但须协供应改善

1、1chapter 8quality managementquality management2total quality management definedquality specifications and costssix sigma quality and toolsexternal benchmarkingiso 9000service quality measurementobjectives 3total quality management (tqm)total quality management (tqm)total quality management is define

2、d as managing the entire organization so that it excels on all dimensions of products and services that are important to the customer4crosby戴明戴明裘蘭裘蘭品質定義符合需求以低成本、一致性與可靠性來滿足市場對產品的需求適用性（滿足顧客的需求）高階主管的職責對品質負責負責94的品質問題因作業人員造成的品質問題比例低於20績效標準與激勵零缺點品質有許多面向，使用統計衡量各構面的表現；零缺點的關鍵避免以競賽做為達到完美工作成果的手段常用方法預防而非檢查由持續改善

3、降低差異，停止大量檢查一般管理品質的方法，特別是在人員方面架構品質改善的14個步驟管理的14個重點品質改善的10個步驟統計製程管制排除統計上的可接受水準（要求100完美）應使用品質控制的統計方法推薦spc，但應注意可能造成工具導向的情況改善的基礎改善是一項長期的流程而非一時的計畫，應具備改善目標持續降低變異以專案團隊的方式銜接進行，須設定目標團隊合作品質改善團隊，品質會議員工參與決策，降低部門間的障礙團隊與品管圈品質成本不合格的成本，品質是免費的沒有最佳值，應持續改善品質非免費，且沒有最佳值採購及貨品驗收陳述需求；供應商是企業的延伸；大部分的缺失是源自買方的錯誤檢查太慢；抽樣法讓不良品進入系統

4、中；需應用統計資料與管制圖問題是複雜的，進行正式的調查評估供應商贊成，品質稽核無用論反對贊成，但須協助供應商改善5quality specificationsquality specificationsdesign quality: inherent value of the product in the marketplace dimensions include: performance, features, reliability/durability, serviceability, aesthetics, and perceived quality.conformance quali

5、ty: degree to which the product or service design specifications are met 6構面構面定義定義績效產品或服務的主要功能特性特色增加產品的觸感、鈴聲、聲音等次要特性可靠度隨著時間，績效仍可維持一定的水準；失敗率耐用性可用期間易服務性容易維修回應人際接觸的特性（時間、禮貌、專業等）外觀感覺屬性（聲音、感覺、外觀等）聲譽過去績效及其它無形資產(認知品質)設計品質構面設計品質構面7衡量衡量構面雷射印表機 銀行支票帳戶績效頁數/分鐘、列印密度處理一個顧客所需的時間特徵多紙匣 色彩自動付款設備可靠度/耐用性平均失敗期間/預計過時時間/主

6、要零件的壽命處理交易時間的變異性/與產業趨勢同步易服務性授權維修站的方便性/每個碳粉匣可印張數/模組化設計線上報表/取得更新資訊的方便性 外觀按鍵設計/外殼造型/經銷商的接待態度 銀行大廳的外觀/出納員的態度知覺品質 品牌知名度/在消費者心中的排名/績效報告 同業領導者的背書8costs of qualitycosts of quality品質成本係指產品無法達到100%完美時，產生的所有成本，即品質成本為現有成本與卓越品質下成本的差距。品質成本的大小 約可占企業總銷售額的15%至20%。 philip crosby認為一個運作良好的品質計畫，品質成本應控制在銷售額的2.5%以下。 9cost

7、s of qualitycosts of quality分析品質成本有三項基本假設： (1)失敗是有原因的 (2)事前預防的成本總是較低的 (3)品質績效是可以衡量的。10costs of quality costs of quality external failure costs appraisal costsprevention costsinternal failurecostscosts ofquality11costs of qualitycosts of quality品管部門的功能品管部門的功能 產品可靠度設計的測試 蒐集市場的產品績效資訊，並解決市場調查所發現的品質問題。 擬

8、定工廠的品管計畫與預算 設計與監控品質系統與檢測流程，並實際執行需要特殊技術背景的檢測作業。 qc部門常用的統計品質管制工具部門常用的統計品質管制工具 允收抽樣及製程管制 12six sigma qualitysix sigma qualitya philosophy and set ofmethods companies use to eliminate defects in their products and processesseeks to reduce variation in the processes that lead to product defectsthe name,

9、“six sigma” refers to the variation that exists within plus or minus three standard deviations of the process outputs13six sigma qualitysix sigma qualitysix sigma allows managers to readily describe process performance using a common metric: defects per million opportunities (dpmo)14six sigma qualit

10、ysix sigma qualityexample of defects per million opportunities (dpmo) calculation. suppose we observe 200 letters delivered incorrectly to the wrong addresses in a small city during a single day when a total of 200,000 letters were delivered. what is the dpmo in this situation?so, for every one mill

