质量管理第六版英文教辅 foster-mq6-in电子课件-02

Chapter

2Quality

TheoryChapter

ObjectivesCopyright

©

2017

Pearson

Education,

Inc.2-21.

Integrate

theories

and

concepts

from

key

thought

leaderin

quality

management.

Discuss

differing

ideas

from

quality

management

thoughleaders

to

determine

the

best

methods

for

managingquality.

Discuss

key

quality

improvement

variables

and

how

theycombine

to

create

a

quality

management

system.

Assess

a

quality

management

system

using

thetheoretical

framework

for

quality

management.What

is

Theory?Theory:

“A

coherent

group

of

general

propositions

used

as

principles

ofexplanation

for

a

class

of

phenomena”Random

House

Webster’s

College

Dictionary2011.Figure

2-1Copyright

©

2017

Pearson

Education,

Inc.2-3What

is

Theory?Copyright

©

2017

Pearson

Education,

Inc.2-4For

a

theory

to

be

complete,

it

must

have

four

elements:

What

–

Involves

what

variables

or

factors

are

included

in

themodel

How

–

Involves

the

nature,

direction,

and

extent

of

therelationship

among

the

variablesWhy

–

Thetheoretical

glue

that

holds

the

model

together

Who-Where-When

–

The

aspects

that

place

contextual

boundarieson

the

theoryDavis,

J.,

Eisenhardt,

K.,

and

Bingham,

C.,

“Developing

Theory

through

Simulation

Methods,”

Academy

ofManagement

Review

32,

2(2007):

480–499.What

is

Theory?Copyright

©

2017

Pearson

Education,

Inc.2-5Theories

are

established

in

one

of

two

ways:Induction

–

A

theory

generated

by

observation

and

descriptionDeduction

–

Researchers

propose

a

model

based

on

prior

research, and

design

an

experiment

to

test

the

theoretical

modelHistory

of

QualityCopyright

©

2017

Pearson

Education,

Inc.Table

2-12-6W.

Edwards

DemingCopyright

©

2017

Pearson

Education,

Inc.2-7

Gained

credibility

because

of

his

influence

on

Japanese

andAmerican

industry

Best

known

for

his

emphasis

on

the

management

of

a

system

forquality

His

thinking

was

based

on

the

use

of

statistics

for

continualimprovement.

He

provided

lectures

on

statistical

quality

control

to

the

JapanesUnionof

Scientists

and

Engineers

after

World

War

II.

The

United

States

hired

him

when

they

realized

that

they

werelagging

behind

Japan

in

quality.Deming

14

Points

of

ManagementCopyright

©

2017

Pearson

Education,

Inc.2-8Deming

believed

that

the

historic

approach

to

quality

usedby

American

management

was

wrong

in

one

fundamentalaspect:Poor

quality

was

not

the

fault

of

labor.

It

resulted

from

poor

management

of

the

system

for

continualimprovement.Deming

14

Points

of

ManagementCopyright

©

2017

Pearson

Education,

Inc.2-9

Create

constancy

of

purpose

toward

improvementof

productand

service

with

the

aim

to

become

competitive,

stay

inbusiness,

and

provide

jobs.Adopta

new

philosophy.

We

are

in

a

new

economic

age.Cease

dependence

on

mass

inspection

to

improve

quality.

End

the

practice

of

awarding

business

on

the

basis

of

price

taalone.Deming

14

Points

of

Management

(cont’d)Copyright

©

2017

Pearson

Education,

Inc.2-10

Improve

constantly

and

forever

the

system

of

production

andservice

to

improve

quality

and

productivity,

and

thusconstantly

decrease

cost.Institute

training

on

the

job.Improve

leadership.Deming

14

Points

of

Management

(cont’d)Copyright

©

2017

Pearson

Education,

Inc.2-11

Drive

out

fear

so

that

everyone

may

work

effectively

for

thecompany.Break

down

barriers

between

departments.Eliminate

slogans,

exhortations,

and

targets

for

the

workforthat

ask

for

zero

defects

and

new

levels

of

productivity.Eliminate

work

standards

on

the

factory

floor.Deming

14

Points

of

Management

(cont’d)Copyright

©

2017

Pearson

Education,

Inc.2-1212.

Remove

barriers

that

rob

workers

of

their

right

to

pride

inthe

quality

of

their

work.12.

Institute

a

vigorous

program

of

education

and

self-improvement.12.

