质量管理ppt课件.ppt

Chapter3GlobalQualityandInternationalQualityStandards ChapterOverview ManagingQualityfortheMultinationalFirmQualityImprovement TheAmericanWayTheMalcolmBaldrigeNationalQualityAwardQualityImprovement TheJapaneseWayQualityImprovement TheEuropeanWayISO9000 2000AreQualityApproachesInfluencedbyCulture Keyterms Andon告警灯Baldrige lite简易版马尔科姆质量奖程序Demingprize戴明奖Exporter出口商Full Baldrigeapproach完整版马尔科姆质量奖程序Globalization全球化Grouptechnology成组技术Horizontaldeployment水平展开In processinspection过程检验Just in time JIT准时化Lean精益Licensing许可证Line stopauthority停线权力 MalcolmBaldrigeNationalQualityAward MBNQA 马尔科姆 波多里奇国家质量奖Multilevelapproach多层级法n 2technique N 2n 2技术Partnering合伙Physicalenvironment物理环境Preventivemaintenance预防性维护QualitycirclesQC小组Socialenvironment社会环境Stretchtarget高目标Taskenvironment工作环境Verticaldeployment垂直展开 Figure3 1U S Trade1960 2000 ManagingQualityfortheMNF MechanismsThatFirmsUseInGlobalizingLicensingBylicensing aU S corporationcanallowforeignfirmstosellinrestrictedmarketswhileusingthedesignoftheoriginaldesigner PartneringFirmsalsoseekinternationalmarketsthroughjointventuresorpartnering GlobalizationGlobalizationmeansthatafirmfundamentallychangesthenatureofitsbusinessbyestablishingproductionandmarketingfacilitiesinforeigncountries Werefertothesefirmsasmultinationalcorporations ManagingQualityfortheMNF GlobalFactorsThatAffectQuality RelatedDecisions PhysicalEnvironment SocialEnvironment TaskEnvironment QualityManagement Figure3 3 ManagingQualityfortheMNF ExportingAnothermeansofenteringinternationalmarketsistonotglobalizebutbecomeanexporter Exportersproducetheirproductsandshiptheminternationally FirmsthatareentrepreneurialinnatureandplantheirexportseffectivelytendtohavehigherqualityForexportingfirms qualityleadstolowerpriceandgreaterexportsuccess ManagingQualityfortheMNF ExportQualityModel FirmCharacteristics ProductStrategy Performance LowPrice HighQuality Standardization Promotion ExportSuccess Entrepreneurship ExportPlanning Figure3 4 Whataretheadvantagesanddisadvantagesofglobalization Provideanexampleofafirmthathasengagedinglobalization Whataresomeofthepotentialadvantagesanddisadvantagesofglobalizationforthisparticularorganization Theprimaryadvantageofglobalizationisthatafirmretainsalloftheprofitsfromthesaleofitsproductsorservicesinaforeigncountry Theprimarydisadvantageofglobalizationisthatitiscomplicated andforcesafirmtoinessence setupshop inaforeigncountry Bygoingabroad firm ssignificantlychangethephysicalenvironment thetaskenvironment andthesocietalenvironmentinwhichtheyoperate Thismayresultinanumberofchallenges rangingfrombecomingfamiliarwithaforeignculturetodetermininghowtogettherawmaterialsthatafirmneedstomanufactureitsproducttoaforeigndestination MalcolmBaldrigeNationalQualityAward MalcolmBaldrigeNationalQualityAwardTheawardisopentosmall lessthan500employees andlargefirms morethan500employees inthemanufacturingandservicesectors Itisnotopentopublic sectorandnot for profitorganizations Therecanbeonlytwowinnerspercategoryeachyear whichlimitsthenumberofyearlyawardstosix KeyCharacteristicsoftheMBNQAThecriteriafocusonbusinessresults Companiesmustshowoutstandingresultsinavarietyofareastowin TheBaldrigecriteriaarenon prescriptiveandadaptive AlthoughthefocusontheBaldrigeisonresults themeansforobtainingtheseresultsarenotprescribed