质量管理培训课程ppt模板.ppt

全面质量管理研发生产供应商售后四部曲,2,3,一个卓越的公司,组织的质量全员的质量产品的质量服务的质量,4,新业务的挑战：短期利益与长期利益,我们必须改变对质量的理解：从短期的QC/QA到长远的QM，从而获得公司长久的发展,5,怎么来衡量质量绩效？,CoNQ(Costofnon-quality)是用来衡量一个组织可以持久发展的指标CoNQ5%红灯紧急改善或者停止3%CoNQ5%黄灯必须推动改善质量CoNQ3%绿灯持续改善CoNQ是为了解决质量问题/客户抱怨所付出的代价,6,我们的目标：CoNQ75%MilestonesPASSED50%to75%Milestoneswithclearfollowupaction50%MilestoneBLOCKED,15,研发质量活动,在设计时即考虑到使FCR最低并消减解决质量问题的费用;客户需求项目的界定需要同客户需求紧密连接;在设计之前考虑资源，客户需求、设计成熟度（性能、质量、可靠性）等等;定义过程能力以在生产前预测质量;CTQ管理：定义从研发到生产的CTQ控制参数以监控和追踪客户需求.,16,第二部分,生产质量,17,生产质量,关键聚焦生产质量释放-产品和过程已经准备好制造质量控制/质量保证质量绩效追踪和持续改善,18,生产质量控制/保证框架,19,采取关键质量行动-生产质量,在不同的制造地点使质量系统/过程一致生产质量释放-产品和过程准备好了制造过程中的QC，出货检验和老化/可靠性测试质量绩效追踪和持续改善,20,第三部分,售后服务质量,21,客户服务质量,关键质量聚焦客户服务策略和备件提供快速反馈和问题解决按制造日期的“批”分析售后服务支持和及时响应客户满意度/忠诚度调查,22,采取关键质量行动-客户服务质量,采用按生产日期的“批”分析法对FCR进行跟踪以验证产品质量改善行动的效果基于不同的生产“批”，测量和分析FCR以驱动在产品生命周期内的改善通过客户满意度调查驱动改善从而满足客户期望,23,第三部分,供应商质量,24,成长伙伴：关键目标,怎样发挥公司和供应商之间的全部潜能？成为成长伙伴以达到：更好（质量）更快（反应）更便宜（价格）,25,供应商质量,关键质量聚焦：供应商选择：策划供应商改善：建立密切关系供应商质量支持组织（JQM)：承诺,26,采取关键质量行动-供应商质量,在供应商选择/采购阶段质量需介入：供应商审核和认证先期质量计划联合质量管理JQM发展&培养供应商,27,保持密切关系供应商准备就绪供应商的可持续性发展供应商的早期介入支持使质量系统一致持续质量改善成本竞争分享双向沟通快速响应联合质量管理,供应商质量聚焦,28,供应商和客户结成伙伴,资质认定环境和可持续性质量领导力和技术产品/过程释放元器件达到标准供应商全面评价系统交货价格支持与响应创新供应商培养产品/过程质量管理缩短推至市场的时间和开展成本竞争,29,我的建议,30,NPIProcess,31,QualitySupportStructure:JQM-SQM,QAccountManager,SQM,SupplierOrganization,JQM,SUPPLIERQualityAdvocate,CUSTOMERQualityAdvocate,QUALITY,MGMT,Purchasing,SERVICE,Operations,R&D/DEV,CustomerOrganization,Operations,MGMT,SERVICE,DEV,QUALITY,Purchasing,BULCD,Function,Function,Design/DevCenter&Mfgsite,32,PrinciplesofSupplierQualityFunction,SelectionofsuppliersconductQriskassessment/certificationaudits,identifysupplierdevelopmentneedsandupfrontQagreementswithSuppliersonCustomerrequirements.,Eachstrategic/keysupplierwillhaveoneaccountableSQMfromCustomertodeploysupplierqualityframeworkandprocesses.OneSQMwillmanagemultiplesupplierswithinthedesignatedcommoditygroup.(Electrical,Electro-Mech,Mechanical,Panels,Sub-Assemblies),EstablishSQM/JQMpartnershipforallkeysuppliers.SupplierwillneedtoappointaJQM/JQEaccountabletoCustomerfortheirQualityandQOrgStructure.,SQM&JQMassignedaftercompletionofriskassessmentasafocalpointonQualityandjointlyownanddrivequalityfromDesign-ManufacturingAfterSalesServiceandSupplierDevelopmentActions.,StandardizedWeekly/MonthlyQualityreviewformatsandensurethatsupplierKPI/TargetSettingisinplace.,SupplierRatingSystem(SRS)willbeimplementedtotrackmonthlyperformanceofthestrategic/keysuppliers.,33,SupplierRiskAssessment/CertificationAuditProcess/Tools&Checklist,34,SupplierRiskAssessment/CertificationAudit,Purpose:TodeterminewhethersupplierisqualifiedtodobusinesswithTCL(Fornewsuppliers/newproducts/newmanufacturingsites).Focus:SupplyManagement,Manufacturing&Qualityissues.Timing:HastobecompletedandPASSEDbeforePOisbeingplaced.AssessmentTeam:ContentexpertswithauditingtrainingledbyaCertifiedLeadAssessor.AuditResult:PASSorFAILorNEEDTOBERE-AUDITED.AuditReports&Findingswillbefeedbacktosuppliersforimprovement/correctiveactions.ICALwillbegeneratedandfollow-upactionswillbedonebyLeadBuyer.,ConditionToPASS-thecertificationresultshouldbeatleastatotalscoreof350andeachchaptermustmeettheminimumweightedscoreforcomplianceofthatchapter.,35,TCLCertificationAuditChapters&Checklist,RatingCriteria:,36,CertificationresultPASS/FAIL,1)Pass:totalscore350andaboveandeachchapterscoremustatleastmeetminimumweightedscoreforcomplianceofthatchapter.2)Fail:totalscoreisbelow350andnon-complianceinanychapter.3)Iftotalscoreis350andaboveandaNon-complianceinanychapter,theresultoftheauditis“Fail”andifthePurchasingdecidestocontinuewiththesupplier,are-audithastobedonewithin3-6months.Ifnon-compliancesarestillidentified:thesupplierhastobephasedout.4)Ifthetotalscoreislessthan350supplierhastobephasedoutandnore-auditwillbeentertained.通过/未通过1)通过：总分大于等于350分并且每个章节的得分满足最小有效分数要求。2)未通过：总分低于350分或者任一章节得分未满足最小有效分数的要求。3)如果总分大于等于350但是在任一章节审查中发现有不满足最小有效分数要求的，审查结果是未通过；如果采购决定继续对供应商进行风险评估，那么至少