Put

everybody

in

the

company

to

work

to

accomplish

thetransformation.Joseph

JuranCopyright

©

2017

Pearson

Education,

Inc.2-13Was

responsible

for

the

growth

of

quality

in

the

past

half-century

Took

a

more

strategic

and

planning-based

approach

toimprovement

than

Deming

Promotes

the

view

that

organizational

quality

problems

are

largelthe

result

of

insufficient

and

ineffective

planning

for

quality

Argues

that

companiesmustrevise

strategic

planning

processes

anachieve

mastery

over

these

processesThe

Juran

TrilogyCopyright

©

2017

Pearson

Education,

Inc.2-14Planning

Providing

the

operating

forces

with

the

means

of

producing

productsthat

can

meet

the

customer’s

needsControl

A

process-related

activity

that

ensures

processes

are

stable

andprovides

a

relatively

consistent

outcomeImprovementMust

be

accomplished

on

a

project-by-project

basisJuran’s

Pareto

LawCopyright

©

2017

Pearson

Education,

Inc.2-15Called

the

80/20

RuleUsing

Pareto’s

law,

the

majority

of

quality

problems

areresult

of

relatively

few

causes.Compare

the

“vital

few”

to

the

“trivial,

but

useful,

mKaoru

IshikawaCopyright

©

2017

Pearson

Education,

Inc.2-16

Great

believer

in

training

with

major

contribution

on

the

totalinvolvement

of

the

operating

employees

in

improving

qualityDeveloped

the

basic

seven

tools

of

quality

(B7)Credited

with

democratizing

statisticsCoined

the

term

company-wide

quality

controlIshikawa’s

11

PointsAdapted

from

K.

Ishikawa,

Guideto

Quality

Control

(White

Plains,

NY:

Quality

Resources,

1968).Table

2-3Copyright

©

2017

Pearson

Education,

Inc.2-17Armand

FeigenbaumCopyright

©

2017

Pearson

Education,

Inc.2-18Three-step

process

to

improving

qualityQuality

leadershipQuality

technologyOrganizational

commitmentMajor

impediments

to

improving

qualityHothouse

qualityWishful

thinkingProducing

overseasConfining

quality

to

the

factoryFeigenbaum’s

19

StepsBased

on

A.

Feigenbaum,

Total

Quality

Control

(New

York:

McGraw-Hill,

1991;

original

1951).Table

2-4Copyright

©

2017

Pearson

Education,

Inc.2-19Philip

CrosbyCopyright

©

2017

Pearson

Education,

Inc.2-20Became

well

known

for

the

authorship

of

his

book,

Quality

is

Free

Emphasized

the

zero-defects

approach

and

the

behavioral

andmotivational

aspects

of

quality

improvementrather

than

statisticapproachesAdopted

a

human

resource

approach

similar

to

DemingCrosby’s

14

StepsCopyright

©

2017

Pearson

Education,

Inc.Based

on

P.

Crosby,

Quality

Is

Free:

The

Artof

Making

Quality

Certain

(New

York:

Mentor

Executive

Library,

1979).

Reproduced

with

permission

of

TheMcGraw-Hill

Companies.Table

2-52-21Genichi

TaguchiCopyright

©

2017

Pearson

Education,

Inc.2-22The

Taguchi

method

provides:

A

basis

for

determining

the

functional

relationship

betweencontrollable

product

or

service

design

factors

and

the

outcomes

ofa

process

A

method

for

adjusting

the

mean

of

a

process

by

optimizingcontrollable

variables

A

procedure

for

examining

the

relationship

between

randomnoise

in

the

process

and

product

or

service

variabilityGenichi

TaguchiCopyright

©

2017

Pearson

Education,

Inc.2-23Unique

aspects

of

the

Taguchi

method

include:Definition

of

qualityQuality

loss

functionConcept

of

robust

designOther

Quality

ContributorsCopyright

©

2017

Pearson

Education,

Inc.2-24Robert

C.

CampStephen

R.

CoveyMichael

HammerJames

ChampyViewing

Quality

from

a

ContingencyPerspectiveCopyright

©

2017

Pearson

Education,

Inc.2-25

There

is

a

mass

of

contradictory

information,

therefore

ibest

to

focus

on

fundamental

questions:What

are

our

strengths?What

are

our

competencies?In

what

areas

do

we

need

to

improve?