Thecriteriasupportcompany widealignmentofgoalsandproceses Thecriteriapermitgoal baseddiagnosis Thecriteriaandscoringguidelinesprovideassessmentdimensions AdditionalinformationontheBaldrigeawardwww NIST gov MalcolmBaldrigeNationalQualityAward MalcolmBaldrigeNationalQualityAward BaldrigeAwardFramework 4Informationandanalysis 3Customerandmarketfocus 6Processmanagement 1Leadership 7Businessresults 2Strategicplanning 5HRdevelop management OrganizationalProfile Environment RelationshipsandChallenges Figure3 5 MalcolmBaldrigeNationalQualityAward MBNQACategories Category1Awardcriteriaforleadership Theextenttowhichtopmanagementisinvolvedincreatingandreinforcinggoals values directions customerinvolvementandotherissues Category2Focusesonhowthecompanyestablishesstrategicdirectionsandhowitsetsittacticalactionsplanstoimplementthestrategicplans Concernedwithmethods measures deployment andevaluation MalcolmBaldrigeNationalQualityAward MBNQACategories Category3Addressesthecustomerandmarketfocus Theprocessesforlisteningtoandlearningfromcustomersandmarketsmustbeevaluated improved andkeptcurrent Category4Informationandanalysisrelatestothefirm sselection management anduseofinformationtosupportcompanyprocessesandtoimprovefirmperformance MalcolmBaldrigeNationalQualityAward MBNQACategories Category5Dealswithhumanresourcesfocus Theworkforceistobeenabledtodevelopanduseitsfullpotential alignedwithcompanyobjectives Category6Examinesthekeyaspectsofprocessmanagement Thisincludescustomer focusindesign deliveryprocessdesignforservicesandproducts supportprocesses andprocessesrelatingtopartners MalcolmBaldrigeNationalQualityAward MBNQACategories Category7Documentstheresultsoftheothersixcategoriesandrequiresaseriesoftablesandgraphsthatdemonstratetheoperationalandbusinessresultsofthefirm MalcolmBaldrigeNationalQualityAward TheBaldrigeProcess BaldrigeEvaluationProcess Receiveapplications Stage1Independentreview 独立评审 Selectforconsensusreview Judges Stage2Consensusreview 调查评审 Selectforsitevisit Judges Stage3Sitevisitreview 现场评审 ReviewandrecommendwinnersJudges Feedbackreporttoapplicant Feedbackreport Yes No Feedbackreporttoapplicant No Yes Yes Feedbackreporttoapplicant No Figure3 6 MalcolmBaldrigeNationalQualityAward TheBaldrigeProcessThefirststepiseligibilitydetermination 合格确定 ThecompletedapplicationissenttotheNationalInstituteofStandardsandTechnology NIST Theapplicationisreviewedbyexaminersandthenbyjudges whowilldeterminewhethertheapplicationwillbegivenaconsensusscorebytheexaminers FirmsthataregrantedBaldrigesitevisitssometimesrefertothemselvesas BaldrigeQualified Thesitevisitconsistsofateamof4to6examinersvisitingacompanyoveraperiodnottoexceedoneweek Oneofthemostimportantoutcomesisexaminerfeedback MalcolmBaldrigeNationalQualityAward FeedbackReportScoringsummary 评分摘要 isasynthesisofthemostimportantstrengthsandareasforimprovement Individualscoringrange 个别评分范围 providesinsightconcerningtherelativeareasofstrengthandareasforimprovement Scoringdistribution 评分分布 providesthepercentageofapplicantsforaparticularyearscoringineachoftheeightscoringbands Examinercomments 评审员评述 givefeedbackconcerningtheorganization MalcolmBaldrigeNationalQualityAward BeingaBaldrigeExaminerAppointmenttotheboardofTrusteesfortheMBNQABoardofExaminersisaveryprestigiousdesignations