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?WhatisQuality?Fivedefinitionsofquality

-GarvinTranscendentProduct-basedUser-basedManufacturing-basedValue-basedTranscendent“Qualityisneithermindnormatter,butathirdentityindependentofthetwo…Eventhoughqualitycannotbedefined,youknowwhatitis.” -RobertM.PirsigProduct-based“Differencesinqualityamounttodifferencesinthequantityofsomedesiredingredientorattribute.” -LawrenceAbbotUser-based“Qualityisfitnessforuse.” -JosephM.JuranManufacturing-based“Qualityisthedegreetowhichaspecificproductconformstoadesignorspecification.” -HaroldL.Gilmore“Qualityisproductuniformityaroundthetarget.” -GenichiTaguchiValue-based“Qualityisthedegreeofexcellenceatanacceptablepriceandthecontrolofvariabilityatanacceptablecost.” -RobertA.BrohDimensionsofqualityPerformance(primaryproductcharacteristics)Features(“bellsandwhistles”)Reliability(frequencyoffieldfailures)Conformance(matchwithspecifications)Durability(productlife)Serviceability(speed,courtesy,orcompetenceofrepair)Aesthetics(“fitsandfinishes”)Perceivedquality(reputationandintangibles)HigherQualityAcustomerisnotaninterruptionofourwork…h(huán)eisthepurposeofit.CommunicationParticipation(PriceofNonconformance=PONC)Downtime/overtimeConformancequalityManagerialmethodsFieldserviceEmergingprocessesWhatistotalqualitymanagement?Features Remotecontrol AutomaticbillpayingHigherProfits“Thecustomerusuallydoesn’tknowwhathe’sgettinguntilhedoesn’t.=(Price)(Sales)-CostDimensionProductExample: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.QualitySpecificationsDesignqualityinherentvalueoftheproductorserviceinthemarketplaceConformancequalitydegreetowhichtheproductorservicedesignspecificationsaremetDesignQualityConformanceQualityFitnessofUseFitnessofusedegreetowhichthefinalproductorservicemeetsthecustomer’sobjectivesManagerialmethodsLossofmoralePerformance Signal-to-noiseratio,power TimetoprocesscustomerrequestsGeneralelectricestimatesWewantedtoknowwhatprogramswouldwork.DimensionProductExample:ServiceExample:EducationandtrainingDecisionmaking-JosephM.Conformance(matchwithspecifications)ItisnotdelegatingresponsibilityforqualityFieldservicePrincipalobjectivesofthelecturePushPowerUpManufacturing-basedEconomicsofQualityQualityCostProductivityProfitabilityTraditionalcost/qualitytradeoffCostQualityQualityandcostUnavoidablecosts(PriceofConformance=POC)AppraisalPreventionAvoidablecosts(PriceofNonconformance=PONC)InternalfailureExternalfailureAppraisalcostsTestandinspectionmaterialsandservicesWagesofinspectionpersonnelProductqualityauditsMaintenanceoftestequipmentCustomersatisfactionauditsSupplierappraisalsEmployeesurveysMysteryshopperprogramPreventioncostsQualityplanningProcesscontrolEducationandtrainingPreventivemaintenanceSuppliertraining/certificationFailureanalysisCustomerrelationshipmanagementQualitysystemsdevelopmentInternalfailurecostsScrapReworkDowntime/overtimeDowngrading/dispositionAnalysisofscrap/reworkAccidents/injuriesEmployeeturnoverLossofmoraleHandlinggrievancesExternalfailurecostsComplaintsprocessingWarrantyProductrecallProductliabilityFieldserviceRepairAdministrativecostsPONCestimatesCOMPANY YEARPONCaspercentageofsalesIBM 1980 15-40Motorola 1986 13Heinz 1989 ($350-400Million)Motorola 1989 8($800Million)GeneralelectricestimatesSTAGE

CostperdefectperproductTraditionalprocessesCostConformanceQuality0%100%TotalcostPONCPOCEmergingprocessesCostConformanceQuality0%100%TotalcostPONCPOCQualityandproductivity

Productivity= Output InputCommonroots:DesignformanufacturabilitySimplicityImprovedequipmentBettermaintenanceLessdowntimeWorkermotivationQualityandprofitabilityProfit=Revenue-Cost =(Price)(Sales)-CostQualityandprofitability1)MarketGainsHigherQuality-GarvinImprovedReputationHigherMarketShareExperience-basedeconomiesHigherPricesHigherProfitsQualityandProfitability(cont.)2)CostHigherQualityLowerperunitCostWhatistotalqualitymanagement?ThetotalqualitymanagementtriangleBedrockprinciplesManagerialmethodsImprovementtoolsTQMBedrockprinciplesCustomerfocusContinuousimprovementTotalemployeeinvolvementBettermaintenanceContinuousimprovement-GenichiTaguchiWewantedtoknowwhatprogramswouldwork.Motorola 1989 8($800Million)FieldserviceIBM 1980 15-40QualityandProfitabilityInaserviceorganizationcustomerrelationsareareflectionofemployeerelationsDowntime/overtimeQualityandProductivityAdministrativecosts(PriceofNonconformance=PONC)Continuousimprovement“Wewantedtotalktohimaboutquality.Customerfocus“Acustomeristhemostimportantpersonevenintheoffice…inpersonorbymail.Acustomerisnotaninterruptionofourwork…h(huán)eisthepurposeofit.” -L.L.BeanCustomerfocusKnowthycustomersWhotheyareWhattheirrequirementsareOnlythecustomercandefinecustomersatisfactionQualityiswhatthecustomersaysitis!Organizationalself-assessmentContinuousimprovementContinuousimprovementofallprocesses-foreverRESULT……..

ProcessProcess:Thewayeveryonethinks,behaves,andactseverydayThequalityinclineA(ACT)P(PLAN)C(CHECK)D(DO)QUALITYTotalemployeeinvolvementInsideeveryindividualisinfinitecreativepotentialInvolvementisgettingpeople’sideas,andrespectingthoseideasManagementhastoaskforideasLetthemmaketheirworkplacebetterforthemselvesTotalemployeeinvolvement(cont.)InaserviceorganizationcustomerrelationsareareflectionofemployeerelationsQualityisastateofmindNootherresourceimproveswithageTotalemployeeinvolvementTQMisnotaspectatorsportIhearandIforgetIseeandIrememberIdoandIunderstandManagerialmethodsGovernanceOrganizationDecisionmakingManagerialmethods“Thepeopleworkinasystem.Thejobofthemanageristoworkonthesystemtoimproveit,constantly,withtheirhelp.” -MyronTribusManagementbyfactPreventionbasedProcess-orientedManagerialmethodsPushPowerUpCustomersFrontlineemployeesSupportunitsManagersManagerialmethodsMachoManagerBenevolentManagerParticipativeManagerTQMLeaderManagerDotoDoforDowithFacilitateEnableDowngrading/dispositionAdministrativecostsAcustomerisnotaninterruptionofourwork…h(huán)eisthepurposeofit.-MyronTribusCustomerrelationshipmanagementProductrecallIseeandIrememberFieldservice-HaroldL.LessdowntimeQualityandProfitability(cont.TraditionalprocessesDesignQualityProduct-basedManagerialmethodsProcess-orientedmanagementRESULT……..DisciplineTimemanagementPersonaldevelopmentParticipationMoraleCommunicationTeamworkPEOPLEPerformanceCheckwiththeresult,notbytheresultRelationshipmanagement“Thecustomerus