六標(biāo)準(zhǔn)差- Introduction培訓(xùn)課件講義教材

2024/8/11

第一章Introduction2024/8/12—DefinitionTotal-Madeupofthewhole.Quality-Degreeofexcellenceaproductorserviceprovides.Management-Act,art,ormannerofhandling,controlling,directing,etc.TQMistheartofmanagingthewholetoachieveexcellence.Dountoothersasyouwouldhavethemdountoyou.

2024/8/13TQM-sixbasicconcepts

1、高階主管自上而下長期的全力支持與推動

TQMisacontinualactivitythatmustbeentrenchedintheculture－itisnotjustaone-shotprogram.TQMmustbecommunicatetoallpeople.2、專注在顧客身上

Doitrightthefirsttimeandeverytime，forcustomersatisfactionisthemostimportantconsideration.2024/8/14TQM-sixbasicconcepts（二）3、全員參與

AllpersonnelmustbetrainedinTQM,SPC,andotherappropriateskill.

Peoplemustbeempoweredatthelowestpossibleleveltoperformprocessesonaoptimummanner.4、持續(xù)的業(yè)務(wù)與生產(chǎn)改善

2024/8/15TQM-sixbasicconcepts（三）5、供貨商是伙伴

Thefocusshouldbeonqualityandlife-cyclecostsratherthanprice.

Suppliershouldbefewinnumbersothattruepartneringcanoccur.

6、建立績效評估制度

Thesemeasuresshouldbepostedforeveryonetosee.2024/8/16TQM-企業(yè)文化的蛻變QualityElementPreviousStateTQMDefinitionProduct-orientedCustomer-orientedPrioritiesSecondtoserviceandcostEqualsofserviceandcostDecisionsShort-termLong-termEmphasisDetectionPreventionErrorsOperationsSystemResponsibilityQualityControlEveryoneProblemsolvingManagersTeamsManager’sRolePlan,assign,control,enforce

Delegate,coach,facilitate2024/8/17TQM-DefiningQualityQ=P/E

whereQ=quality

P=performance

E=expectations ThedimensionsofQuality-slideprojector

Performance,Features,Conformance,Reliability,Durability,Service,Response,Aesthetics,Reputation2024/8/18TQM-HistoricalReview1924-W.A.ShewhartofBellTelephonelaboratories–statisticalchartH.F.DodgeandH.G.Roming–acceptancesampling1946,theAmericanSocietyforQualityControlwasformed.（ASQ）1950-W.EdwardsDemingandJapanese1980-statisticalprocesscontrol（SPC）

TheMalcolmBaldrigeNationalQualityAward2024/8/19TQM-HistoricalReview（二）1980-GenechiTaguchi,designofexperiments（DOE）ISO9000ISO140002024/8/110TQM-TheDemingPhilosophy

1.CreateandPublishTheAimsandPurposesoftheOrganization2.LearntheNewPhilosophy

A.Organizationmustseeknever-endingimprovementandrefusetoacceptnonconformance.

B.Customersatisfactionisthenumberonepriority.

C.Theorganizationmustconcentrateondefect

preventionratherthandefectdetection.3.UnderstandthePurposeofInspection

A.Massinspectioniscostlyandunreliable.

B.Itshouldbereplacedbynever-endingimprovementusingstatisticaltechniques.2024/8/111TQM-TheDemingPhilosophy（二）4.StopAwardingBusinessOnPriceAlone

Pricehasnomeaningwithoutquality5.ImproveConstantlyandForevertheSystem6.InstituteTraining7.TeachandInstituteLeadership

Allcommunicationmustbeclearfromtopmanagementtosupervisortooperators.8.DriveoutFear,CreateTrust,andCreateaClimateforInnovation2024/8/112TQM-TheDemingPhilosophy（三）9.OptimizetheEffortsofTeams,Groups,andStaffAreas

A.Barrierexistsbetweeninternaldepartmentandexistsbetweenorganizationanditscustomersandsuppliers.

B.Tobreakdownbarriers,managementwillneedalong-termperspective.10.EliminateExhortationsfortheworkforce

Improvementintheprocesscannotbemadeunlessthetoolsandmethodsareavailable.11a.EliminateNumericalQuotasfortheWorkForce2024/8/113TQM-TheDemingPhilosophy（四）11b.EliminateManagementbyObjective12.RemoveBarriersThatRobPeopleofPrideOfWorkmanship13.EncourageEducationandSelf-ImprovementforEveryone14.TakeActiontoAccomplishtheTransformation2024/8/114TQM-ObstaclesLackofManagementCommitmentInabilitytoChangeOrganizationCultureImproperPlanningLackofContinuousTrainingandEducation

--byRobertJ.Masters

2024/8/115TQM-Obstacles（二）IncompatibleOrganizationStructureandIsolatedIndividualsandDepartmentsIneffectiveMeasurementTechniquesandLackofAccesstoDataandResultPayingInadequateattentiontoInternalandExternalCustomersInadequateUseofEmpowermentandTeamwork2024/8/116TQM-ExampleofStatement

鋼品系統(tǒng)質(zhì)量政策：

「以客戶導(dǎo)向的過程管理為

基礎(chǔ)，積極創(chuàng)新，追求速

度，提升公司競爭力」。

2024/8/117BasicconceptofChange1.Peoplechangewhentheywa