全面质量管理培训英文精.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?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 ProfitabilityQuality and ProfitabilityWhat

2、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-GarvinTranscendentProduct-basedUser-basedManufacturing-basedValue-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 ent

3、ity 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 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 quantity Differences in

4、 quality amount to differences in the quantity of some desired ingredient or attribute.”of some desired ingredient or attribute.”-Lawrence Abbot-Lawrence Abbot第6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“Qu

5、ality is the degree to which a specific product conforms to a Quality is the degree to which a specific product conforms to a design or specification.”design or specification.”-Harold L.Gilmore-Harold L.Gilmore“Quality is product uniformity around the target.”“Quality is product uniformity around th

6、e 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 price Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost.”and the control of variability at an acceptable cost.”-Robert A

7、.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 whistles”)Features(“bells and whistles”)Reliability(frequency of field failures)Reliability(frequency of field failures)Conformance(match wi

8、th specifications)Conformance(match with specifications)Durability(product life)Durability(product life)Serviceability(speed,courtesy,or competence of repair)Serviceability(speed,courtesy,or competence of repair)Aesthetics(“fits and finishes”)Aesthetics(“fits and finishes”)Perceived quality(reputati

9、on 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:Stereo Amplifier Checking Account at BankStereo Amplifier Checking Account at BankPerformancePerformance Signal-to-noise ratio,powerSignal-t

10、o-noise ratio,powerTime to process customer requestsTime to process customer requestsFeaturesFeaturesRemote controlRemote controlAutomatic bill payingAutomatic bill payingReliabilityReliabilityMean time-to failureMean time-to failureVariability of time to process requestsVariability of time to proce

11、ss requestsDurabilityDurabilityUseful life(with repair)Useful life(with repair)Keeping pace with industry trendsKeeping pace with industry trendsServiceabilityServiceabilityEase of repairEase of repairResolution of errorsResolution of errorsCourtesy of dealerCourtesy of dealerCourtesy of tellerCourt

12、esy of tellerEstheticsEstheticsOak-finished cabinetOak-finished cabinetAppearance of bank lobbyAppearance of bank lobbyReputationReputationConsumer ReportsConsumer Reports ranking rankingAdvice of friends,years in businessAdvice of friends,years in businessSource:Modified from Paul E.Plsek,“Defining

13、 Quality at the Marketing/Development Interface.”Source:Modified from Paul E.Plsek,“Defining Quality at the Marketing/Development Interface.”Quality ProgressQuality Progress,June 1987,pp.28-36.,June 1987,pp.28-36.第11页，本讲稿共46页Quality SpecificationsDesign quality inherent value of the product or servi

14、ce in the inherent value of the product or service in the marketplacemarketplaceConformance quality degree to which the product or service design degree to which the product or service design specifications are metspecifications are metDesign QualityConformanceQualityFitness of UseFitness of useo de

15、gree to which the final product or service meets the customers objectives第12页，本讲稿共46页Economics of QualityQualityQualityCostCostProductivityProductivityProfitabilityProfitability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 costs(Price of C

16、onformance=POC)(Price of Conformance=POC)AppraisalAppraisal PreventionPreventionAvoidable costs(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 servicesWages of in

17、spection personnelProduct quality auditsMaintenance of test equipmentCustomer satisfaction auditsSupplier appraisalsEmployee surveysMystery shopper program第16页，本讲稿共46页Prevention costsQuality planningProcess controlEducation and trainingPreventive maintenanceSupplier training/certificationFailure ana

18、lysisCustomer relationship managementQuality systems development第17页，本讲稿共46页Internal failure costsScrapReworkDowntime/overtimeDowngrading/dispositionAnalysis of scrap/reworkAccidents/injuriesEmployee turnoverLoss of moraleHandling grievances第18页，本讲稿共46页External failure costsComplaints processingWarr

19、antyProduct recallProduct liabilityField serviceRepairAdministrative 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)MotorolaMotorola

