Transcript TQM

全面品質管制
Philosophies and Frameworks
報告者 洪敬閔
Leaders in the Quality Revolution
•
•
•
•
•
•
W. Edwards Deming
Joseph M. Juran
Philip B. Crosby
Armand V. Feigenbaum
Kaoru Ishikawa
Genichi Taguchi
Deming Chain Reaction
Improve quality 改善品質
Costs decrease 減少費用
Productivity improves
生產力改善
Increase market share with better quality and lower prices
更好的品質與更低的價格來增加市佔率
Stay in business 買氣的停留
Provide jobs and more jobs 提供更多的工作
Key Idea
• The Deming philosophy focuses on continual
improvements in product and service quality by
reducing uncertainty and variability in design,
manufacturing, and service processes, driven by
the leadership of top management.
• Deming認為在設計產品和服務品質的連續改
善可減少不確定性和可變性因素, 這包含在最
高管理層領導統域 、製造業或是服務過程裡
Deming’s System of Profound
Knowledge
•
•
•
•
Appreciation for a system
Understanding variation
Theory of knowledge
Psychology
鑑識這個系統
瞭解其變異
知識的理論
心理學
Systems 系統
•
•
•
•
•
•
•
•
Most organizational processes are cross-functional
多數組織過程是環環相扣的工作
Parts of a system must work together
系統的部份必須共同努力
Every system must have a purpose
每個系統必須有目的
Management must optimize the system as a whole
整體上系統管理必須擇優選擇
Key Idea
• The aim of any system should be for all
stakeholders—stockholders, employees,
customers, community, and the
environment—to benefit over the long term.
• 任一個系統應該是為所有資金股東, 雇員,
顧客, 社區, 和環境須顧及長期擇優的目
標
Variation 變異
• Many sources of uncontrollable variation exist in any
process
• 變異存在於任何過程上，無法控制其來源
• Excessive variation results in product failures, unhappy
customers, and unnecessary costs
• 過多的變異將導致產品失效、怏怏不樂的顧客, 和多餘
的費用
• Statistical methods can be used to identify and quantify
variation to help understand it and lead to improvements
• 利用統計的方法來辨認變異所在而且定量變異可幫助
瞭解問題和改善問題
Theory of Knowledge 知識的理論
• Knowledge is not possible without theory
• 知識不可能沒有理論
• Experience alone does not establish a theory, it only
describes
• 單獨經驗不能建立一種理論, 它只是描述
• Theory shows cause-and-effect relationships that can
be used for prediction
• 理論可能被使用為顯示預測後的導致和互相作用關係
Psychology 心理學
• People are motivated intrinsically and
extrinsically; intrinsic motivation is the most
powerful
• 人們內在地和外在地被刺激; 內在刺激是最強
而有力的
• Fear is demotivating
• 恐懼是會變的消極
• Managers should develop pride and joy in work
• 負責人應該形成於自豪的感受和喜悅在工作裡
Deming’s 14 Points(一)
1.Create and publish a company mission statement
and commit to it.
創造和發表成為公司任務聲明並付諸實行
2. Learn the new philosophy.
學習新哲學
3. Understand the purpose of inspection.
瞭解檢查的目的
4. End business practices driven by price alone.
結束只考慮價格商業慣例
Deming’s 14 Points(二)
5. Constantly improve system of production
and service.
經常改善生產系統和服務
6. Institute training.
設立訓練
7. Teach Teach and institute leadership.
講授和設立領導
8. Drive out fear and create trust.
逐出恐懼和創造信任
Deming’s 14 Points(三)
9. Optimize team and individual efforts.
優質團隊和各自的努力
10. Eliminate exhortations for work force.
影響工作需消滅排除
11. Eliminate numerical quotas and M.B.O.
Focus on improvement.
消滅數字配額和M.B.O .的焦點改善。
Deming’s 14 Points(四)
12. Remove barriers that rob people of pride
of workmanship.
去除搶奪人手藝自豪感的障礙
13. Encourage education and self-improvement.
鼓勵教育和安全改善
14. Take action to accomplish the transformation.
採取行動完成變革
Juran’s Quality Trilogy
Juran 的品質三部曲
• Quality planning
• Quality control
• Quality improvement
品質計劃
品質管理
品質改進
Key Idea
Juran proposed a simple
definition of quality:
“fitness for use.” This
definition of quality
suggests that it should be
viewed from both external
and internal perspectives;
that is, quality is related to
“(1) product performance
that results in customer
satisfaction; (2) freedom
from product deficiencies,
which avoids customer
dissatisfaction.”
