但须协助供应商改善

1Chapter8QualityManagement2TotalQualityManagementDefinedQualitySpecificationsandCostsSixSigmaQualityandToolsExternalBenchmarkingISO9000ServiceQualityMeasurementOBJECTIVES3TotalQualityManagement(TQM)Totalqualitymanagementisdefinedasmanagingtheentireorganizationsothatitexcelsonalldimensionsofproductsandservicesthatareimportanttothecustomer4Crosby戴明裘蘭品質定義符合需求以低成本、一致性與可靠性來滿足市場對產品的需求適用性（滿足顧客的需求）高階主管的職責對品質負責負責94％的品質問題因作業人員造成的品質問題比例低於20％績效標準與激勵零缺點品質有許多面向，使用統計衡量各構面的表現；零缺點的關鍵避免以競賽做為達到完美工作成果的手段常用方法預防而非檢查由持續改善降低差異，停止大量檢查一般管理品質的方法，特別是在人員方面架構品質改善的14個步驟管理的14個重點品質改善的10個步驟統計製程管制排除統計上的可接受水準（要求100％完美）應使用品質控制的統計方法推薦SPC，但應注意可能造成工具導向的情況改善的基礎改善是一項長期的流程而非一時的計畫，應具備改善目標持續降低變異以專案團隊的方式銜接進行，須設定目標團隊合作品質改善團隊，品質會議員工參與決策，降低部門間的障礙團隊與品管圈品質成本不合格的成本，品質是免費的沒有最佳值，應持續改善品質非免費，且沒有最佳值採購及貨品驗收陳述需求；供應商是企業的延伸；大部分的缺失是源自買方的錯誤檢查太慢；抽樣法讓不良品進入系統中；需應用統計資料與管制圖問題是複雜的，進行正式的調查評估供應商贊成，品質稽核無用論反對贊成，但須協助供應商改善5QualitySpecificationsDesignquality:Inherentvalueoftheproductinthemarketplace–Dimensionsinclude:Performance,Features,Reliability/Durability,Serviceability,Aesthetics,andPerceivedQuality.Conformancequality:Degreetowhichtheproductorservicedesignspecificationsaremet6構面定義績效產品或服務的主要功能特性特色增加產品的觸感、鈴聲、聲音等次要特性可靠度隨著時間，績效仍可維持一定的水準；失敗率耐用性可用期間易服務性容易維修回應人際接觸的特性（時間、禮貌、專業等）外觀感覺屬性（聲音、感覺、外觀等）聲譽過去績效及其它無形資產(認知品質)設計品質構面7衡量構面雷射印表機銀行支票帳戶績效頁數/分鐘、列印密度處理一個顧客所需的時間特徵多紙匣色彩自動付款設備可靠度/耐用性平均失敗期間/預計過時時間/主要零件的壽命處理交易時間的變異性/與產業趨勢同步易服務性授權維修站的方便性/每個碳粉匣可印張數/模組化設計線上報表/取得更新資訊的方便性外觀按鍵設計/外殼造型/經銷商的接待態度銀行大廳的外觀/出納員的態度知覺品質品牌知名度/在消費者心中的排名/績效報告同業領導者的背書8CostsofQuality品質成本係指產品無法達到100%完美時，產生的所有成本，即品質成本為現有成本與卓越品質下成本的差距。品質成本的大小–約可占企業總銷售額的15%至20%。–PhilipCrosby認為一個運作良好的品質計畫，品質成本應控制在銷售額的2.5%以下。9CostsofQuality分析品質成本有三項基本假設：–(1)失敗是有原因的–(2)事前預防的成本總是較低的–(3)品質績效是可以衡量的。10CostsofQualityExternalFailureCostsAppraisalCostsPreventionCostsInternalFailureCostsCostsofQuality11CostsofQuality品管部門的功能–產品可靠度設計的測試–蒐集市場的產品績效資訊，並解決市場調查所發現的品質問題。–擬定工廠的品管計畫與預算–設計與監控品質系統與檢測流程，並實際執行需要特殊技術背景的檢測作業。QC部門常用的統計品質管制工具–允收抽樣及製程管制12SixSigmaQualityAphilosophyandsetofmethodscompaniesusetoeliminatedefectsintheirproductsandprocessesSeekstoreducevariationintheprocessesthatleadtoproductdefectsThename,“sixsigma”referstothevariationthatexistswithinplusorminusthreestandarddeviationsoftheprocessoutputs13SixSigmaQualitySixSigmaallowsmanagerstoreadilydescribeprocessperformanceusingacommonmetric:DefectsPerMillionOpportunities(DPMO)1,000,000xunitsofNo.xunitpererrorforiesopportunitofNumberdefectsofNumberDPMO14SixSigmaQualityExampleofDefectsPerMillionOpportunities(DPMO)calculation.Supposeweobserve200lettersdeliveredincorrectlytothewrongaddressesinasmallcityduringasingledaywhenatotalof200,000lettersweredelivered.WhatistheDPMOinthissituation?000,11,000,000x200,000x1200DPMOSo,foreveryonemillionlettersdeliveredthiscity’spostalmanagerscanexpecttohave1,000lettersincorrectlysenttothewrongaddress.CostofQuality:WhatmightthatDPMOmeanintermsofover-timeemploymenttocorrecttheerrors?15SixSigmaQuality:DMAICCycleDefine,Measure,Analyze,Improve,andControl(DMAIC)DevelopedbyGeneralElectricasameansoffocusingeffortonqualityusingamethodologicalapproachOverallfocusofthemethodologyistounderstandandachievewhatthecustomerwantsA6-sigmaprogramseekstoreducethevariationintheprocessesthatleadtothesedefectsDMAICconsistsoffivesteps….16SixSigmaQuality:DMAICCycle1.Define(D)2.Measure(M)3.Analyze(A)4.Improve(I)5.Control(C)CustomersandtheirprioritiesProcessanditsperformanceCausesofdefectsRemovecausesofdefectsMaintainquality17ExampletoillustratetheprocessWearethemakerofthiscereal.Consumerreportshasjustpublishedanarticlethatshowsthatwefrequentlyhavelessthan15ouncesofcerealinabox.Whatshouldwedo?18Step1-DefineWhatisthecritical-to-qualitycharacteristic?TheCTQ(critical-to-quality)characteristicinthiscaseistheweightofthecerealinthebox.192-MeasureHowwouldwemeasuretoevaluatetheextentoftheproblem?Whatareacceptablelimitsonthismeasure?202–MeasureLet’sassumethatthegovernmentsaysthatwemustbewithin±5percentoftheweightadvertisedonthebox.UpperToleranceLimit=16+.05(16)=16.8ouncesLowerToleranceLimit=16–.05(16)=15.2ounces212.MeasureWegooutandbuy1,000boxesofcerealandfindthattheyweightanaverageof15.875ounceswithastandarddeviationof.529ounces.Whatpercentageofboxesareoutsidethetolerancelimits?22UpperTolerance=16.8LowerTolerance=15.2ProcessMean=15.875Std.Dev.=.529Whatpercentageofboxesaredefective(i.e.lessthan15.2oz)?Z=(x–Mean)/Std.Dev.=(15.2–15.875)/.529=-1.276NORMSDIST(Z)=NORMSDIST(-1.276)=.100978Approximately,10percentoftheboxeshavelessthan15.2Ouncesofcerealinthem!23Step3-Analyze-Howcanweimprovethecapabilityofourcerealboxfillingprocess?–DecreaseVariation–CenterProcess–IncreaseSpecifications24Step4–Improve–Howgoodisgoodenough?Motorola’s“SixSigma”–6sminimumfromprocesscentertonearestspec123102312s6s25Motorola’s“SixSigma”Implies2ppB“bad”withnoprocessshiftWith1.5sshiftineitherdirectionfromcenter(processwillmove),implies3.4ppm“bad”.123102312s26Step5–ControlStatisticalProcessControl(SPC)–Usedatafromtheactualprocess–Estimatedistributions–Lookatcapability-isgoodqualitypossible–Statistically