全面质量管理培训英文精品文稿.ppt

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1、全面全面质质量管理培量管理培训训英文英文第1页，本讲稿共46页Principal objectives of the lectureWhat is quality?What is quality?The economics of quality:The economics of quality:What is the relationship of:What is the relationship of:Quality and CostQuality and Cost Quality and ProductivityQuality and Productivity Quality and Pr

2、ofitabilityQuality and ProfitabilityWhat is total quality management?What is total quality management?第2页，本讲稿共46页What is Quality?第3页，本讲稿共46页Five definitions of quality-Garvin-GarvinTranscendentTranscendentProduct-basedProduct-basedUser-basedUser-basedManufacturing-basedManufacturing-basedValue-based

3、Value-based第4页，本讲稿共46页Transcendent“Quality is neither mind nor matter,but a third entity Quality is neither mind nor matter,but a third entity independent of the two Even though quality cannot be independent of the two Even though quality cannot be defined,you know what it is.”defined,you know what

4、it is.”-Robert M.Pirsig-Robert M.Pirsig第5页，本讲稿共46页Product-based“Differences in quality amount to differences in the Differences in quality amount to differences in the quantity of some desired ingredient or attribute.”quantity of some desired ingredient or attribute.”-Lawrence Abbot-Lawrence Abbot第6

5、页，本讲稿共46页User-based“Quality is fitness for use.”Quality is fitness for use.”-Joseph M.Juran-Joseph M.Juran第7页，本讲稿共46页Manufacturing-based“Quality is the degree to which a specific product Quality is the degree to which a specific product conforms to a design or specification.”conforms to a design or

6、specification.”-Harold L.Gilmore-Harold L.Gilmore“Quality is product uniformity around the target.”“Quality is product uniformity around the target.”-Genichi Taguchi-Genichi Taguchi第8页，本讲稿共46页Value-based“Quality is the degree of excellence at an acceptable Quality is the degree of excellence at an a

7、cceptable price and the control of variability at an acceptable cost.”price and the control of variability at an acceptable cost.”-Robert A.Broh-Robert A.Broh第9页，本讲稿共46页Dimensions of quality Performance(primary product characteristics)Performance(primary product characteristics)Features(“bells and w

8、histles”)Features(“bells and whistles”)Reliability(frequency of field failures)Reliability(frequency of field failures)Conformance(match with specifications)Conformance(match with specifications)Durability(product life)Durability(product life)Serviceability(speed,courtesy,or competence of repair)Ser

9、viceability(speed,courtesy,or competence of repair)Aesthetics(“fits and finishes”)Aesthetics(“fits and finishes”)Perceived quality(reputation and intangibles)Perceived quality(reputation and intangibles)第10页，本讲稿共46页Dimension Product Example:Service Example:Dimension Product Example:Service Example:S

10、tereo Amplifier Checking Account at BankStereo Amplifier Checking Account at BankPerformancePerformance Signal-to-noise ratio,powerSignal-to-noise ratio,powerTime to process customer requestsTime to process customer requestsFeaturesFeaturesRemote controlRemote controlAutomatic bill payingAutomatic b

11、ill payingReliabilityReliabilityMean time-to failureMean time-to failureVariability of time to process requestsVariability of time to process requestsDurabilityDurabilityUseful life(with repair)Useful life(with repair)Keeping pace with industry trendsKeeping pace with industry trendsServiceabilitySe

12、rviceabilityEase of repairEase of repairResolution of errorsResolution of errorsCourtesy of dealerCourtesy of dealerCourtesy of tellerCourtesy of tellerEstheticsEstheticsOak-finished cabinetOak-finished cabinetAppearance of bank lobbyAppearance of bank lobbyReputationReputationConsumer ReportsConsum

13、er Reports ranking rankingAdvice of friends,years in businessAdvice of friends,years in businessSource:Modified from Paul E.Plsek,“Defining Quality at the Marketing/Development Interface.”Source:Modified from Paul E.Plsek,“Defining Quality at the Marketing/Development Interface.”Quality Quality Prog

14、ressProgress,June 1987,pp.28-36.,June 1987,pp.28-36.第11页，本讲稿共46页Quality SpecificationsDesign qualityDesign quality inherent value of the product or service in the inherent value of the product or service in the marketplacemarketplaceConformance qualityConformance quality degree to which the product

15、or service design degree to which the product or service design specifications are metspecifications are metDesign QualityConformanceQualityFitness of UseFitness of useo degree to which the final product or service meets the customers objectives第12页，本讲稿共46页Economics of QualityQualityQualityCostCostP

