TQMStudy

RichardWang2011-2-10TQMTotalQualityManagement全面质量管理Study2ofWorldClassOperationsTopics:1.1WhatisTQM1.2GoalofTQM1.3FiveTenetsofTQM1.4ThreeElementsofTQM1.5ContinueImprovement1.6StructureofTQM1.TQMIntroduction2.TQMStudyinSongjiang&NanhuiQualityQualityTQMStudyTQMStudyProcessProcessOEEStudyOEEStudyEHSEHSRCMSStudyRCMSStudyQualityQualityTQMStudyTQMStudyProcessProcessOEEStudyOEEStudyEHSEHSRCMSStudyRCMSStudy31.1WhatisTQM?TotalQualityManagementmeansthattheorganization‘scultureisdefinedbyandsupportstheconstantattainmentofcustomersatisfactionthroughanintegratedsystemoftools,techniques,andtraining.Thisinvolvesthecontinuousimprovementoforganizationalprocesses,resultinginhighqualityproductsandservices.TQM是一种由顾客的需要和期望驱动的管理哲学。为了能够在最经济的水平上，并考虑到充分满足顾客要求的条件下，以质量为中心，建立在全员参与基础上,把企业内各部门的研制质量，维持质量和提高质量的活动构成为一体的一种有效的体系。Total-MadeupofthewholeQuality-DegreeofexcellenceaproductorserviceprovidesManagement-Act,artormannerofplanning,controlling,directing,….TQMistheartofmanagingthewholetoachieveexcellence.41.2GoalofTQM?“Dotherightthingsrightthefirsttime,everytime.”Atit’ssimplest,TQMisallmanagersleadingandfacilitatingallcontributorsineveryone’stwomainobjectives:(1)Totalclientsatisfactionthroughqualityproductsandservices;(2)Continuousimprovementstoprocesses,systems,people,suppliers,partners,products,andservices.51.Thecustomermakestheultimatedeterminationofquality.2.TopManagementmustprovideleadershipandsupportforallqualityinitiatives.3.Preventingvariabilityisthekeytoproducinghighquality.4.Qualitygoalsareamovingtarget,therebyrequiringacommitmenttowardcontinuousimprovement.5.Improvingqualityrequirestheestablishmentofeffectivemetrics.Wemustspeakwithdataandfactsnotjustopinions.1.3BasicTenetsofTQM1.以顾客为中心2.领导的作用3.全员参与4.过程方法5.系统方法6.持续改进7.基于事实的决策8.互利的供方关系61.4ThreeElementsofTQMCountingCustomersCultureTools,techniques,andtrainingintheiruseforanalyzing,understanding,andsolvingqualityproblemsQualityforthecustomerasadrivingforceandcentralconcern.Sharedvaluesandbeliefs,expressedbyleaders,thatdefineandsupportquality.71.5ContinuousImprovementversusTraditionalApproachMarket-sharefocusIndividualsFocuson‘who”and“why”Short-termfocusStatusquofocusProductfocusInnovationFirefightingCustomerfocusCross-functionalteamsFocuson“what”and“how”Long-termfocusContinuousimprovementProcessimprovementfocusIncrementalimprovementsProblemsolvingTraditionalApproachContinuousImprovement81.6StructureofTQMCustomerFocusProcessImprovementTotalInvolvementLeadershipEducationandTrainingSupportivestructureCommunicationsRewardandrecognitionMeasurementContinuousImprovementObjectivePrinciplesElements2.1Customer-DrivenQualityQualifyC.ReleaseReworkScrapQualityControlNoComplaintComplainOnlyGoodsReturnCounterclaimCustomerFeelingTechnicalServiceOTIF/DistributionDocumentationRFUCustomerServiceValueDefinitionofZeroDefectQualityofProduct2.12ATQMCultureWhenFacingChallenge…PerformanceProductProcessPeoplePhilosophy1.HavingAMissionPhilosophyLeader2.DevelopATeamworkPeopleManager3.CreateAEffectiveProcessSupervisor4.MakingAQualityProductOperator5.AwardAGreatPerformanceLeaderABraveHeartFacingtheTroubleASmartHeadThinkingtheSolutionAQuickHandFixtheProblem2.13Richard’sWordsBeProfessionalandBePatientTaketheTroubletoMePushtheSuccessfultoAllEnjoyMistakeButDon’tRepeatDecisionAfterDiscussionSmallStepscauseBigChangeBigVisionandDetailPerfectKeepSelfinDifficultDoItBetterOnceLoveItRepeatToInnovateOperatorisAChildQualityisACultureLessControlisAControl兢业与耐心揽过推功领悟失败讨论决定小步成巨变远景与踏实信念保持热爱事业重复到创新工人是孩子质量是文化少控制是管理2.14TQMTrainingAssessmentTQM的原则是非判断以顾客为中心领导的作用全员参与关注过程方法建立系统方法持续改进基于事实的决策互利的供方关系以经验为依据TQMStudyProcessManagementinOperationsSongJiang&NanHui2007-2011RichardWang2011.2.1614TQMStudyTQMStructure1.LeadershipinTQM2.EducationinTQM3.ControlinTQMTQMCulture4.MeasureinTQMTQMStructure1.Leadership2.Education3.Control4.Measure1.1QualityVision1.3QualityAward1.4SixSigma2.5VisualFactory2.2JobTraining2.1Q-Training2.3Assessment2.4Documents2.6PestControl1.5QMMeeting3.1VendorMgt3.2Deviation3.3Complaint3.4GoodsReturn3.5PID(MOC)3.6OnlineQC3.7OnlineWO2.7TQMAudit4.1TQMRatio4.2QualifyRatio4.3RFTRatio4.4COPQStudy4.5SPCStudy4.6LabControl4.7ScrapAnalysis1.2QualityTarget1.6Communication1.7VisitLevelTQM1.Leadership2.Education3.Control4.Measure1.1QualityVisionQualityVisionunderHenkelWinningCultureandVisionValue1.2QualityTargetHighstandardqualitytargetsbothlongtermandshortterm.1.3QualityAwardTomotivateteam’scontributiononqualityimprovement1.4SixSigmaContinuequalityimprovementbystudydeeperanddeeper1.5QualityMeetingRegularlyreviewthequalityperformance1.6CommunicationQualitycommunicationfromtoptobaseline1.7VisitLevelKeepvisitlevelanytimetocreateacleanworkingspace1.LeadershipinTQM1.Leadership1.1VisionWorldClassOperations2012WorldClassOperations2012OEE=90%OEE=90%TQM=99.7%TQM=99.7%RCMS=100%RCMS=100%ProcessingCostProcessingCostOEE&UtilizationOEE&UtilizationProductivityProductivityRightFirstTimeRightFirstTimeOnTime&YieldOnTime&YieldVisitLevelVisitLevelTQMRatioTQMRatioQAKEAuditQAKEAuditCustomer