全面質(zhì)量管理培訓(xùn)英文

全面質(zhì)量管理培訓(xùn)英文PrincipalobjectivesofthelectureWhatisquality?Theeconomicsofquality:Whatistherelationshipof:QualityandCostQualityandProductivityQualityandProfitabilityWhatistotalqualitymanagement?第二頁，共46頁。WhatisQuality?第三頁，共46頁。Fivedefinitionsofquality

-GarvinTranscendentProduct-basedUser-basedManufacturing-basedValue-based第四頁，共46頁。Transcendent“Qualityisneithermindnormatter,butathirdentityindependentofthetwo…Eventhoughqualitycannotbedefined,youknowwhatitis.” -RobertM.Pirsig第五頁，共46頁。Product-based“Differencesinqualityamounttodifferencesinthequantityofsomedesiredingredientorattribute.” -LawrenceAbbot第六頁，共46頁。User-based“Qualityisfitnessforuse.” -JosephM.Juran第七頁，共46頁。Manufacturing-based“Qualityisthedegreetowhichaspecificproductconformstoadesignorspecification.” -HaroldL.Gilmore“Qualityisproductuniformityaroundthetarget.” -GenichiTaguchi第八頁，共46頁。Value-based“Qualityisthedegreeofexcellenceatanacceptablepriceandthecontrolofvariabilityatanacceptablecost.” -RobertA.Broh第九頁，共46頁。DimensionsofqualityPerformance(primaryproductcharacteristics)Features(“bellsandwhistles”)Reliability(frequencyoffieldfailures)Conformance(matchwithspecifications)Durability(productlife)Serviceability(speed,courtesy,orcompetenceofrepair)Aesthetics(“fitsandfinishes”)Perceivedquality(reputationandintangibles)第十頁，共46頁。DimensionProductExample:ServiceExample:

StereoAmplifierCheckingAccountatBankPerformance Signal-to-noiseratio,power TimetoprocesscustomerrequestsFeatures Remotecontrol AutomaticbillpayingReliability Meantime-tofailure VariabilityoftimetoprocessrequestsDurability Usefullife(withrepair) KeepingpacewithindustrytrendsServiceability Easeofrepair Resolutionoferrors

Courtesyofdealer CourtesyoftellerEsthetics Oak-finishedcabinet AppearanceofbanklobbyReputation ConsumerReportsranking Adviceoffriends,yearsinbusinessSource:ModifiedfromPaulE.Plsek,“DefiningQualityattheMarketing/DevelopmentInterface.”QualityProgress,June1987,pp.28-36.第十一頁，共46頁。QualitySpecificationsDesignqualityinherentvalueoftheproductorserviceinthemarketplaceConformancequalitydegreetowhichtheproductorservicedesignspecificationsaremetDesignQualityConformanceQualityFitnessofUseFitnessofusedegreetowhichthefinalproductorservicemeetsthecustomer’sobjectives第十二頁，共46頁。EconomicsofQualityQualityCostProductivityProfitability第十三頁，共46頁。Traditionalcost/qualitytradeoffCostQuality第十四頁，共46頁。QualityandcostUnavoidablecosts(PriceofConformance=POC)AppraisalPreventionAvoidablecosts(PriceofNonconformance=PONC)InternalfailureExternalfailure第十五頁，共46頁。AppraisalcostsTestandinspectionmaterialsandservicesWagesofinspectionpersonnelProductqualityauditsMaintenanceoftestequipmentCustomersatisfactionauditsSupplierappraisalsEmployeesurveysMysteryshopperprogram第十六頁，共46頁。PreventioncostsQualityplanningProcesscontrolEducationandtrainingPreventivemaintenanceSuppliertraining/certificationFailureanalysisCustomerrelationshipmanagementQualitysystemsdevelopment第十七頁，共46頁。InternalfailurecostsScrapReworkDowntime/overtimeDowngrading/dispositionAnalysisofscrap/reworkAccidents/injuriesEmployeeturnoverLossofmoraleHandlinggrievances第十八頁，共46頁。ExternalfailurecostsComplaintsprocessingWarrantyProductrecallProductliabilityFieldserviceRepairAdministrativecosts第十九頁，共46頁。PONCestimatesCOMPANY YEARPONCaspercentageofsalesIBM 1980 15-40Motorola 1986 13Heinz 1989 ($350-400Million)Motorola 1989 8($800Million)第二十頁，共46頁。GeneralelectricestimatesSTAGE

