质量管理_Quality Manegement_德国亚琛工大_RWTH_03_l_eng

1©WZL/FraunhoferIPTLectureQualityManagement03StrategicQualityProgramsProf.Dr.-Ing.RobertSchmitt2Seite2©WZL/FraunhoferIPTCharacteristicsofTQMMTCIPQNormativeQualityManagementSystems(L2)•DINENISO9000ff.•ISO/TS16949:2002•etc.StrategicQualityPrograms(L3)•EFQM•SixSigma•AC-QM-M•etc3Seite3©WZL/FraunhoferIPTContentsEFQM-Modell1SixSigma2AachenerQualityManagementModel34Seite4©WZL/FraunhoferIPTEFQMModelPartnerships&Resources9%Policy&Strategy8%People9%SocietyResults6%CustomerResults20%EmployeeResults9%KeyPerformanceResults15%Processes14%Leadership10%Enabler50%Results50%InnovationandLearningThemodelisthebasisfortheassessmentandtheawardingoftheEuropeanQualityAwardandtheGermanLudwig-Erhard-Prize.ThepremisebehindthestructureoftheEFQMmodelis:excellentresultsintermsofperformance,customers,peopleandsocietyareonlypossiblewithaleadership,whichpushespolicyandstrategy,people,partnershipsandresourcesaswellasprocessesonahighlevel.Themodelconsistsoftwoparts:enablersandresults.Theresultcriteriagiveattentiontowhattheorganisationhasachieved.Howtheseresultshavebeenachievedismatteroftheenablercriteria.Itispossibletoreach1000points,50%ineachofbothparts.ThemaincriteriaoftheEFQMmodelaredividedintoseveralsubcriteria,whichhavetobeevaluatedbythecompanys.Accordingtoitsimportance,everymaincriteriaispercentualweighted.5Seite5©WZL/FraunhoferIPTDefinitionofEFQM-ExcellenceCriteria(Extract,1/2)Managersencourageandcommunicatetheimplementationofthemissionandvisionthroughthedevelopmentandimplementationofkeyvaluesandsystems.–Theyarecapabletochangethedirectionoftheorganisationandtoinspireotherstofollowthem.Organisationsimplementtheirmissionandtheirvisionthroughthedevelopmentofastrategy,whichisorientedtotheinterestedparties.–Plans,objectivesandprocessesarenecessaryforthedevelopmentofthestrategy,whichconsidersrelevantmarketsandindustrysectors.Organisationsdeveloptheentirepotentialoftheemployeesonindividual,teamandorganisationlevel.LeadershipPolicy&StrategyPeople6Seite6©WZL/FraunhoferIPTOrganisationsplanandcontrolexternalpartnerships,suppliersandinternalresourcesinordertosupporttheirpolicyandstrategyaswellastheprocessefficiency.Organisationsdesign,controlandimproveprocesses,inordertocompletelysatisfycustomersandotherinterestedpartiesandtoincreasetheiraddedvalue.Organisationsexecutesubstantialmeasurementsandachieveinthiswayexcellentresultsconcerning–theircustomersandtheiremployees,–theirrelationshiptosociety,–thekeyelementsoftheirpolicyandstrategy.DefinitionofEFQM-ExcellenceCriteria(Extract,2/2)Partnerships&ResourcesProcessesResults7Seite7©WZL/FraunhoferIPTLeadershipSubCriteriaontheEFQMExcellenceModel1.aLeadersdevelopthemission,vision,valuesandethicsandarerolemodelsofacultureofexcellence1.bLeadersarepersonallyinvolvedinensuringthattheorganisation’smanagementsystemisdeveloped,implementedandcontinuouslyimproved1.cLeadersinteractwithcustomers,partnersandrepresentativesofsociety1.dLeadersreinforceacultureofexcellencewithemployeesoftheorganisation1.eLeadersidentifyandmasterorganisationalchangeLeadershipInthepictureaboveyouseethesub-criteriaofthecriterionleadershipasanexample.Theevaluationofeachofthefoursub-criteriaoccursseparately.8Seite8©WZL/FraunhoferIPTRADARLogicoftheEFQMModelDeterminetheresultsmeasureforexcellencetocreatevalueforinterestedpartiesResultsPlananddeveloptheapproachesWithinthescopeofthestrategicplanningstageoftheorganisationApproachDeploytheapproachessystematicdisplayofrealisationDeploymentAssessandreviewtheapproachesanddeploymentsystematicevaluation,learningandimprovementAssessment&ReviewThesub-criteriaareevaluatedaccordingtotheRADARlogicwhichisdevelopedbytheEFQM.Thiscoversthefollowingaspects-Results-Approach-Deployment-Assessmentand-ReviewAdditionallytotheaspectslikeprocedure(Approach),conversion(Deployment)andresults(Results)whicharealsoembodiedinsimilarformsintheMBNQA,theRADARlogiccontainsaspectslikeevaluation(Assessment)andexamination(Review).Thisadditionalaspectmovesthecontinuousimprovementstronglyintothefocalpointofallevaluationactivities,whichisoneofthefundamentalprinciplesoftheTQM.9Seite9©WZL/FraunhoferIPTContentsEFQM-Modell1SixSigma2AachenerQualityManagementModel310Seite10©WZL/FraunhoferIPTSixSigmaSuccessStory„Nearly100companiesinGermanyuseSixSigmaforcontinuousimprovement.“(Automobil-Produktion,April2003)Since1995:Successfulimplementationoftheconcept(GeneralElectric)Source:GE1996199820000123Costs(Mrd$)Benefit(Mrd$)SiemensFordOpelBoschBauknechtDeutscheBahnDaimlerChryslerVolvoToshibaIBMDeutschlandNokiaDeutscheTelekomAGSixSigmagotknownmainlybyJackWelchwhoimplementeditsuccessfully1995asaCEOatGeneralElectric.InthefollowingyearsextremelyhighamountsoveronebillionDollarhavebeeninvestedinnecessaryprojectresourcesandprofessionaltrainingsofemployees.But,nevertheless,anannualprofitofmultiplebillionscouldberealised.Byalargenumberofpublications,wherethesenumbersoftheSixSigmaarementioned,thestartingpointofthesuccessofSixSigmawasset.ThissuccesshasencouragedmanyfamouscompaniesinGermanyandEuropetodealwithSixSigma.11Seite11©WZL/FraunhoferIPTEvaluationofProdu