16、roductivityProductivityProfitabilityProfitability第13页，本讲稿共46页Traditional cost/quality tradeoffCostCostQualityQuality第14页，本讲稿共46页Quality and costUnavoidable costsUnavoidable costs(Price of Conformance=POC)(Price of Conformance=POC)AppraisalAppraisal PreventionPreventionAvoidable costsAvoidable costs(

17、Price of Nonconformance=PONC)(Price of Nonconformance=PONC)Internal failureInternal failure External failureExternal failure第15页，本讲稿共46页Appraisal costsTest and inspection materials and servicesTest and inspection materials and servicesWages of inspection personnelWages of inspection personnelProduct

18、 quality auditsProduct quality auditsMaintenance of test equipmentMaintenance of test equipmentCustomer satisfaction auditsCustomer satisfaction auditsSupplier appraisalsSupplier appraisalsEmployee surveysEmployee surveysMystery shopper programMystery shopper program第16页，本讲稿共46页Prevention costsQuali

19、ty planningQuality planningProcess controlProcess controlEducation and trainingEducation and trainingPreventive maintenancePreventive maintenanceSupplier training/certificationSupplier training/certificationFailure analysisFailure analysisCustomer relationship managementCustomer relationship managem

20、entQuality systems developmentQuality systems development第17页，本讲稿共46页Internal failure costsScrapScrapReworkReworkDowntime/overtimeDowntime/overtimeDowngrading/dispositionDowngrading/dispositionAnalysis of scrap/reworkAnalysis of scrap/reworkAccidents/injuriesAccidents/injuriesEmployee turnoverEmploy

21、ee turnoverLoss of moraleLoss of moraleHandling grievancesHandling grievances第18页，本讲稿共46页External failure costsComplaints processingComplaints processingWarrantyWarrantyProduct recallProduct recallProduct liabilityProduct liabilityField serviceField serviceRepairRepairAdministrative costsAdministrat

22、ive costs第19页，本讲稿共46页PONC estimatesCOMPANYCOMPANYYEAR PONC as percentage of salesYEAR PONC as percentage of salesIBMIBM1980198015-4015-40MotorolaMotorola198619861313HeinzHeinz19891989($350-400 Million)($350-400 Million)MotorolaMotorola198919898($800 Million)8($800 Million)第20页，本讲稿共46页General electri

23、c estimatesSTAGESTAGECost per defect per productCost per defect per productSupplier inspection costSupplier inspection cost$0.003$0.003Incoming inspection costIncoming inspection cost$0.03$0.03Fabrication inspection costFabrication inspection cost$0.30$0.30Subproduct test costSubproduct test cost$3.

24、00$3.00Final product test costFinal product test cost$30.00$30.00Product service costProduct service cost$300.00$300.00第21页，本讲稿共46页Traditional processesCostCostConformance QualityConformance Quality0%0%100%100%Total costTotal costPONCPONCPOCPOC第22页，本讲稿共46页Emerging processesCostCostConformance Qualit

25、yConformance Quality0%0%100%100%Total costTotal costPONCPONCPOCPOC第23页，本讲稿共46页Quality and productivity Productivity=Productivity=OutputOutput Input InputCommon roots:Common roots:Design for manufacturabilityDesign for manufacturabilitySimplicitySimplicityImproved equipmentImproved equipmentBetter ma

26、intenanceBetter maintenanceLess downtimeLess downtimeWorker motivationWorker motivation第24页，本讲稿共46页Quality and profitabilityProfit=Revenue-CostProfit=Revenue-Cost =(Price)(Sales)-Cost =(Price)(Sales)-Cost第25页，本讲稿共46页Quality and profitability1)1)Market GainsMarket GainsHigher QualityHigher Quality-Ga

27、rvinGarvinImproved ReputationImproved ReputationHigher Market Higher Market ShareShareExperience-based Experience-based economieseconomiesHigher PricesHigher PricesHigher ProfitsHigher Profits第26页，本讲稿共46页Quality and Profitability(cont.)(cont.)2)CostHigher QualityLower per unit Cost第27页，本讲稿共46页What i

28、s total quality management?第28页，本讲稿共46页The total quality management triangleBedrockBedrockprinciplesprinciplesManagerialManagerialmethodsmethodsImprovement Improvement toolstoolsT TQ MQ M第29页，本讲稿共46页Bedrock principlesCustomer focusCustomer focusContinuous improvementContinuous improvementTotal emplo

29、yee involvementTotal employee involvement第30页，本讲稿共46页Customer focus“A customer is the most important person even in the A customer is the most important person even in the office in person or by mail.A customer is not an office in person or by mail.A customer is not an interruption of our work he is