11、ion letters delivered this citys postal managers can expect to have 1,000 letters incorrectly sent to the wrong address.cost of quality: what might that dpmo mean in terms of over-time employment to correct the errors?15six sigma quality: dmaic cyclesix sigma quality: dmaic cycledefine, measure, ana

12、lyze, improve, and control (dmaic) developed by general electric as a means of focusing effort on quality using a methodological approachoverall focus of the methodology is to understand and achieve what the customer wantsa 6-sigma program seeks to reduce the variation in the processes that lead to

13、these defectsdmaic consists of five steps.16six sigma quality: dmaic cyclesix sigma quality: dmaic cycle1. define (d)2. measure (m)3. analyze (a)4. improve (i)5. control (c)customers and their prioritiesprocess and its performancecauses of defectsremove causes of defectsmaintain quality17example to

14、illustrate the processwe are the maker of this cereal. consumer reports has just published an article that shows that we frequently have less than 15 ounces of cereal in a box.what should we do?18step 1 - definewhat is the critical-to-quality characteristic?the ctq (critical-to-quality) characterist

15、ic in this case is the weight of the cereal in the box.192 - measurehow would we measure to evaluate the extent of the problem?what are acceptable limits on this measure?202 measurelets assume that the government says that we must be within 5 percent of the weight advertised on the box.upper toleran

16、ce limit = 16 + .05(16) = 16.8 ounceslower tolerance limit = 16 .05(16) = 15.2 ounces212. measurewe go out and buy 1,000 boxes of cereal and find that they weight an average of 15.875 ounces with a standard deviation of .529 ounces.what percentage of boxes are outside the tolerance limits?22upper to

17、lerance = 16.8lower tolerance = 15.2processmean = 15.875std. dev. = .529what percentage of boxes are defective (i.e. less than 15.2 oz)?z = (x mean)/std. dev. = (15.2 15.875)/.529 = -1.276normsdist(z) = normsdist(-1.276) = .100978approximately, 10 percent of the boxes have less than 15.2 ounces of c

18、ereal in them!23step 3 - analyze - how can we improve the capability of our cereal box filling process?decrease variationcenter processincrease specifications246s s minimum from process center to nearest spec123102312s6s25implies 2 ppb “bad” with no process shiftwith 1.5s shift in either direction f

19、rom center (process will move), implies 3.4 ppm “bad”.123102312s26statistical process control (spc)use data from the actual processestimate distributionslook at capability - is good quality possiblestatistically monitor the process over time27analytical tools for six sigma and analytical tools for s

20、ix sigma and continuous improvement: flow chartcontinuous improvement: flow chart no, continuematerial received from supplierinspect material for defectsdefects found?return to supplier for credityescan be used to find quality problems28analytical tools for six sigma and analytical tools for six sig

21、ma and continuous improvement: run chartcontinuous improvement: run chartcan be used to identify when equipment or processes are not behaving according to specifications0.440.460.480.50.520.540.560.5812345678910 1112time (hours)diameter29analytical tools for six sigma and analytical tools for six si

22、gma and continuous improvement: pareto analysiscontinuous improvement: pareto analysiscan be used to find when 80% of the problems may be attributed to 20% of thecausesassy.instruct.frequencydesignpurch.training80%30analytical tools for six sigma and analytical tools for six sigma and continuous imp

23、rovement: checksheetcontinuous improvement: checksheetbilling errorswrong account wrong amounta/r errorswrong account wrong amountmondaycan be used to keep track of defects or used to make sure people collect data in a correct manner31analytical tools for six sigma and analytical tools for six sigma

24、 and continuous improvement: histogramcontinuous improvement: histogramnumber of lotsdata rangesdefectsin lot01234can be used to identify the frequency of quality defect occurrence and display quality performance32analytical tools for six sigma and analytical tools for six sigma and continuous impro

25、vement: cause & continuous improvement: cause & effect diagrameffect diagrameffectmanmachinematerialmethodenvironmentpossible causes:the results or effectcan be used to systematically track backwards to find a possible cause of a quality problem (or effect)33analytical tools for six sigma an

26、d analytical tools for six sigma and continuous improvement: control chartscontinuous improvement: control chartscan be used to monitor ongoing production process quality and quality conformance to stated standards of quality970980990100010101020012345678910 1112 13 14 15lclucl34other six sigma tool

27、sother six sigma toolsfailure mode and effect analysis (dmea) is a structured approach to identify, estimate, prioritize, and evaluate risk of possible failures at each stage in the processdesign of experiments (doe) a statistical test to determine cause-and-effect relationships between process vari

28、ables and output35six sigma roles and six sigma roles and responsibilitiesresponsibilities1.executive leaders must champion the process of improvement2.corporation-wide training in six sigma concepts and tools3.setting stretch objectives for improvement4.continuous reinforcement and rewards36the shi