• Juran提出了品質
的一個簡單的定義:
“適合的使用。”
品質的這個定義建
議, 它應該被從外
在觀看和內部透視;
那是品質與(1) 產
品性能在顧客滿意
有關的結果; (2) 消
彌從產品缺乏, 避
免顧客不滿情緒
Phillip B. Crosby
• Quality is free . . .品質是自由的
• “Quality is free. It’s not a gift, but it is free. What
costs money are the unquality things -- all the
actions that involve not doing jobs right the first
time.”
• “品質是自由的。這不像禮物, 它是自由的。哪
些非品質事情的金錢費用-- 第一次工作的所有
行動不做介入。"
Philip B. Crosby
Absolutes of Quality Management: Absolutes品質管理
• Quality means conformance to requirements
• 品質是一致性的要求
• Problems are functional in nature
• 問題是在自然的機能上
• There is no optimum level of defects
• 沒有瑕疵的最理想水平
• Cost of quality is the only useful measurement
• 品質成本是唯一的有用的測量
• Zero defects is the only performance standard
• 無次級品是唯一的性能標準
A.V. Feigenbaum
• Three Steps to Quality
品質三步驟
– Quality Leadership, with a strong focus on
planning
– 品質領導, 是一個強的焦點在計劃上
– Modern Quality Technology, involving the
entire work force
– 現代品質技術, 都是整個力量介入
– Organizational Commitment, supported by
continuous training and motivation
– 是組織義務, 供給連續的訓練和刺激
Kaoru Ishikawa
• Instrumental in developing Japanese quality
strategy
• 在開發日本品質戰略
• Influenced participative approaches involving all
workers
• 被影響的參賽方法涉及所有工作者
• Advocated the use of simple visual tools and
statistical techniques
• 主張了對簡單的視覺工具和統計技術的用途
Genichi Taguchi
• Pioneered a new
perspective on quality
• 早期工作需打消依照傳
based on the economic
統看法的經濟價值對規
value of being on target and
格和對品質的新透視這
reducing variation and
些需根據目標和減少變
dispelling the traditional
異
view of conformance to
specifications:
Loss
No Loss
0.480
0.500
Tolerance
Loss
0.520
Malcolm Baldrige National Quality Award
Malcolm Baldrige 全國品質獎
• Help improve quality in U.S. companies
• 在美國公司中幫助改進品質
• Recognize achievements of excellent firms and
provide examples to others
• 被認可為優秀企業其成就案例就對其他人提供
• Establish criteria for evaluating quality efforts
• 致力於建立品質標準評估
• Provide guidance for other American
companies
• 為其它美國公司提供教導
Criteria for Performance Excellence
成為表現優秀標準
•
•
•
•
Leadership 領導
Strategic Planning 戰略計劃
Customer and Market Focus 顧客和市場焦點
Measurement, Analysis, and Knowledge
Management 測量、分析, 和知識管理
• Human Resource Focus 人力資源焦點
• Process Management 進程管理
• Business Results 商業結果
The Baldrige Framework –
A Systems Perspective
Organizational Profile:
Environment, Relationships, and
Challenges
2
Strategic
Planning
5
Human
Resource
Focus
7
Business
Results
1
Leadership
3
Customer &
Market
Focus
6
Process
Management
4
Measurement, Analysis, and Knowledge Management
Key Idea
The Baldrige criteria define both an integrated
infrastructure and a set of fundamental
practices for a high-performance
management system.
標準定義 聯合基礎設施和一套根本實踐作
法成為一個高性能管理系統。
Criteria Evolution (一)標準演變
• From quality assurance and strategic quality planning to a focus on
process management and overall strategic planning
• 對焦點進程管理和整體戰略計劃需從品質管理和戰略品質計劃
著手
• From a focus on current customers to a focus on current and future
customers and markets
• 顧客和市場是從現在展望到未來
• From human resource utilization to human resource development
and management
• 從人力資源運用到人力資源發展和管理
• From supplier quality to supplier partnerships
• 從供應商品質到供應商合作
Criteria Evolution (二)標準演變
• From individual quality improvement activities to cycles of
evaluation and improvement in all key areas
• 在所有關鍵區從各自的品質改進活動對評估和改善的週期
• From data analysis of quality efforts to an aggregate,
integrated organizational level review of key company data
• 從對品質努力資料分析對集體, 關鍵公司資料聯合組織平實回顧
• From results that focus on limited financial performance to
a focus on a composite of business results, including
customer satisfaction and financial, product, service, and
strategic performance
• 從集中於有限的財政表現對一個焦點在商業結果綜合, 包括用戶
滿意和財政的結果, 產品、服務, 和戰略表現
Key Idea
• Approaches that organizations use to
address the Baldrige criteria requirements
need not be formal or complex, and can
easily be implemented by small businesses.
