1、Chapter 8 Quality Management,Unit 1 Quality Standards and QualityControl Unit 2 Quality Management and QualityCost,计划学时：4学时 教学内容： 4学时，精读，逐句翻译，掌握专业词汇 Unit 1 Quality Standards and Quality Control (2学时) Unit 2 Quality Management and Quality Cost (2学时),教学要求： 了解质量的概念，以及全面质量管理的相关内容。 本章共一次作业（作业10）,本章专业词汇,o
2、pportunity：缺陷机会 transaction:业务、交易 metrics：度量标准、规律 instructor：讲师、教练 incentive：鼓励 affiliate：隶属于 literacy：读写能力 checksheet：检查表 pareto chart：排列图 plot:以图的形式表示 histogram：直方图 dispersion：分散性 scatter diagram：散布图 observe value：观察值 cause and effect diagram：因果图 fish bone diagram：鱼骨图 specs：规范、规格 morale：士气、纪律,reli
3、ability:可靠性 maintainability：可维护性 fitness for use：适用性 customer satisfaction：顾客满意 specification：规范 tolerance：容许偏差 monetary：货币的、金融的 quality of design：设计质量 quality of conformance：符合性质量 overengineer：高于工程要求的 underengineer：低于工程要求的 gauge：计量器 technical committee：技术委员会 international accreditation forum：国际认证论坛
4、 certification：认证 registrar:注册人员 audit：审计 trivial：琐碎的 template：模型 workshop:车间、研讨会 seminar:研讨班 demonstrate：示范、说明 preliminary：预备的、初级的 reproach：责备、谴责 forcible：强制的、有说服力的 statistic：统计的 six sigma methodology: 6法 standard deviation：标准偏差 division：部门、分配、分开,Unit 1 Quality Standards and Quality Control,1. Defi
5、nitions of Quality 2. Quality in Manufacturing 3. Quality in Service 4. ISO 9000 Series Standards 5. Rules of Certification to QMS 6. Steps of Certification to QMS,Unit 1 Quality Standards and Quality Control,7. Statistic Quality Control 8. Definition of Six Sigma Methodology 9. Key Elements of Six
6、Sigma Methodology 10. Six Sigma in Business 11. Six Sigma in Engineering 12. Quality Control Tools,1. Definitions of Quality,The formal definition of quality, standardized by the American National Standards Institute (ANSI) and the American Society for Quality Control (ASQC) in 1978 is “the totality
7、 of features and characteristics of a product or service that bears on its ability to satisfy given needs.“ Complete quality includes the 2 aspects: Fitness for use and conformance to specifications.,2. Quality in Manufacturing,In manufacturing, quality is an important component of all functions. Pr
8、oduct 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: Time Timelines Completeness Courtesy Consistency Accessibility an
9、d convenience Accuracy Responsiveness,4. ISO 9000 Series Standards,The ISO 9000 series of quality management standards was developed by the ISO to set international requirements for quality management systems in 1979. The series contains four system standards of varying complexity and completeness a
10、nd they are: ISO 9001, ISO 9002, ISO 9003 and ISO 9004.,5. Rules of Certification to QMS,Certification 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 proces
11、s with the 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 QMS,Know what application and implications of the standard will mean to your company. Use the sta
12、ndard as a tool 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,Obtain a standard Review literature and software
13、Assemble a team and define your strategy Determine training needs Review consultant options Develop a management systems manual Develop procedures Implement your management system Consider a pre-assessment Select a certification body/registrar,7. Statistic Quality Control,Quality control involves ma
14、king a series of planned measurements in order to determine if quality standards are being met. Quality control activity may be required at times or in places where supervision and control personnel are not present.,8. Definition of Six Sigma Methodology,Six Sigma stands for Six Standard Deviations
15、from mean. Six Sigma methodology provides the techniques and tools to improve the capability and reduce the defects in any process. Six Sigma uses a methodology known as DMAIC (Define opportunities, Measure performance, Analyze opportunity, Improve performance, Control performance),9. Key Elements o
16、f Six Sigma Methodology,The key elements of Six Sigma are: Customer Satisfaction Defining Processes Defining Metrics and Measures for Processes Using and Understanding Data and Systems Setting Goals for Improvement Team Building and Involving Employees,10. Six Sigma in Business,Businesses in various
17、 industry segments 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,A Six Sigma Engineer develops efficient and cost effective p
18、rocesses to improve the quality and reduce the number of defects per million parts in a Manufacturing/Production environment. Six Sigma Engineers determine and fine tune manufacturing process.,12. Quality Control Tools-Checksheets,Figure 8.1 Checksheets,12. Quality Control Tools- Pareto Chart,Figure