Examinersareunpaidvolunteers andmustbewillingtogiveupapproximately10 oftheiryeartoserveasanexaminer StateAwards 州质量奖 Full Baldrigeapproach 完整版马奖 Baldrige liteapproach 简易版马奖 Multilevelapproach 多层级版奖 WhatmotivatesU S firmstocompetefortheMalcolmBaldrigeNationalQualityAward MBNQA HowcouldafirmbenefitfromparticipatingintheMBNQAcompetition evenifitdidnotwintheaward ThereareseveralreasonsthatmotivateU S firmstocompetefortheMBNQA Prestige FirmsthatdonotwintheawardbutreceiveasitevisitfromBaldrigeexaminers oftenincludeintheircompanybrochuresandotherpromotionalmaterialmentionofthemselvesasbeing BaldrigeQualified OneofthemostimportantoutcomesoftheBaldrigeprocessisexaminerfeedbacktoapplicantcompanies WinningtheBaldrigeAward orevenbeingBaldrigeQualified helpsfirmsattracthighqualitysuppliers customers andotherstakeholders ApplyingfortheBaldrigeAwardhelpsafirmestablishacultureofquality andhelpsafirmrallyitsemployeesaroundqualityimprovementefforts DoyoubelievetheMBNQAshouldincludeacategoryfornot for profitorganizations Ifso whatadjustmentsshouldbemadeintheBaldrigecriteriatomakeitapplicableforthiscategory Thereareprosandconstoincludinganot for profitcategoryintheBaldrigeAwardprocess Theprodwouldbetoputnot for profitorganizationsonparwithfor profitorganizationsintermsoftheimportanceoftheirqualityinitiatives TheavailabilityoftheBaldrigeAwardtonot for profitorganizationsmayalsomotivatesomenot for profitstoenhancetheirqualityefforts Theconofincludinganot for profitcategoryisthattheawardcriteriawouldhavetobesignificantlychanged DemingPrizeforQuality DemingPrizeTheDemingPrizeforqualitywasestablishedin1951bytheJapaneseUnionofScientistsandEngineers JUSE Awardedtoindividualsandgroupswhohavecontributedtothefieldofqualitycontrol ThreecategoriesofawardsDemingApplicationPrizeforDivision 戴明应用奖 DemingPrizeforIndividuals 戴明个人奖 QualityControlAwardforFactory operations 戴明控制奖 Thereisnolimitonthenumberofcompaniesthatcanreceivetheawardinagivenyear TheDemingPrizeismuchmorefocusedonprocessesthanistheBaldrige DemingPrizeforQuality DemingCategoriesPolicyOrganizationandOperationsCollectingandUsingInformationAnalysisPlanningfortheFutureEducationandTrainingQualityAssuranceQualityEffectsStandardizationControl DemingPrizeforQuality DemingCategories Policy Org andOperations ThefirstcategoryoftheDemingPrizeaddressestheareasofmanagementofqualitypolicy qualityformation policycorrectnessandconsistency andrelatedtopics TheorganizationandoperationsportionoftheDemingapplicationrequirestheapplicanttodocumentprocessesforclarifyingauthorityandresponsibility andrelatedtopics DemingPrizeforQuality DemingCategories Information Analysis Theinformationthatiscollectedforthisitemincludesinformationthatisgatheredontheoutsideandinside TheanalysiscategoryoftheDemingPrizecoverstheareasofselectionofpriorityproblemsandthemes correctuseofanalyticalmethods anduseofstatisticalmethods DemingPrizeforQuality DemingCategories PlanningfortheFuture Education Training Toplanwellforthefuture firmsmustunderstandtheirpresentconditionwell whichisthedocumentationrequiredforthiscategory Applicantsdocumentplansandaccomplishmentsrelatingtoeducationandtraining DemingPrizeforQuality DemingCategories QualityAssurance QualityEffects AsdiscussedinChapter1 qualityassurancehastodowiththedesignofproductsandthenewproductdevelopmentprocess