• 最近, 組織用途針對Baldrige 標準要求不
需要是很正式或複雜的, 並且能由小企業
容易地去實施。
Baldrige Award Evaluation Process
Receive Applications
Stage 1
Independent Review
Judges Select for
Consensus Review?
No
Feedback report
to applicant
No
Feedback report
to applicant
Stage 2
Consensus Review
Judges Select for
Site Visit Review?
Stage 3
Site Visit Review
Stage 4
Judges Recommend Award
Recipients to
NIST Director/DOC
Feedback report
to applicant
Self Assessment 自已評估
• A primary goal of the Baldrige program is to
encourage many organizations to improve on their
own by equipping them with a standard template
for measuring their performance and their progress
toward performance excellence.
• 其主要目標是鼓勵許多組織獨自改善其裝備,他
們以一塊標準樣板作為測量他們的表現一步步
的進步往表現優秀。
Deming Prize (Deming 獎 )
• Instituted 1951 by Union of Japanese Scientists and
Engineers (JUSE)
• 由日本科學家和工程師Union 設立1951 年(JUSE)
• Several categories including prizes for individuals,
factories, small companies, and Deming application prize
• 幾個類別包括獎為個體、工廠、小公司, 和Deming 應
用獎
• American company winners include Florida Power &
Light and AT&T Power Systems Division
• 美國公司優勝者包括佛羅里達力量& 光和AT&T 動力
系統分部
Other Quality Awards 其它品質獎
•
•
•
•
•
•
European Quality Award
歐洲品質獎
Canadian Awards for Business Excellence
加拿大授於企業優秀獎
Australian Business Excellence Award
澳大利亞企業優秀獎
ISO 9000:2000
• Quality system standards adopted by International
Organization for Standardization in 1987; revised
in 1994 and 2000
• 1987 年品質系統標準由國際標準化組織採取;
1994 年和2000 年有作校正
• Technical specifications and criteria to be used as
rules, guidelines, or definitions of characteristics
to ensure that materials, products, processes, and
services are fit for their purpose.
• 技術規格和標準被使用作為規則、特徵的指南,
或定義保證, 材料、產品、過程, 和服務適合為
他們的目的
Key Idea
ISO 9000 defines quality system standards, based on
the premise that certain generic characteristics of
management practices can be standardized, and
that a well-designed, well-implemented, and
carefully managed quality system provides
confidence that the out-puts will meet customer
expectations and requirements.
ISO 9000 定義品質系統標準, 其根據前提, 管理實
踐的某些普通特徵可能被規範化, 並且是一個
充分設計好, 很好被實施的, 且仔細地被處理成
品質系統提供信心保證產品將符合顧客期望和
要求
Objectives of ISO Standards (一)
ISO 標準宗旨
• Achieve, maintain, and continuously improve product
quality
• 達到, 維護, 和連續改進產品品質
• Improve quality of operations to continually meet
customers’ and stakeholders’ needs
• 改進操作的品質連續地適應顧客的需求和保管人的需
要
• Provide confidence to internal management and other
employees that quality requirements are being fulfilled
• 對內部管理和其它雇員提供信心,履行品質要求
Objectives of ISO Standards (二)
ISO 標準宗旨
• Provide confidence to customers and
other stakeholders that quality
requirements are being achieved
• 對顧客和其它保管人提供信心保證, 達到
品質要求
• Provide confidence that quality system
requirements are fulfilled
• 提供信心, 品質系統要求被履行
Structure of ISO 9000 Standards
ISO 9000 標準結構
• 21 elements organized into four major
sections:
• 21 個元素組織內四個主要部分:
–
–
–
–
–
Management Responsibility 管理責任
Resource Management
資源管理
Product Realization
產品認識
Measurement, Analysis, and Improvement
測量、分析, 和改善
ISO 9000:2000 Quality Management Principles
ISO 9000:2000 品質管理原則
•
•
•
•
•
•
•
•
•
•
Customer Focus 顧客焦點
Leadership 人
Involvement of People 介入管理
Process Approach 處理方法
System Approach to Management 系統方法的領導
Continual Improvement 連續改善
Factual Approach to Decision Making
事實方法的對政策制定
Mutually Beneficial Supplier Relationships
相互有利供應商關係
Key Idea
• ISO 9000 provides a set of good basic
practices for initiating a quality system, and
is an excellent starting point for companies
with no formal quality assurance program.
