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1、Chapter 8 Quality Management Unit 1 Quality Standards and Quality Control Unit 2 Quality Management and Quality Cost o計劃學時：計劃學時：4學時學時o教學內容：教學內容：n4學時，精讀，逐句翻譯，掌握專業(yè)詞匯學時，精讀，逐句翻譯，掌握專業(yè)詞匯oUnit 1 Quality Standards and Quality Control(2學時學時)oUnit 2 Quality Management and Quality Cost(2學時學時)o教學要求：教學要求：n了解質量的概

2、念，以及全面質量管理的相關內容。了解質量的概念，以及全面質量管理的相關內容。o本章共一次作業(yè)（作業(yè)本章共一次作業(yè)（作業(yè)10）本章專業(yè)詞匯本章專業(yè)詞匯oopportunity：缺陷機會：缺陷機會otransaction:業(yè)務、交易業(yè)務、交易ometrics：度量標準、規(guī)律：度量標準、規(guī)律oinstructor：講師、教練：講師、教練oincentive：鼓勵：鼓勵oaffiliate：隸屬于：隸屬于oliteracy：讀寫能力：讀寫能力ochecksheet：檢查表：檢查表opareto chart：排列圖：排列圖oplot:以圖的形式表示以圖的形式表示ohistogram：直方圖：直方圖odi

3、spersion：分散性：分散性oscatter diagram：散布圖：散布圖oobserve value：觀察值：觀察值ocause and effect diagram：因果圖：因果圖ofish bone diagram：魚骨圖：魚骨圖ospecs：規(guī)范、規(guī)格：規(guī)范、規(guī)格omorale：士氣、紀律：士氣、紀律 oreliability:可靠性可靠性 omaintainability：可維護性：可維護性ofitness for use：適用性：適用性ocustomer satisfaction：顧客滿意：顧客滿意ospecification：規(guī)范：規(guī)范otolerance：容許偏差：容許偏

4、差omonetary：貨幣的、金融的：貨幣的、金融的oquality of design：設計質量：設計質量oquality of conformance：符合性質量：符合性質量ooverengineer：高于工程要求的：高于工程要求的ounderengineer：低于工程要求的：低于工程要求的ogauge：計量器：計量器otechnical committee：技術委員會：技術委員會ointernational accreditation forum：國際認證：國際認證論壇論壇ocertification：認證：認證oregistrar:注冊人員注冊人員oaudit：審計：審計otrivia

5、l：瑣碎的：瑣碎的otemplate：模型：模型oworkshop:車間、研討會車間、研討會oseminar:研討班研討班odemonstrate：示范、說明：示范、說明opreliminary：預備的、初級的：預備的、初級的oreproach：責備、譴責：責備、譴責oforcible：強制的、有說服力的：強制的、有說服力的ostatistic：統(tǒng)計的：統(tǒng)計的osix sigma methodology:6法法ostandard deviation：標準偏差：標準偏差odivision：部門、分配、分開：部門、分配、分開Unit 1 Quality Standards and Quality

6、Control o1.Definitions of Quality o2.Quality in Manufacturing o3.Quality in Service o4.ISO 9000 Series Standards o5.Rules of Certification to QMSo6.Steps of Certification to QMS Unit 1 Quality Standards and Quality Control o7.Statistic Quality Control o8.Definition of Six Sigma Methodology o9.Key El

7、ements of Six Sigma Methodology o10.Six Sigma in Business o11.Six Sigma in Engineering o12.Quality Control Tools 1.Definitions of Quality oThe formal definition of quality,standardized by the American National Standards Institute(ANSI)and the American Society for Quality Control(ASQC)in 1978 is the

8、totality of features and characteristics of a product or service that bears on its ability to satisfy given needs.oComplete quality includes the 2 aspects:Fitness for use and conformance to specifications.2.Quality in Manufacturing oIn manufacturing,quality is an important component of all functions