Qualityeffectsrelatetothedocumentationofbenefits outcomes andresultsofqualityimprovement DemingPrizeforQuality DemingCategories Standardization Control Thesystemsofsettingstandards monitoringperformanceagainstthestandards andrevisionofstandardsaredocumented TheapplicantsdescribehowtheyareusingSQC controlpoints controlitems statisticalthinking andthecurrentstateofcontrolinthecompany InwhatwaysaretheMalcolmBaldrigeNationalQualityAwardandtheDemingAwardsimilar andinwhatwaysaretheydifferent Thebasicpurposesofbothawardsarethesame topromoterecognitionofqualityachievementsandtoraiseawarenessoftheimportanceandtechniquesofqualityimprovement Differences theBaldrigehasbecomeverymanagerialinnature andtheDemingfocusesmoreonthenutsandboltsofqualityimprovement OtherJapaneseContributionstoQuality OtherJapaneseContributionstoQualityThoughtJuranstatedthatthegeniusoftheJapanesewasintheirabilitytomaintainafocusontheminutiaanddetailassociatedwithprocessimprovement ThereareseveraluniquelyJapanesecontributionsthatareapartoftheJapaneseapproachtoproductionandservice OtherJapaneseContributionstoQuality LeanProductionTwoviewsemergeintheliteraturethatpertaintoLean a k a just in time JIT manufacturing ThefirstviewofLeanisaphilosophicalviewofwastereduction Thisviewassertsthatanythingintheprocessthatdoesnotaddvalueforthecustomershouldbeeliminated ThesecondviewofLeanisasystemsviewstatingtheJITisagroupoftechniquesorsystemsfocusedonoptimizingqualityprocesses OtherJapaneseContributionstoQuality JapaneseTotalQualityControlJustastheJapaneseLeanapproachrequiresattentiontodetailineveryaspectoftheprocess sodoestheTQCapproach ThisattentiontodetailrunsdeepintheJapaneseculture OtherJapaneseContributionstoQuality VisibilityProblemsmustbemadevisiblebeforetheycanbeaddressed Andon 目视管理 orwarninglightsLine stopauthority 停线权力 N 2TechniqueTheN 2techniqueisanalternativetoacceptancesampling Usually anacceptancesamplingplaninvolvesrulessuchas If2orfewerdefects acceptthelot Ifmorethan2defects rejectthelot OtherJapaneseContributionstoQuality N 2TechniqueTheN 2techniqueisanalternativetoacceptancesampling Usually anacceptancesamplingplaninvolvesrulessuchas If2orfewerdefects acceptthelot Ifmorethan2defects rejectthelot OtherJapaneseContributionstoQuality TheFiveS s ThefiveSsareasequentialprocessthatcompaniesfollowtoliterally cleanuptheiracts TheSsare Seri 清理 organizingbygettingridoftheunnecessary Seiton 整顿 neatnessthatisachievedbystraighteningofficesandworkareas Seiso 清扫 cleaningplantandequipmenttoeliminatedirtinessthatcanhideorobscureproblems Seiketsu 标准化 standardizinglocationsfortools files equipment andallothermaterials Shetsuke 训练 disciplineinmaintainthepriorfourSs OtherJapaneseContributionstoQuality QualityCirclesArenaturalworkteamsmadeupofworkersthatareempoweredtoimproveprocessestheyuse PreventiveMaintenance PM Theideabehindthisconceptisthattheworstconditionamachineshouldeverbyisonthedayyoupurchaseit QualityImprovement TheEuropeanWay ISO9000 2000IstheEuropeanstandardforqualitythathasbeenexpandedworldwide EuropeanQualityAward EQA ThehighestlevelistheEQAforthemostaccomplishedapplicantinagivenyear ThesecondlevelgivenistheEuropeanQualityPrizeforotherfirmsthatmeettheawardcriteria EuropeanQualityAward EuropeanQualityAwardModel Figure3 