19、 8.2 Pareto Chart,12. Quality Control Tools- Flowchart,Figure 8. 3 Plastic Tag Production Flowchart,12. Quality Control Tools-C/E Diagram,Figure 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
20、 8. 6 Scatter Diagram,12. Quality Control Tools- Control Chart,Figure 8. 7 Control Chart for Statistical Process,Unit 2 Quality Management and Quality Cost,1. Definition of TQM 2. Principles of TQM 3. The Concept of Continuous Improvement by TQM 4. Two Implementation Approaches ofTQM 5. Definition a
21、nd Contents of Quality Costs,Unit 2 Quality Management and Quality Cost,6. Development of Quality Costs 7. Dark Side of Quality Cost Analysis 8. Quality System Inspection Technique 9. QSIT Principles,1. Definition of TQM,Total Quality Management(TQM) is a management philosophy that seeks to integrat
22、e all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives. TQM is a method by which management and employees can become involved in the continuous improvement of the production of
23、goods and services.,2. Principles of TQM,The key principles of TQM are as following: Management Commitment Employee Empowerment Fact Based Decision Making Continuous Improvement Customer Focus,3. The Concept of Continuous Improvement by TQM,TQM is mainly concerned with continuous improvement in all
24、work, from high level strategic planning and decision-making, to detailed execution of work elements on the shop floor. Continuous improvement must deal not only with improving results, but more importantly with improving capabilities to produce better results in the future.,4. Two Implementation Ap
25、proaches of TQM,A preliminary step in TQM implementation is to assess the organizations current reality. An organization should be basically healthy before beginning TQM. Traditional Management Approach Integrated Management Approach,5. Definition and Contents of Quality Costs,Quality costs are the
26、costs associated with preventing, finding, and correcting defective work. One of the key functions of a Quality Engineer is the reduction of the total cost of quality associated with a product. Quality Cost is generally divided into: Costs of Control (including Prevention costs and Appraisal costs)
27、Costs of Failure of Control (including Internal defect costs and External defect costs).,6. Development of Quality Costs,In the 1960s, IBM expanded the concept to fulfill its own needs and used the name “Poor-Quality Cost (PQC)“. During the 1970s, IBMs Poor-Quality Cost system included Direct poor-q
28、uality cost and Indirect poor-quality cost. In 1994, lost-opportunity cost was added as a new element of indirect poor-quality cost.,7. Dark Side of Quality Cost Analysis,Quality Cost Analysis looks at the companys costs, not the customers costs. The manufacturer and seller are definitely not the on
29、ly people who suffer quality-related costs. The customer suffers quality-related costs too. The external failure costs are borne by customers, rather than by the company. The problem of cost-of-quality analysis is that it sets us up to underestimate our litigation and customer dissatisfaction risks.
30、,8. Quality System Inspection Technique,The Quality System Inspection Technique (QSIT) 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
31、of record sampling. The final new approach is the concept of pre-inspection record review.,9. QSIT Principles,QSIT is an inspection process based on the subsystems of the quality system. The QSIT approach reduced the time required for comprehensive inspections and appeared to focus the inspections o
32、n the key areas of company quality systems. Two aspects of QSIT distinguish it as a unique inspection process: the principles of management responsibility and of Corrective And Preventive Actions (CAPA).,作业10：,重点语句翻译（把下列语句翻译成中文,并对红色字体部分详细解释） American National Standards Institute (ANSI) American Soci
33、ety for Quality Control (ASQC) ISO (International Organization for Standardization) Standard deviation Green Belts/Black Belts Pareto charts Cause and Effect Diagram,课外翻译（把下列语句翻译成中文,并对红色字体部分详细解释） Rignt from the dawn of history, people in all walks of life around the globe have been striving to survi
34、e in highly competitive world. The industrial scenario is no different. The genesis of modern management/ 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
35、when Fredrick W. Taylor in 1911, introduced the concept of scientific management. Per contra, though most of these 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.,作业10：,