20、198919898($800 Million)8($800 Million)第20页，本讲稿共46页General electric 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 ins

21、pection cost$0.30$0.30Subproduct test costSubproduct test cost$3.00$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 costPONCP

22、ONCPOCPOC第22页，本讲稿共46页Emerging processesCostCostConformance QualityConformance Quality0%0%100%100%Total costTotal costPONCPONCPOCPOC第23页，本讲稿共46页Quality and productivity Productivity=Output InputCommon roots:Design for manufacturabilityDesign for manufacturabilitySimplicitySimplicityImproved equipment

23、Improved equipmentBetter maintenanceBetter maintenanceLess downtimeLess downtimeWorker motivationWorker motivation第24页，本讲稿共46页Quality and profitabilityProfit=Revenue-Cost =(Price)(Sales)-Cost第25页，本讲稿共46页Quality and profitability1)1)Market GainsMarket GainsHigher QualityHigher Quality-GarvinGarvinImp

24、roved 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 is total quali

25、ty 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 focusContinuous improvementTotal employee involvement第30页，本讲稿共46页Customer focus“A custo

26、mer 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 the purpose of it.”interruption of our work he is the purpose of it.”-L.L.

27、Bean-L.L.Bean第31页，本讲稿共46页Customer focusKnow thy customers Who they areWho they are What their requirements areWhat their requirements areOnly the customer can define customer satisfaction Quality is what the customer says it is!Quality is what the customer says it is!Organizational self-assessment第3

28、2页，本讲稿共46页Continuous improvementContinuous improvement of all processes-foreverContinuous improvement of all processes-foreverRESULTRESULT.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

29、 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 individual is infinite creative potentialInvolvement is getting peoples ideas,and respecting those ideasManagement has to ask for ideasLet them make their workplace better for th

30、emselves第35页，本讲稿共46页Total employee involvement(cont.)(cont.)In a service organization customer relations are a reflection of employee relationsQuality is a state of mindNo other resource improves with age第36页，本讲稿共46页Total employee involvementTQM is not a spectator sportI hear and I forgetI hear and

31、I forgetI see and I rememberI see and I rememberI do and I understandI do and I understand第37页，本讲稿共46页Managerial methodsGovernanceOrganizationDecision 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 is to a system.The job of the manager is to

32、 work work onon the 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 UpPo

33、wer UpCustomersCustomersFrontline employeesFrontline employeesSupport unitsSupport unitsManagersManagers第40页，本讲稿共46页Managerial methodsMachoMachoManagerManagerBenevolentBenevolentManagerManagerParticipativeParticipativeManagerManagerTQM LeaderTQM LeaderManagerManagerDo toDo toDo forDo forDo withDo wi

34、thFacilitate EnableFacilitate Enable第41页，本讲稿共46页Process-oriented managementRESULTRESULT.DisciplineDisciplineTime managementTime managementPersonal developmentPersonal developmentParticipationParticipationMoraleMoraleCommunicationCommunicationTeamworkTeamworkPEOPLEPEOPLEPerformancePerformanceCheck wi

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

36、nship Relationship managementmanagementProviderProviderProviderProviderCustomerCustomerCustomerCustomerProviderProviderCustomerCustomer第43页，本讲稿共46页What TQM is notIt is not a programIt is not a giftIt is not delegating responsibility for quality第44页，本讲稿共46页Dr.Demings visit to Ford“We wanted to talk t

37、o him about quality.He wanted to talk to us about management.We wanted to talk about quality improvement tools we could use.He wanted to talk to us about culture change.We wanted to know what programs would work.He wanted to know senior managements vision for the company.”-John A.Betti Under Secreta

38、ry of DefenseUnder Secretary of Defense第45页，本讲稿共46页What we have learned this lecture:What is 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 ProfitabilityQuality and ProfitabilityWhat is total quality management?Quality“experts”and the quality improvement programs.第46页，本讲稿共46页