9、.oProduct designers must take care to neither overengineer(resulting in inefficient use of a firms resources)nor underengineer products(resulting in poor quality).3.Quality in Service The most important dimensions of service quality:oTime oTimelines oCompletenessoCourtesyoConsistencyoAccessibility a

10、nd convenienceoAccuracyoResponsiveness4.ISO 9000 Series Standards oThe ISO 9000 series of quality management standards was developed by the ISO to set international requirements for quality management systems in 1979.oThe series contains four system standards of varying complexity and completeness a

11、nd they are:ISO 9001,ISO 9002,ISO 9003 and ISO 9004.5.Rules of Certification to QMS oCertification of a Quality Management System(QMS)to the generic ISO 9001:2000 standard can improve the ability to meet strategic objectives.The following rules should be obeyed:Make sure you begin the process with t

12、he right attitude.Have a complete understanding of the concept set forth in the standard,and use the standard as a guide template to define your management system.5.Rules of Certification to QMSKnow what application and implications of the standard will mean to your company.Use the standard as a too

13、l for improvement.Have an understanding of the risks and processes that affect your organizations ability to realize its business strategy.Select your partner(certification body/registrar)carefully.6.Steps of Certification to QMS oObtain a standard oReview literature and software oAssemble a team an

14、d define your strategy oDetermine training needs oReview consultant options oDevelop a management systems manual oDevelop procedures oImplement your management system oConsider a pre-assessment oSelect a certification body/registrar 7.Statistic Quality Control oQuality control involves making a seri

15、es of planned measurements in order to determine if quality standards are being met.oQuality control activity may be required at times or in places where supervision and control personnel are not present.8.Definition of Six Sigma Methodology oSix Sigma stands for Six Standard Deviations from mean.Si

16、x Sigma methodology provides the techniques and tools to improve the capability and reduce the defects in any process.o Six Sigma uses a methodology known as DMAIC(Define opportunities,Measure performance,Analyze opportunity,Improve performance,Control performance)9.Key Elements of Six Sigma Methodo

17、logy The key elements of Six Sigma are:oCustomer Satisfaction oDefining ProcessesoDefining Metrics and Measures for Processes oUsing and Understanding Data and Systems oSetting Goals for ImprovementoTeam Building and Involving Employees10.Six Sigma in Business Businesses in various industry segments

18、 such as Services industry(Example:Call Centers,Insurance,Financial/Investment Services),E-commerce industry,Education can definitely use Six Sigma principles to achieve higher quality.11.Six Sigma in Engineering oA Six Sigma Engineer develops efficient and cost effective processes to improve the qu

19、ality and reduce the number of defects per million parts in a Manufacturing/Production environment.oSix Sigma Engineers determine and fine tune manufacturing process.12.Quality Control Tools-ChecksheetsFigure 8.1 Checksheets 12.Quality Control Tools-Pareto Chart Figure 8.2 Pareto Chart 12.Quality Co

20、ntrol Tools-Flowchart Figure 8.3 Plastic Tag Production Flowchart 12.Quality Control Tools-C/E DiagramFigure 8.4 Cause and Effect Diagram for Edge Flaws 12.Quality Control Tools-Histograms Figure 8.5 Histograms 12.Quality Control Tools-Scatter Diagram Figure 8.6 Scatter Diagram 12.Quality Control To

21、ols-Control ChartFigure 8.7 Control Chart for Statistical Process Unit 2 Quality Management and Quality Cost o1.Definition of TQM o2.Principles of TQM o3.The Concept of Continuous Improvement by TQM o4.Two Implementation Approaches of TQM o5.Definition and Contents of Quality Costs Unit 2 Quality Ma

22、nagement and Quality Cost o6.Development of Quality Costso7.Dark Side of Quality Cost Analysis o8.Quality System Inspection Technique o9.QSIT Principles 1.Definition of TQM oTotal Quality Management(TQM)is a management philosophy that seeks to integrate all organizational functions(marketing,finance