30、 the purpose of it.”interruption of our work he is the purpose of it.”-L.L.Bean-L.L.Bean第31页，本讲稿共46页Customer focusKnow thy customersKnow thy customers Who they areWho they are What their requirements areWhat their requirements areOnly the customer can define customer Only the customer can define cus

31、tomer satisfactionsatisfaction Quality is what the customer says it is!Quality is what the customer says it is!Organizational self-assessmentOrganizational self-assessment第32页，本讲稿共46页Continuous improvementContinuous improvement of all processes-foreverContinuous improvement of all processes-foreverR

32、ESULTRESULT.ProcessProcessProcess:The way everyone thinks,behaves,and Process:The way everyone thinks,behaves,and acts every dayacts every day第33页，本讲稿共46页The quality incline A A(ACT)(ACT)P P(PLAN)(PLAN)C C(CHECK)(CHECK)D D(DO)(DO)QUALITYQUALITY第34页，本讲稿共46页Total employee involvementInside every indiv

33、idual is infinite creative Inside every individual is infinite creative potentialpotentialInvolvement is getting peoples ideas,and Involvement is getting peoples ideas,and respecting those ideasrespecting those ideasManagement has to ask for ideasManagement has to ask for ideasLet them make their wo

34、rkplace better for Let them make their workplace better for themselvesthemselves第35页，本讲稿共46页Total employee involvement(cont.)(cont.)In a service organization customer relations In a service organization customer relations are a reflection of employee relationsare a reflection of employee relationsQu

35、ality is a state of mindQuality is a state of mindNo other resource improves with ageNo other resource improves with age第36页，本讲稿共46页Total employee involvementTQM is not a spectator sportTQM is not a spectator sportI hear and I forgetI hear and I forgetI see and I rememberI see and I rememberI do and

36、 I understandI do and I understand第37页，本讲稿共46页Managerial methodsGovernanceGovernanceOrganizationOrganizationDecision makingDecision making第38页，本讲稿共46页Managerial methods“The people work The people work inin a system.The job of the manager a system.The job of the manager is to work is to work onon the

37、 system to improve it,constantly,the system to improve it,constantly,withwith their help.”their help.”-Myron Tribus-Myron Tribus Management by factManagement by fact Prevention basedPrevention based Process-orientedProcess-oriented第39页，本讲稿共46页Managerial methodsPush Push Power UpPower UpCustomersCust

38、omersFrontline employeesFrontline employeesSupport unitsSupport unitsManagersManagers第40页，本讲稿共46页Managerial methodsMachoMachoManagerManagerBenevolentBenevolentManagerManagerParticipativeParticipativeManagerManagerTQM LeaderTQM LeaderManagerManagerDo toDo toDo forDo forDo withDo withFacilitate Enable

39、Facilitate Enable第41页，本讲稿共46页Process-oriented managementRESULTRESULT.DisciplineDisciplineTime managementTime managementPersonal developmentPersonal developmentParticipationParticipationMoraleMoraleCommunicationCommunicationTeamworkTeamworkPEOPLEPEOPLEPerformancePerformanceCheck with the result,Check

40、 with the result,notnot by the result by the result第42页，本讲稿共46页Relationship management“The customer usually doesnt know what hes The customer usually doesnt know what hes getting until he doesnt.”getting until he doesnt.”-Ted Levitt-Ted LevittSellingSellingMarketingMarketingRelationship Relationship

41、 managementmanagementProviderProviderProviderProviderCustomerCustomerCustomerCustomerProviderProviderCustomerCustomer第43页，本讲稿共46页What TQM is notIt is not a programIt is not a programIt is not a giftIt is not a giftIt is not delegating responsibility for qualityIt is not delegating responsibility for

42、 quality第44页，本讲稿共46页Dr.Demings visit to Ford“We wanted to talk to him about quality.He We wanted to talk to him about quality.He wanted to talk to us about management.wanted to talk to us about management.We wanted to talk about quality improvement We wanted to talk about quality improvement tools w

43、e could use.He wanted to talk to us tools we could use.He wanted to talk to us about culture change.about culture change.We wanted to know what programs would work.We wanted to know what programs would work.He wanted to know senior managements He wanted to know senior managements vision for the comp

44、any.”vision for the company.”-John A.Betti-John A.Betti Under Secretary of DefenseUnder Secretary of Defense第45页，本讲稿共46页What we have learned this lecture:What is quality?What is quality?The economics of quality:The economics of quality:What is the relationship of:What is the relationship of:Quality

45、and CostQuality and Cost Quality and ProductivityQuality and Productivity Quality and ProfitabilityQuality and ProfitabilityWhat is total quality management?What is total quality management?Quality“experts”and the quality improvement Quality“experts”and the quality improvement programs.programs.第46页，本讲稿共46页