品質(zhì)管理知識(英文版)課件

Chapter7

QualityManagement

Chapter7

QualityManagement

TotalQualityManagementDefinedQualitySpecificationsandCostsSixSigmaQualityandToolsExternalBenchmarkingISO9000ServiceQualityMeasurementOBJECTIVESTotalQualityManagementDefinDefinitionsofQualityASC:Productcharacteristics&featuresthataffectcustomersatisfactionUser-Based:WhatconsumersaysitisManufacturing-Based:DegreetowhichaproductconformstodesignspecificationProduct-Based:LevelofmeasurableproductcharacteristicDefinitionsofQualityASC:ProImportanceofQualityCosts&marketshareCompany’sreputationProduct

liabilityInternationalimplicationsIncreasedProfitsLowerCostsProductivityRework/ScrapWarrantyMarketGainsReputationVolumePriceImprovedQualityImportanceofQualityCosts&mWaysinWhichQualityCanImproveProductivitySalesGainsImprovedresponseHigherPricesImprovedreputationReducedCostsIncreasedproductivityLowerreworkandscrapcostsLowerwarrantycostsIncreasedProfitsImprovedQualityWaysinWhichQualityCanImprQualityPrinciplesCustomerfocusContinuousimprovementEmployeeempowermentBenchmarkingJust-in-timeToolsofTQMYields:HowtodowhatisimportantandtobeaccomplishedQualityPrinciplesCustomerfocQualitymovementQualitymovementEstablishedin1988bytheU.S.governmentDesignedtopromoteTQMpracticesSomecriteriaSeniorexecutiveleadership;strategicplanning;management.ofprocessqualityQualityresults;customersatisfactionRecentwinnersCorningInc.;GTE;AT&T;EastmanChemical.MalcomBaldrigeNationalQualityAwardEstablishedin1988bytheU.SQualitySpecificationsDesignquality:InherentvalueoftheproductinthemarketplaceDimensionsinclude:Performance,Features,Reliability,Durability,Serviceability,Response,Aesthetics,andReputation.Conformancequality:DegreetowhichtheproductorservicedesignspecificationsaremetQualitySpecificationsDesignqAstudyfoundU.S.consumerspreferredSonyTV’smadeinJapantothosemadeintheU.S.Bothfactoriesusedthesamedesigns&specifications.Thedifferenceinqualitygoalsmadethedifferenceinconsumerpreferences.Japanesefactory(Target-oriented)U.S.factory(Conformance-oriented)TargetSpecificationExampleAstudyfoundU.S.consumerspCostsofQualityPreventioncosts-reducingthepotentialfordefectsAppraisalcosts-evaluatingproductsInternalfailure-ofproducingdefectivepartsorserviceExternalcosts-occurafterdeliveryCostsofQualityPreventioncosCostsofQualityExternalFailure

Costs

AppraisalCostsPreventionCostsInternalFailure

CostsCostsofQualityCostsofQualityExternalFailTotalQualityManagement(TQM)

Defined

TotalqualitymanagementisdefinedasmanagingtheentireorganizationsothatitexcelsonalldimensionsofproductsandservicesthatareimportanttothecustomerTotalQualityManagement(TQM)TQMEncompassesentireorganization,fromsuppliertocustomerStressesacommitmentbymanagementtohaveacontinuingcompany-widedrivetowardexcellenceinallaspectsofproductsandservicesthatareimportanttothecustomer.TQMEncompassesentireorganizaOrganizationalPracticesQualityPrinciplesEmployeeFulfillmentAttitudes

