Quality-Management质量培训

QualityManagement“Itcostsalottoproduceabadproduct.”NormanAugustineCostofquality1.Preventioncosts2.Appraisalcosts3.Internalfailurecosts4.Externalfailurecosts5.OpportunitycostsWhatisqualitymanagementallabout?Trytomanageallaspectsoftheorganizationinordertoexcelinalldimensionsthatareimportantto“customers”Twoaspectsofquality:features:morefeaturesthatmeetcustomerneeds=higherqualityfreedomfromtrouble:fewerdefects=higherqualityTheQualityGurus–EdwardDeming1900-19931986Qualityis“uniformityanddependability”FocusonSPCandstatisticaltools“14Points”formanagementPDCAmethodTheQualityGurus–JosephJuran1904-20081951Qualityis“fitnessforuse”ParetoPrincipleCostofQualityGeneralmanagementapproachaswellasstatisticsHistory:howdidwegethere…•DemingandJuranoutlinedtheprinciplesofQualityManagement.•Tai-ichiOhnoappliestheminToyotaMotorsCorp.•JapanhasitsNationalQualityAward(1951).•U.S.andEuropeanfirmsbegintoimplementQualityManagementprograms(1980’s).•U.S.establishestheMalcolmBaldridgeNationalQualityAward(1987).•Today,qualityisanimperativeforanybusiness.WhatdoesTotalQualityManagementencompass?TQMisamanagementphilosophy:•continuousimprovement•leadershipdevelopment•partnershipdevelopmentCulturalAlignmentTechnicalTools(ProcessAnalysis,SPC,QFD)CustomerDevelopingqualityspecificationsInputProcessOutputDesignDesignqualityDimensionsofqualityConformancequalitySixSigmaQuality•Aphilosophyandsetofmethodscompaniesusetoeliminatedefectsintheirproductsandprocesses•Seekstoreducevariationintheprocessesthatleadtoproductdefects•Thename“sixsigma”referstothevariationthatexistswithinplusorminussixstandarddeviationsoftheprocessoutputs6SixSigmaQualitySixSigmaRoadmap(DMAIC)NextProjectDefineCustomers,Value,ProblemStatementScope,Timeline,TeamPrimary/Secondary&OpExMetricsCurrentValueStreamMapVoiceOfCustomer(QFD)MeasureAssessspecification/DemandMeasurementCapability(GageR&R)CorrectthemeasurementsystemProcessmap,Spaghetti,Timeobs.MeasureOVs&IVs/QueuesAnalyze(andfixtheobvious)RootCause(Pareto,C&E,brainstorm)FindallKPOVs&KPIVsFMEA,DOE,criticalXs,VA/NVAGraphicalAnalysis,ANOVAFutureValueStreamMapImproveOptimizeKPOVs&testtheKPIVsRedesignprocess,setpacemaker5S,Celldesign,MRSVisualcontrolsValueStreamPlanControlDocumentprocess(WIs,StdWork)Mistakeproof,TTsheet,CIListAnalyzechangeinmetricsValueStreamReviewPreparefinalreportValidateProject$ValidateProject$ValidateProject$ValidateProject$CelebrateProject$SixSigmaOrganizationQualityImprovementTraditionalTimeQualityContinuousimprovementphilosophy1.Kaizen:Japanesetermforcontinuousimprovement.Astep-by-stepimprovementofbusinessprocesses.2.PDCA:Plan-do-check-actasdefinedbyDeming.PlanDoActCheck3.Benchmarking:whatdotopperformersdo?Toolsusedforcontinuousimprovement1.ProcessflowchartToolsusedforcontinuousimprovement2.RunChartPerformanceTimeToolsusedforcontinuousimprovement3.ControlChartsPerformanceMetricTimeToolsusedforcontinuousimprovement4.Causeandeffectdiagram(fishbone)EnvironmentMachineManMethodMaterialToolsusedforcontinuousimprovement5.ChecksheetItemABCDEFG---------------------√√√√√√√√√√√√√√√√√√√√Toolsusedforcontinuousimprovement6.HistogramFrequencyToolsusedforcontinuousimprovement7.ParetoAnalysisABCDEFFrequencyPercentage50%100%0%75%25%102030405060SummaryofTools1.Processflowchart2.Rundiagram3.Controlcharts4.Fishbone5.Checksheet6.Histogram7.ParetoanalysisCase:shorteningtelephonewaitingtime…•Abankisemployingacallansweringservice•Themaingoalintermsofqualityis“zerowaitingtime”-customersgetabadimpression-companyvisiontobefriendlyandeasyaccess•ThequestionishowtoanalyzethesituationandimprovequalityThecurrentprocessCustomerBOperatorCustomerAReceivingPartyHowcanwereducewaitingtime?MakescustomerwaitAbsentreceivingpartyWorkingsystemofoperatorsCustomerOperatorFishbonediagramanalysisAbsentOutofofficeNotatdeskLunchtimeToomanyphonecallsAbsentNotgivingreceivingparty’scoordinatesComplainingLeavingamessageLengthytalkDoesnotknoworganizationwellTakestoomuchtimetoexplainDoesnotunderstandcustomerDailyaverageTotalnumberAOneoperator(partneroutofoffice)14.3172BReceivingpartynotpresent6.173CNoonepresentinthesectionreceivingcall5.161DSectionandnameofthepartynotgiven1.619EInquiryaboutbranchofficelocations1.316FOtherreasons0.81029.2351Reasonswhycustomershavetowait(12-dayanalysiswithchecksheet)ParetoAnalysis:reasonswhycustomershavetowaitABCDEFFrequencyPercentage0%49%71.2%10020030087.1%150250Ideasforimprovement1.Takinglunchesonthreedifferentshifts2.Askallemployeestoleavemessageswhenleavingdesks3.Compilingadirectorywherenexttopersonnel’snameappearsher/histitleResultsofimplementingtherecommendationsABCDEFFrequencyPercentage100%0%49%71.2%10020030087.1%100%BCADEFFrequencyPercentage0%100200300Before……AfterImprovementIngeneral,howcanwemonitorquality…?1.Assignablevariation:wecanassessthecause2.Commonvariation:variationthatmaynotbepossibletocorrect(randomvariation,randomnoise)Byobservingvariationinoutputmeasures!StatisticalProcessControl(SPC)Everyoutputmeasurehasatargetvalueandalevelof“acceptable”variation(upperandlowertolerancelimits)SPCusessamplesfromoutputmeasure