质量管理概论第一章.ppt

1、,Chapter 1 Introduction to Quality,Modern Importance of Quality,“The first job we have is to turn out quality merchandise that consumers will buy and keep on buying. If we produce it efficiently and economically, we will earn a profit, in which you will share.” - William Cooper Procter,Modern Import

2、ance of Quality,“生产处消费者乐意购买并且愿意持续购买的质量过硬的商品是我们的首要工作。如果我们能够经济有效地制造这样的商品，我们就将赢得利润，你们就能够分享这些利润。” -威廉 库珀普罗克特 Nov. 1887 生产率、成本、质量,另一个例子：Ford,Quality Assurance .is any action directed toward providing customers with goods and services of appropriate quality. 将质量融入组织的产品和服务中，尤其是融入组织自身的基础架构中，这并非易事。,质量的历史和重要性

3、,手工艺人时代 两次“世界大战”前后 美国的“质量革命” 早期的成功 从产品质量到卓越绩效 当前和未来的挑战,Definitions of Quality,基于评判的观点 Transcendent definition: excellence 基于产品的观点 Product-based definition: quantities of product attributes 基于用户的观点 User-based definition: fitness for intended use 基于价值的观点 Value-based definition: quality vs. price 基于生产的

4、观点 Manufacturing-based definition: conformance to specifications,Customer,Transcendent & Product-based definition,User-based definition,Value-based definition,Manufacturing-based definition,Marketing,Designing,Production,Distribution,Needs,Products & Service,图1-1 价值链中的各种质量观,Customer-Driven Quality,“

5、Meeting or exceeding customer expectations” Customers can be. Consumers External customers Internal customers,Total Quality, People-focused management system Focus on increasing customer satisfaction and reducing costs A systems approach that integrates organizational functions and the entire supply

6、 chain Stresses learning and adaptation to change Based on the scientific method,Principles of Total Quality,Customer and stakeholder focus Participation and teamwork Process focus and continuous improvement .supported by an integrated organizational infrastructure, a set of management practices, an

7、d a set of tools and techniques,Customer and Stakeholder Focus,Customer is principal judge of quality Organizations must first understand Customers needs and expectations in order to meet and exceed them Organizations must build relationships with customers Customers include employees and society at

8、 large,Participation and Teamwork,Employees know their jobs best and therefore, how to improve them Management must develop the systems and procedures that foster participation and teamwork Empowerment better serves customers, and creates trust and motivation Teamwork and partnerships must exist bot

9、h horizontally and vertically,Process Focus and Continuous Improvement,A process is a sequence of activities that is intended to achieve some result,Continuous Improvement,Enhancing value through new products and services Reducing errors, defects, waste, and costs Increasing productivity and effecti

10、veness Improving responsiveness and cycle time performance,Demings View of a Production System,Learning,The foundation for improvement Understanding why changes are successful through feedback between practices and results, which leads to new goals and approaches Learning cycle: Planning Execution o

11、f plans Assessment of progress Revision of plans based on assessment findings,Infrastructure, Practices, and Tools,Leadership 领导,Data & Info. Mgt. 信息和知识管理,Strategic Planning 战略计划,HRM 人力资源管理,Process Mgt. 过程管理,Performance appraisal 雇员满意度,Training 培训,Trend Chart 趋势图,基础架构,惯行,工具,TQ Infrastructure, Custom

12、er relationship management Leadership and strategic planning Human resources management Process management Data and information management,Competitive Advantage, Is driven by customer wants and needs Makes significant contribution to business success Matches organizations unique resources with oppor

13、tunities Is durable and lasting Provides basis for further improvement Provides direction and motivation,Quality supports each of these characteristics,Quality and Profitability,Improved quality of design,Higher perceived value,Increased market share,Higher prices,Increased revenues,Improved quality

14、 of conformance,Lower manufacturing and service costs,Higher profitability,Evidence that Quality Impacts Business Results, General Accounting Office study of Baldrige Award applicants Baldrige stock study (see ) Hendricks and Singhal study of quality award winners Performance results of Baldrige Award winners,Three Levels of Quality,Organizational level: meeting external customer requirements Process level: linking external and internal customer requirements Performer/job level: meeting internal customer requirements,Quality and Personal Values, Personal initiativ