(e.g.,Commitment)HowtoDoWhattoDoEffective

BusinessCustomer

SatisfactionAchieving

TotalQualityManagementOrganizationalPracticesQualitDeming’sFourteenPointsCreateconsistencyofpurposeLeadtopromotechangeBuildqualityintotheproductsBuildlongtermrelationshipsContinuouslyimproveproduct,quality,andserviceStarttrainingEmphasizeleadershipDeming’sFourteenPointsCreateDeming’sPoints-continuedDriveoutfearBreakdownbarriersbetweendepartmentsStopharanguingworkersSupport,help,improveRemovebarrierstoprideinworkInstituteavigorousprogramofeducationandself-improvementPuteverybodyinthecompanytoworkonthetransformationDeming’sPoints-continuedDriConceptsofTQMContinuousimprovementEmployeeempowermentBenchmarkingJust-in-time(JIT)TaguchiconceptsKnowledgeoftoolsConceptsofTQMContinuousimprContinuousImprovementRepresentscontinualimprovementofprocess&customersatisfactionInvolvesalloperations

&workunitsOthernamesKaizen(Japanese)Zero-defectsSixsigma?1984-1994T/MakerCo.ContinuousImprovementRepresenShewhart’sPDCAModel4.Act1.Plan3.Check2.DoIdentifytheimprovementandmakeaplanTesttheplanIstheplanworkingImplementtheplanShewhart’sPDCAModel4.Act1.PlEmployeeEmpowermentGettingemployeesinvolvedinproduct&processimprovements85%ofqualityproblemsareduetoprocess&materialTechniquesSupportworkersLetworkersmakedecisionsBuildteams&qualitycircles?1995CorelCorp.EmployeeEmpowermentGettingemQualityCirclesGroupof6-12employeesfromsameworkareaMeetregularlytosolvework-relatedproblems4hours/monthFacilitatortrains

&helpswith

meetings?1995CorelCorp.QualityCirclesGroupof6-12eBenchmarkingSelectingbestpracticestouse

asastandardforperformanceDeterminewhattobenchmarkFormabenchmarkteamIdentifybenchmarkingpartnersCollectandanalyzebenchmarkinginformationTakeactiontomatchorexceedthebenchmarkBenchmarkingSelectingbestpraResolvingCustomerComplaints

BestPracticesMakeiteasyforclientstocomplainRespondquicklytocomplaintsResolvecomplaintsonthefirstcontactUsecomputerstomanagecomplaintsRecruitthebestforcustomerservicejobsResolvingCustomerComplaints

ToolsforTQMQualityFunctionDeploymentHouseofQualityTaguchitechniqueQualitylossfunctionParetochartsProcesschartsCause-and-effectdiagramsStatisticalprocesscontrolToolsforTQMQualityFunctionSixSigmaQualityAphilosophyandsetofmethodscompaniesusetoeliminatedefectsintheirproductsandprocessesSeekstoreducevariationintheprocessesthatleadtoproductdefectsThename,“sixsigma”referstothevariationthatexistswithinplusorminusthreestandarddeviationsoftheprocessoutputsSixSigmaQualityAphilosophy標準差績效層級標準差層級每百萬次交易的誤差63.4(99.9997%)5233(99.98%)46210(99.38%)366807(93.32%)2308527(70%)1690000(29%)交易99%六標準差流失訂單/每30萬件3000件1件抱怨/每五萬次交易410件不到2件當機時間1.68小時/wk不到1.8秒/wk標準差績效層級標準差層級每百萬次交易的誤差63.4(99.品質(zhì)管理知識(英文版)課件6Sigma6Sigma六標準差基本原則徹底的顧客導向。COPQ與CTQ是6Sigma的指導原則。重視流程。以6Sigma品質(zhì)水準為目標。以平均值與變異來評價流程。共同語言就是統(tǒng)計手法。DMAIC是6Sigma活動的改革戰(zhàn)略。六標準差基本原則徹底的顧客導向。品質(zhì)管理知識(英文版)課件SixSigmaQuality(Continued)SixSigmaallowsmanagerstoreadilydescribeprocessperformanceusingacommonmetric:DefectsPerMillionOpportunities(DPMO)SixSigmaQuality(Continued)SSixSigmaQuality(Continued)ExampleofDefectsPerMillionOpportunities(DPMO)calculation.Supposeweobserve200lettersdeliveredincorrectlytothewrongaddressesinasmallcityduringasingledaywhenatotalof200,000lettersweredelivered.WhatistheDPMOinthissituation?So,foreveryonemillionlettersdeliveredthiscity’spostalmanagerscanexpecttohave1,000lettersincorrectlysenttothewrongaddress.CostofQuality:WhatmightthatDPMOmeanintermsofover-timeemploymenttocorrecttheerrors?SixSigmaQuality(Continued)ESixSigmaQuality:DMAICCycleDefine,Measure,Analyze,Improve,andControl(DMAIC)DevelopedbyGeneralElectricasameansoffocusingeffortonqualityusingamethodologicalapproachOverallfocusofthemethodologyistounderstandandachievewhatthecustomerwantsDMAICconsistsoffivesteps….SixSigmaQuality:DMAICCycleSixSigmaQuality:DMAICCycle(Continued)