23、,design,engineering,and production,customer service,etc.)to focus on meeting customer needs and organizational objectives.oTQM is a method by which management and employees can become involved in the continuous improvement of the production of goods and services.2.Principles of TQM The key principle

24、s of TQM are as following:oManagement CommitmentoEmployee EmpowermentoFact Based Decision MakingoContinuous ImprovementoCustomer Focus 3.The Concept of Continuous Improvement by TQM oTQM is mainly concerned with continuous improvement in all work,from high level strategic planning and decision-makin

25、g,to detailed execution of work elements on the shop floor.oContinuous improvement must deal not only with improving results,but more importantly with improving capabilities to produce better results in the future.4.Two Implementation Approaches of TQM oA preliminary step in TQM implementation is to

26、 assess the organizations current reality.oAn organization should be basically healthy before beginning TQM.Traditional Management Approach Integrated Management Approach 5.Definition and Contents of Quality Costs oQuality costs are the costs associated with preventing,finding,and correcting defecti

27、ve work.oOne of the key functions of a Quality Engineer is the reduction of the total cost of quality associated with a product.oQuality Cost is generally divided into:Costs of Control(including Prevention costs and Appraisal costs)Costs of Failure of Control(including Internal defect costs and Exte

28、rnal defect costs).6.Development of Quality Costs oIn the 1960s,IBM expanded the concept to fulfill its own needs and used the name Poor-Quality Cost(PQC).oDuring the 1970s,IBMs Poor-Quality Cost system included Direct poor-quality cost and Indirect poor-quality cost.oIn 1994,lost-opportunity cost w

29、as added as a new element of indirect poor-quality cost.7.Dark Side of Quality Cost Analysis oQuality Cost Analysis looks at the companys costs,not the customers costs.The manufacturer and seller are definitely not the only people who suffer quality-related costs.The customer suffers quality-related

30、 costs too.oThe external failure costs are borne by customers,rather than by the company.oThe problem of cost-of-quality analysis is that it sets us up to underestimate our litigation and customer dissatisfaction risks.8.Quality System Inspection TechniqueoThe Quality System Inspection Technique(QSI

31、T)process encompasses three new approaches that are different from the traditional quality system inspection in recent years:The first is the concept of a top-down process.The second new approach is the concept of record sampling.The final new approach is the concept of pre-inspection record review.

32、9.QSIT Principles oQSIT is an inspection process based on the subsystems of the quality system.oThe QSIT approach reduced the time required for comprehensive inspections and appeared to focus the inspections on the key areas of company quality systems.oTwo aspects of QSIT distinguish it as a unique

33、inspection process:the principles of management responsibility and of Corrective And Preventive Actions(CAPA).作業(yè)作業(yè)10：1.重點語句翻譯（把下列語句翻譯成中文,并對紅色字體部分詳細解釋）American National Standards Institute(ANSI)American Society for Quality Control(ASQC)ISO(International Organization for Standardization)Standard devia

34、tionGreen Belts/Black BeltsPareto charts Cause and Effect Diagram 2.課外翻譯（把下列語句翻譯成中文,并對紅色字體部分詳細解釋）Rignt from the dawn of history,people in all walks of life around the globe have been striving to survie in highly competitive world.The industrial scenario is no different.The genesis of modern manageme

35、nt/administrative theory(let along quality management)had its roots in the manufacturing milieu and blossomed under the auspices of the manufacturing stalwarts right from the early 20th century when Fredrick W.Taylor in 1911,introduced the concept of scientific management.Per contra,though most of t

36、hese dimensions and other techniques and strategies proposed by various theorists annd pratitioners,starting from the birth of the quality revolution,seem to provide a near-universal remedy to the promblems of the manufacturing business,they are not a complete yardstick for service quality improvement.作業(yè)作業(yè)10：