29、ngo system: fail-safe the shingo system: fail-safe designdesignshingos argument:sqc methods do not prevent defectsdefects arise when people make errorsdefects can be prevented by providing workers with feedback on errorspoka-yoke includes: checklists special tooling that prevents workers from making

30、 errors37iso 9000iso 9000series of standards agreed upon by the international organization for standardization (iso)adopted in 1987more than 100 countriesa prerequisite for global competition?iso 9000 directs you to document what you do and then do as you documented 38three forms of iso three forms

31、of iso certificationcertification1. first party: a firm audits itself against iso 9000 standards2. second party: a customer audits its supplier3. third party: a qualified national or international standards or certifying agency serves as auditor39external benchmarking stepsexternal benchmarking step

32、s1. identify those processes needing improvement 2. identify a firm that is the world leader in performing the process3. contact the managers of that company and make a personal visit to interview managers and workers4. analyze data40service quality measurement: service quality measurement: servqual

33、servquala perceived service quality questionnaire survey methodology 可藉由顧客填寫servqual問卷，衡量顧客對服務品質的期望與實際感受間的差距（或缺口），其間的缺口即代表公司需要改善之處。41service qualityservice quality口碑 個人需求 預期的服務 服務的體驗 過去經驗 服務品質構面*信賴度回應保證親切實體面 服務品質知覺1.超過預期esps（不可接受的品質） 42service quality measurement: service quality measurement: servqu

34、alservquale-service quality dealing service on the internet e-sq是衡量網站在提供購物、採購與產品配送時的效率與有效性。43dimensions of e-service dimensions of e-service qualityqualityreliability網站正確的技術功能與達成服務的承諾、正確的帳單與產品資訊。responsiveness能快速回應並協助顧客的能力。access當顧客有需求時，能快速地連上公司網站。flexibility付款、送貨、採購、搜尋與退貨方式的選擇。ease of navigation網站提

35、供的功能，可協助使用者輕易地找到需要的資訊、提供良好的搜尋引擎，允許顧客瀏覽時容易且快速的換頁。efficiency指網站可使用簡便、適合的架構，使用者只需要輸入少量的資訊。44dimensions of e-service dimensions of e-service qualityqualityassurance/trust係指因網站的商譽，以及銷售之產品與服務的品質，可讓顧客信賴。security/privacy讓顧客可信任網站的安全性，並保護顧客的個人資料。price knowledge顧客可於購物流程中，判斷運費、總價與比價。site aesthetics 指網站的外觀（美工）。c

36、ustomization/personalization允許個別顧客設定偏好、購物歷史資料以及購物的方式。45抽樣調查決策準則單次多次抽樣計畫抽個樣本允收拒收46作業特性曲線在某特定抽樣計畫下各種不良率送驗批會被在某特定抽樣計畫下各種不良率送驗批會被允收的機率允收的機率47作業特性曲線常使用的機率分配常使用的機率分配 當批量數當批量數10*樣本數樣本數 二項分配二項分配 當批量數當批量數 10*樣本數樣本數,批量不良率批量不良率0.1 卜瓦松分配卜瓦松分配 當批量數當批量數 10*樣本數樣本數,批量不良率批量不良率 0.1 常態分配常態分配48作業特性曲線 允收機率允收機率 拒收水準拒收水準

37、生產者冒險率生產者冒險率 消費者冒險率消費者冒險率49常態分配-3s s -2s s -1s s +1s s +2s s +3s smean68.26%95.44%99.74%s s = standard deviation50管制圖計量管制圖計量管制圖 全距圖全距圖(r-control chart) 平均數管制圖平均數管制圖(x-control chart)計數管制圖計數管制圖 p管制圖管制圖 c管制圖管制圖51r 管制圖r = 0.0021uclr = d4rlclr = d3r52x 管制圖r = 0.0021x = 0.5027uclx = x + a2rlclx = x - a2r5

38、3x_54範例sample samplenumber1234rangemean10.50140.50220.50090.50270.00180.501820.50210.50410.50240.50200.00210.502730.50180.50260.50350.50230.00170.502640.50080.50340.50240.50150.00260.502050.50410.50560.50340.50470.00220.5045r =0.0021x =0.502755r r 管制圖結果管制圖結果r - chartsr = 0.0021d4 = 2.282d3 = 0uclr = 2.282 (0.0021) = 0.00479 in.lclr = 0 (0.0021) = 0 in.uclr = d4rlclr = d3r56r r 管制圖結果管制圖結果sample number123456range (in.)lclr = 0uclr = 0.00479r = 0.002157x x 管制圖結果管制圖結果r = 0.0021a2 = 0.729x = 0.5027x - chartsuclx = x