1.Define(D)2.Measure(M)3.Analyze(A)4.Improve(I)5.Control(C)CustomersandtheirprioritiesProcessanditsperformanceCausesofdefectsRemovecausesofdefectsMaintainqualitySixSigmaQuality:DMAICCycleExampletoillustratetheprocess…Wearethemakerofthiscereal.ConsumerReportshasjustpublishedanarticlethatshowsthatwefrequentlyhavelessthan15ouncesofcerealinabox.Whatshouldwedo?ExampletoillustratetheprocStep1-DefineWhatisthecritical-to-qualitycharacteristic?TheCTQ(critical-to-quality)characteristicinthiscaseistheweightofthecerealinthebox.Step1-DefineWhatisthecriDefine工具【SIPOC圖】

通常在DMAIC界定開始成形綜觀需改善流程所劃出，用以找出品質(zhì)關(guān)鍵環(huán)節(jié)(Critical-To-Quality,CTQ)，SIPOC分別代表：

Supplier：供應(yīng)者，提供流程所需的人、流程或公司。

Input：投入，提供之物料或資訊。

Process：流程，內(nèi)部流程步驟。

Output：產(chǎn)出，交給顧客的產(chǎn)品、服務(wù)、資訊。

Customer：顧客，流程的下個步驟或終端客戶。Define工具【SIPOC圖】

通常在DMAIC界定開始品質(zhì)管理知識(英文版)課件2-MeasureHowwouldwemeasuretoevaluatetheextentoftheproblem?Whatareacceptablelimitsonthismeasure?找出CTQ(CriticaltoQuality)比較公司內(nèi)部的實際情況與與CTQ中間所發(fā)生的缺陷2-MeasureHowwouldwemeasur2–Measure(continued)Let’sassumethatthegovernmentsaysthatwemustbewithin±5percentoftheweightadvertisedonthebox.UpperToleranceLimit=16+.05(16)=16.8ouncesLowerToleranceLimit=16–.05(16)=15.2ounces2–Measure(continued)Let’sa2.Measure(continued)Wegooutandbuy1,000boxesofcerealandfindthattheyweightanaverageof15.875ounceswithastandarddeviationof.529ounces.Whatpercentageofboxesareoutsidethetolerancelimits?2.Measure(continued)WegooUpperTolerance=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!UpperToleranceLowerToleranceFMEA(FailureModeandEffectsAnalysis)FMEA(FailureModeandEffectsStep3-Analyze-Howcanweimprovethecapabilityofourcerealboxfillingprocess?DecreaseVariationCenterProcessIncreaseSpecificationsStep3-Analyze-HowcanweStep4–Improve–Howgoodisgoodenough?

Motorola’s“SixSigma”6sminimumfromprocesscentertonearestspecStep4–Improve–HowgoodisMotorola’s“SixSigma”Implies2ppB“bad”withnoprocessshiftWith1.5sshiftineitherdirectionfromcenter(processwillmove),implies3.4ppm“bad”.Motorola’s“SixSigma”ImpliesStep5–ControlStatisticalProcessControl(SPC)UsedatafromtheactualprocessEstimatedistributionsLookatcapability-isgoodqualitypossibleStatisticallymonitortheprocessovertimeStep5–ControlStatisticalPrAnalyticalToolsforSixSigmaandContinuousImprovement:FlowChart