• ISO 9000 提供一套基本的實踐品質系統,
可為企業還沒有正式品質擔保計劃提供
一個優秀起點
Six Sigma
• Based on a statistical measure that equates to 3.4
or fewer errors or defects per million opportunities
• 根據統計措施每百萬個機會約3.4 的少量錯誤
或瑕疵
• Pioneered by Motorola in the mid-1980s and
popularized by the success of General Electric
• 在80 年代中期由Motorola 最早使用於通用電器
的成功通俗化工作法則
全面品質管理（TQM）
• 全公司品管（CWQC）由高品質（HQ）
零缺點（ZD）到全面品質管理（TQM）
• 「修正再修正」加上「去蕪存菁」而達到的零
缺點，並不是真正的品質，那是修正後的品質
• 一次就做好 才是最好的品質
• 制定了一個客觀的共用標準ISO9000 與６σ
•
６個標準差 (６σ)
• 品質標準非常明顯，製造出來的產品就
是要如此，是一個治本的要求，不像零
缺點是一個治標的準則。 要達到這樣的
要求，不用些手段和方法是做不到的。
最高階層的一聲令下，藉由管理手段加
上許多的統計手法去達到目的，摩托羅
拉做到了，而奇異（GE）的傑克‧威爾
許（Jack Welch）則把６σ發揚光大。
６個標準差 (６σ)
• σ 的意義
• 統計學上σ是個很普通的名詞，用來告訴
人們數據的分散程度
• 以不良品的個數來界定的話，
• 3.5σ代表每百萬個有22,700個不良品，
• ４σ代表著每百萬個有6,210個不良品，
• 4.5σ代表著1,350個不良品，
• ５σ代表著233 個不良品，
• 最好的６σ就代表只有3.4個不良品。
•
Key Idea
• Six Sigma can be described as a business
improvement approach that seeks to find and
eliminate causes of defects and errors in
manufacturing and service processes by focusing
on outputs that are critical to customers and a clear
financial return for the organization.
• Six Sigma可作為尋求發現和消滅瑕疵和錯誤的
起因的方法,在製造業過程服務,對顧客於產品
品質重視, 清楚的財政回歸之重要性為企業組
織的改善方法
Key Concepts of Six Sigma(一)
• Think in terms of key business processes, customer
requirements, and overall strategic objectives.
• 認為可根據關鍵業務流程、顧客要求, 和整體戰略目標
• Focus on corporate sponsors responsible for championing
projects, support team activities, help to overcome
resistance to change, and obtaining resources.
• 公司主辦者集中於負責任去擁護項目, 支持組織活動,
幫助對變動克服, 和獲得資源
• Emphasize such quantifiable measures as defects per
million opportunities (dpmo) that can be applied to all
parts of an organization
• 可了解單位中每百萬個機會(dpmo)可計量的瑕疵突顯
Key Concepts of Six Sigma(二)
• Ensure that appropriate metrics are identified early and
focus on business results, thereby providing incentives and
accountability.
• 及早清楚並且集中於問題的結果, 因此提供刺激和責任
保證, 適當的規範
• Provide extensive training followed by project team
deployment
• 於組織裡可提供大量的教育訓練項目
• Create highly qualified process improvement experts
(“green belts,” “black belts,” and “master black belts”)
who can apply improvement tools and lead teams.
• 創出高度合格的步驟,改進方法工具,改善的主角是什麼
用("綠化區," "黑傳送帶," 和"主要黑傳送帶") 。
• Set stretch objectives for improvement.
• 執行目標的改善
Key Idea
Although different, Baldrige and Six Sigma
are highly compatible and can each have a
place in the management system of a
successful organization.
• Six Sigma是高度兼容的實行在每個地方
成為一個成功的組織管理系統
ISO 9000在汽車工業
• ISO9000標準內容較為一般性，汽車工業依ISO
9000所創造的QS-9000更能符合企業的需要
• Quality System 9000是美國三大汽車公司，福特，
克萊斯勒，通用汽車公司所聯合制定的品質標準，
用來對於汽車相關零組件的品質做規範
• 要實施QS9000的企業一定都要先通過ISO9001；
由於QS9000比ISO9001更為嚴謹完善，因此在
2000年版的ISO9000條款將大幅度的採用QS9000
條款
汽車業的QS9000
• 基本上QS9000包含以下三個部份：
1. ISO 9001加上三大汽車公司要求的標準
2. 汽車工業的特定要求程序
3. 三大汽車公司個別的要求
• 凡是接受QS-9000認證的廠商必須經過：
1. 品質管理系統工作手冊文件審核
2. 現場稽核
3. 每六個月的稽核都必須合格
4. 每三年重新認證。
福特汽車
一 20世紀美國成為汽車王國
二 1908年T型車(NT825)
三 1914年美國市場已超過1/2
四 1920年雪佛萊 崛起(NT190)
五 1927年結束T型車
請掌聲~鼓勵!鼓勵!
•
•
•
•
感謝福特汽車資料提供
感謝在座的同學教學相長
感謝教授指導
謝謝各位~
除了感謝還是感謝