous Improvement,Enhancing value through new products and services Reducing errors, defects, waste, and costs Increasing productivity and effecti

10、veness Improving responsiveness and cycle time performance,Demings View of a Production System,Learning,The foundation for improvement Understanding why changes are successful through feedback between practices and results, which leads to new goals and approaches Learning cycle: Planning Execution o

11、f plans Assessment of progress Revision of plans based on assessment findings,Infrastructure, Practices, and Tools,Leadership 領(lǐng)導(dǎo),Data & Info. Mgt. 信息和知識管理,Strategic Planning 戰(zhàn)略計劃,HRM 人力資源管理,Process Mgt. 過程管理,Performance appraisal 雇員滿意度,Training 培訓(xùn),Trend Chart 趨勢圖,基礎(chǔ)架構(gòu),慣行,工具,TQ Infrastructure, Custom

12、er relationship management Leadership and strategic planning Human resources management Process management Data and information management,Competitive Advantage, Is driven by customer wants and needs Makes significant contribution to business success Matches organizations unique resources with oppor

13、tunities Is durable and lasting Provides basis for further improvement Provides direction and motivation,Quality supports each of these characteristics,Quality and Profitability,Improved quality of design,Higher perceived value,Increased market share,Higher prices,Increased revenues,Improved quality

14、 of conformance,Lower manufacturing and service costs,Higher profitability,Evidence that Quality Impacts Business Results, General Accounting Office study of Baldrige Award applicants Baldrige stock study (see ) Hendricks and Singhal study of quality award winners Performance results of Baldrige Award winners,Three Levels of Quality,Organizational level: meeting external customer requirements Process level: linking external and internal customer requirements Performer/job level: meeting internal customer requirements,Quality and Personal Values, Personal initiativ