No,Continue…MaterialReceivedfromSupplierInspectMaterialforDefectsDefectsfound?ReturntoSupplierforCreditYesCanbeusedtofindqualityproblemsAnalyticalToolsforSixSigmaToolsToolsforgeneratingideasChecksheetScatterdiagramCauseandeffectdiagramToolstoorganizedataParetochartsProcesscharts(Flowdiagrams)ToolsforidentifyingproblemsHistogramsStatisticalprocesscontrolchartToolsToolsforgeneratingideaAnalyticalToolsforSixSigmaandContinuousImprovement:RunChartCanbeusedtoidentifywhenequipmentorprocessesarenotbehavingaccordingtospecifications0.440.460.480.50.520.540.560.58123456789101112Time(Hours)DiameterAnalyticalToolsforSixSigmaAnalyticalToolsforSixSigmaandContinuousImprovement:ParetoAnalysisCanbeusedtofindwhen80%oftheproblemsmaybeattributedto20%ofthecausesAssy.Instruct.FrequencyDesignPurch.TrainingOther80%AnalyticalToolsforSixSigmaAnalyticalToolsforSixSigmaandContinuousImprovement:ChecksheetBillingErrorsWrongAccountWrongAmountA/RErrorsWrongAccountWrongAmountMondayCanbeusedtokeeptrackofdefectsorusedtomakesurepeoplecollectdatainacorrectmannerAnalyticalToolsforSixSigmaAnalyticalToolsforSixSigmaandContinuousImprovement:HistogramNumberofLotsDataRangesDefects

inlot01234CanbeusedtoidentifythefrequencyofqualitydefectoccurrenceanddisplayqualityperformanceAnalyticalToolsforSixSigmaAnalyticalToolsforSixSigmaandContinuousImprovement:Cause&EffectDiagramEffectManMachineMaterialMethodEnvironmentPossiblecauses:TheresultsoreffectCanbeusedtosystematicallytrackbackwardstofindapossiblecauseofaqualityproblem(oreffect)AnalyticalToolsforSixSigmaToomany

defectsProblemCauseandEffectDiagramExampleToomany

defectsProblemCauseMethodManpowerMaterialMachineryToomany

defectsMainCauseMainCauseCauseandEffectDiagramExampleMethodManpowerMaterialMachinerMethodManpowerMaterialMachineryDrillOverTimeSteelWoodLatheToomany

defectsSub-CauseCauseandEffectDiagramExampleMethodManpowerMaterialMachinerMethodManpowerMaterialMachineryDrillOverTimeSteelWoodLatheToomany