CostperdefectperproductSupplierinspectioncost $0.003Incominginspectioncost $0.03Fabricationinspectioncost $0.30Subproducttestcost $3.00Finalproducttestcost $30.00Productservicecost $300.00第二十一頁，共46頁。TraditionalprocessesCostConformanceQuality0%100%TotalcostPONCPOC第二十二頁，共46頁。EmergingprocessesCostConformanceQuality0%100%TotalcostPONCPOC第二十三頁，共46頁。Qualityandproductivity

Productivity= Output InputCommonroots:DesignformanufacturabilitySimplicityImprovedequipmentBettermaintenanceLessdowntimeWorkermotivation第二十四頁，共46頁。QualityandprofitabilityProfit=Revenue-Cost

=(Price)(Sales)-Cost第二十五頁，共46頁。Qualityandprofitability1)MarketGainsHigherQuality-GarvinImprovedReputationHigherMarketShareExperience-basedeconomiesHigherPricesHigherProfits第二十六頁，共46頁。QualityandProfitability(cont.)2)CostHigherQualityLowerperunitCost第二十七頁，共46頁。Whatistotalqualitymanagement?第二十八頁，共46頁。ThetotalqualitymanagementtriangleBedrockprinciplesManagerialmethodsImprovementtoolsTQM第二十九頁，共46頁。BedrockprinciplesCustomerfocusContinuousimprovementTotalemployeeinvolvement第三十頁，共46頁。Customerfocus“Acustomeristhemostimportantpersonevenintheoffice…inpersonorbymail.Acustomerisnotaninterruptionofourwork…h(huán)eisthepurposeofit.” -L.L.Bean第三十一頁，共46頁。CustomerfocusKnowthycustomersWhotheyareWhattheirrequirementsareOnlythecustomercandefinecustomersatisfactionQualityiswhatthecustomersaysitis!Organizationalself-assessment第三十二頁，共46頁。ContinuousimprovementContinuousimprovementofallprocesses-foreverRESULT……..

ProcessProcess:Thewayeveryonethinks,behaves,andactseveryday第三十三頁，共46頁。ThequalityinclineA(ACT)P(PLAN)C(CHECK)D(DO)QUALITY第三十四頁，共46頁。TotalemployeeinvolvementInsideeveryindividualisinfinitecreativepotentialInvolvementisgettingpeople’sideas,andrespectingthoseideasManagementhastoaskforideasLetthemmaketheirworkplacebetterforthemselves第三十五頁，共46頁。Totalemployeeinvolvement(cont.)InaserviceorganizationcustomerrelationsareareflectionofemployeerelationsQualityisastateofmindNootherresourceimproveswithage第三十六頁，共46頁。TotalemployeeinvolvementTQMisnotaspectatorsportIhearandIforgetIseeandIrememberIdoandIunderstand第三十七頁，共46頁。ManagerialmethodsGovernanceOrganizationDecisionmaking第三十八頁，共46頁。Managerialmethods“Thepeopleworkinasystem.Thejobofthemanageristoworkonthesystemtoimproveit,constantly,withtheirhelp.” -MyronTribusManagementbyfactPreventionbasedProcess-oriented第三十九頁，共46頁。ManagerialmethodsPushPowerUpCustomersFrontlineemployeesSupportunitsManagers第四十頁，共46頁。ManagerialmethodsMachoManagerBenevolentManagerParticipativeManagerTQMLeaderManagerDotoDoforDowithFacilitateEnable第四十一頁，共46頁。Process-orientedmanagementRESULT……..DisciplineTimemanagementPersonaldevelopmentParticipationMoraleCommunicationTeamworkPEOPLEPerformanceCheckwiththeresult,notbytheresult第四十二頁，共46頁。Relationshipmanagement“Thecustomerusuallydoesn’tknowwhathe’sgettinguntilhedoesn’t.” -TedLevittSellingMarketingRelationshipmanagementProviderProviderCustomerCustom