7 Leadership Peoplemanagement Processes Businessresults Policyandstrategy Resources Peoplesatisfaction Customersatisfaction Impactonsociety Enablers Results ISO9000 2000 WorldwideImpactOnaworldwidebasis ISO9000 2000hashadamuchmoresignificantimpactthananyofthequalityawardsintermsofthenumberofcompaniesthathaveimplementedtheapproach FocusofISO9000 2000ThefocusofISO9000 2000isforcompaniestodocumenttheirqualitysystemsinaseriesofmanualstofacilitatetradethroughsupplierconformance ISOOrganizationforInternationalStandards ISO9000 2000 ThreeStandardsISO9000 2000 Qualitymanagementsystems Fundamentalsandvocabulary 2 ISO9001 2000 Qualitymanagementsystems Requirements Theseareusedforinternalimplementation contractualpurposes orforthird partyregistrations 3 ISO9004 2000 Qualitymanagement GuidelinesforPerformanceImprovement Theseincludecontinualimprovementandenhancingoverallperformance ISO9001 2000consistsof5clauses 4QualityManagementSystem质量管理体系 ISO9001 2000 Model CUSTOMERS CUSTOMERS QualityManagementSystem 5 ManagementResponsibility 7 ProductRealization 6 ResourceManagement 8 MeasurementAnalysisandImprovement Requirements Satisfaction ContinualImprovementoftheQualityManagementSystem Consumption Product Processapproach ProcessdefinitionSetofinterrelatedorinteractingactivitieswhichtransformsinputsintooutputs Ensurecontinualimprovements Doitforallvalueaddingprocesses Processapproach ContinualimprovementsofProcess PDCACycle ProcessesintermsOfAddedValueDO ContinualimprovementsofProcessesbasedonobjectivemeasurementsACTION MeasureresultsofprocessPerformanceandeffectiveness ObjectiveMeasurementsCHECK Understandings meetingrequirementsPLAN ISO9000 2000 UnderlyingQualityManagementPrinciplesCustomerFocus 顾客关注 Leadership 领导作用 InvolvementofPeople 全员参与 TheProcessApproach 过程方法 ASystemsApproachtoManagement 管理的系统方法 ContinualImprovement 持续改进 FactualApproachtoDecisionMaking 基于事实的决策 MutuallyBeneficialSupplierRelationship 互利的供方关系 ISO9000 2000 ISO9000 2000RegistrationProcess 审核过程 Step1 Inquiry 咨询 Step2 Contractwithregistrar 签订合同 Step3 Phase1audit 第一阶段审核 Step4 Certificationaudit 认证审核 Step5 Processaudits optional 过程审核 Step6 Finalcertificationaudit 最后认证 Step7 Rollingcertification surveillance audits 监督认证 ISO9000 2000 Step1 InquiryClientcontactsregistrarstoinvestigatethetermsforregistrationandmakesaselection Step2 ContractwithregistrarRegistrationstepsaredeterminedandapriceisnegotiated Apre assessmentorgapanalysismaybedone ISO9000 2000RegistrationProcess ISO9000 2000 Step3 Phase1auditRegistrarperformsanonsiteauditofthedocumentedqualitysystemagainsttheapplicablestandard Step4 CertificationauditEveryelementoftheISO9000standardisauditedseveraltimesduringtheregistrationprocess Duringeach3 yearperiod 100 oftheorganizationisaudited ISO9000 2000RegistrationProcess ISO9000 2000 Step5 Processaudits optional Theclientmaychoosebusinessprocessesforauditingtotheapplicablestandard allowingtheclienttolearnandexperiencetheregistrar sauditingmethods Step6 FinalcertificationauditOncetheclient sdocumentedqualitysystemhasmettheapplicablestandard theregistrarwillconductanaudittodeterminethesystem seffectiveimplementation ISO9000 2000RegistrationProcess ISO9000 2000 Step7 RollingcertificationauditsTheregistrarreturnsoneither6monthorannualcycle Sometimesreferredtoassurve