TQM全面质量管理教程(英文版).ppt
路漫漫其悠远路漫漫其悠远2023/5/20TQM全面质量管理教程全面质量管理教程(英文版英文版)路漫漫其悠远路漫漫其悠远Total Quality ManagementnQuality has become a high priority issuenQuality impacts the entire organizationsuppliers,customers,design,maintenancenTodays customer is well informed-journals,newsnQuality-based management philosophy-key to success路漫漫其悠远路漫漫其悠远Total Quality ManagementnTQM was advanced by W.Edwards Deming in late 50s I told the Japanese that they would capture markets within five years the world over,that they would take their place alongside prosperous nations.They have done it.路漫漫其悠远路漫漫其悠远Quality DefinitionsnThe totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.-ASQnGarvin advanced 5 viewpoints;1.Transcendent2.Product-Based3.User-Based 4.Manufacturing-Based5.Value-Based路漫漫其悠远路漫漫其悠远Customer Driven QualitynPerspective on quality-placementnInternal/external customersnProduct PlanningnMarket segments to be servednLevel of performance/pricenLevel of quality comes from customernDo not care why it is defective路漫漫其悠远路漫漫其悠远Customer Driven Quality路漫漫其悠远路漫漫其悠远Dimensions of QualitynPerformance-primary ops characteristicsAvailability,Reliability,Durability,MaintainabilitynFeatures-secondary characteristicsnWarranty-promise of performancenAesthetics-pleasing characteristicsnPrice-indicates value of productnExample-Stereo Amplifier路漫漫其悠远路漫漫其悠远Quality Standards1.Baldrige Award-only US firms can apply2.Deming Prize-open to all companies3.ISO 9000-Quality Standards for Europe 路漫漫其悠远路漫漫其悠远Tools of TQMnQuality problems are uncovered by using workers and inspectors who conduct tests on productsnPeople must be trained on the various tools that are availablenW.Edwards Deming-PDCA cycle路漫漫其悠远路漫漫其悠远19PDCA Cycle (Deming Wheel)1.Plan a change aimed at improvement.1.Plan2.Execute the change.2.Do3.Study the results;did it work?3.Check4.Institutionalize the change or abandon or do it again.4.Act路漫漫其悠远路漫漫其悠远Process Flow ChartCustomer drops off carMechanic makes diagnosisDiscuss work with customerRepair AuthorizedVisible to customerNot visible to customerRepair Not AuthorizedCustomer departs with carParts available?Perform WorkYNOrder PartsPass Inspection?Perform Corrected WorkNCompleted RepairNotify CustomerCollect MoneyY路漫漫其悠远路漫漫其悠远17Cause&Effect DiagramDoes not meet specsManMachineMaterialMethodIncorrect MeasurementBad CleanupBad RepairTemperature ControlJars MislabeledDamaged ProductNot MaintainedNot Clear路漫漫其悠远路漫漫其悠远12Pareto Analysis80%of the problems may be attributed to 20%of thecauses.ColorFrequencyScratchPorosity Chip OtherWine Glasses路漫漫其悠远路漫漫其悠远14HistogramFrequency0.41-0.500.51-0.600.61-0.700.71-0.800.81-0.90Machine 020路漫漫其悠远路漫漫其悠远18Control Charts970980990100010101020012345678910 1112 13 14 15LCLUCL路漫漫其悠远路漫漫其悠远TQM in Service Industryn More difficult to apply to service firmsnPerceived quality is affected by service and surroundingsnWorkers contribute most to perceived quality路漫漫其悠远路漫漫其悠远Determinants of Service Quality1.Reliability2.Responsiveness3.Competence4.Courtesy5.Communication6.Credibility路漫漫其悠远路漫漫其悠远Conclusions of Study1.Quality=expectations that are met2.Quality is determined by process and outcome3.Two types of service;normal and exceptional路漫漫其悠远路漫漫其悠远Cost of Qualityn1978-P.Crosby wrote“Quality is Free”nQuality improvements yield higher profitnPrevention and improvement not inspectionnCategoriesCost of FailureCost of Controlling Quality路漫漫其悠远路漫漫其悠远ConclusionsnTQM is a valuable concept in managing organizationsnMust build the right climate for acceptance of TQMnProcess takes time