defectsTiredOldSlowCauseandEffectDiagramExampleMethodManpowerMaterialMachinerAnalyticalToolsforSixSigmaandContinuousImprovement:ControlChartsCanbeusedtomonitorongoingproductionprocessqualityandqualityconformancetostatedstandardsofquality9709809901000101010200123456789101112131415LCLUCLAnalyticalToolsforSixSigmaOtherSixSigmaToolsOpportunityFlowDiagramusedtographicallyshowthoseactivitiesthataddvaluefromthosethatareperformed(andmaybecouldbereducedorremoved)thatdonotaddvaluetothefinishedproductFailureModeandEffectAnalysis(DMEA)isastructuredapproachtoidentify,estimate,prioritize,andevaluateriskofpossiblefailuresateachstageintheprocessDesignofExperiments(DOE)astatisticaltesttodeterminecause-and-effectrelationshipsbetweenprocessvariablesandoutputOtherSixSigmaToolsOpportuni品質(zhì)管理知識(英文版)課件SixSigmaRolesandResponsibilitiesExecutiveleadersmustchampiontheprocessofimprovementCorporation-widetraininginSixSigmaconceptsandtoolsSettingstretchobjectivesforimprovementContinuousreinforcementandrewardsSixSigmaRolesandResponsibi五標準差障礙(FiveSigmaWall)DAMIC的改善手法最多只能做到五標準差，DesignforSixSigma(DFSS)則是從研發(fā)及重新設(shè)計流程著手，所以可以獲得大幅的改善，同時可以有系統(tǒng)地防止錯誤的發(fā)生。DFSS強調(diào)在產(chǎn)品設(shè)計時便「設(shè)計正確的產(chǎn)品」，讓產(chǎn)品開發(fā)一次就做對，因此便可避免事後修改的成本。DFSS能跨越FiveSigmaWall的理由非常明顯，因為DFSS考慮到了DMAIC沒有的「產(chǎn)品設(shè)計」五標準差障礙(FiveSigmaWall)DAMICDMAIC及DFSS改善成效的比較DMAIC及DFSS改善成效的比較六個準差與傳統(tǒng)品質(zhì)管理之比較QC（QualityControl，品質(zhì)管理），乃是以工程為對象，並以作業(yè)改善及工程設(shè)計為導向。TQC（TotalQualityControl，全公司品質(zhì)管理），它是將現(xiàn)場的工程改善之流程圖化的手法，應(yīng)用到間接部門。TQM（TotalQualityManagement，綜合性的品質(zhì)管理），是為了結(jié)束自己職場上不合效益的事項，而成立的小組活動。ISO9000將我們的工作品質(zhì)書面化，但是對改善產(chǎn)品或流程品質(zhì)並無太大助益。六個準差與傳統(tǒng)品質(zhì)管理之比較QC（QualityContr六標準差成功的關(guān)鍵因素提高客戶滿意/增加利潤是由上到下的推動歷程六標準差的組織架構(gòu)專案負責人/黑帶人員能力的訓練DMAIC（發(fā)音為Deh-maik）有效降低成本小結(jié)、決定六標準差成功的重要條件六標準差成功的關(guān)鍵因素提高客戶滿意/增加利潤決定六標準差成功的重要條件(一)領(lǐng)導者的支持與參與(二)必須持之以恆(三)要有全職的架構(gòu)(四)要有願景決定六標準差成功的重要條件(一)領(lǐng)導者的支持與參與TheShingoSystem:Fail-SafeDesignShingo’sargument:SQCmethodsdonotpreventdefectsDefectsarisewhenpeoplemakeerrorsDefectscanbepreventedbyprovidingworkerswithfeedbackonerrors

Poka-Yokeincludes:ChecklistsSpecialtoolingthatpreventsworkersfrommakingerrorsTheShingoSystem:Fail-SafeDISO9000SeriesofstandardsagreeduponbytheInternationalOrganizationforStandardization(ISO)Adoptedin1987Morethan100countriesAprerequisiteforglobalcompetition?ISO9000directsyouto"documentwhatyoudoandthendoasyoudocumented"ISO9000SeriesofstandardsagISO簡介ISO為「InternationalOrganizationforStandardization」之簡稱，係由世界各國標準機構(gòu)參加為會員所組成，為制定與發(fā)行國際標準的機準。ISO9000系列係該機構(gòu)針對「品質(zhì)保證制度」所制定之標準。於1987年3月份公佈，並於1994年7月1日修訂第二版。由於ISO9000系列品質(zhì)保證標準的產(chǎn)生，在世界各國之間對品質(zhì)保證制度有了共同的語言，因此世界各國紛紛將它列為國家標準。我國亦於1990年3月16日將它列為中國國家標準CNS12680系列。對廠商而言，以推動ISO9000制度來達成及維持顧客的要求。而ISO9000制度的實施使其本身對品質(zhì)達成情形具有信心。再者藉由第三者認證來展現(xiàn)其本身對滿足顧客要求方面的能力，使顧客亦深具信心。ISO簡介ISO為「InternationalOrganISO簡介ISO9000系列共包含9000,9001,9002,9003及9004五部份。其中ISO9000及ISO9004為標準之選擇、應(yīng)用及實施方面的指導綱要，ISO9001，ISO9002及ISO9003則是三種提供廠商選用之品質(zhì)保證模式。其說明如下：ISO9001設(shè)計、開發(fā)、生產(chǎn)、安裝與服務(wù)之品質(zhì)保證模式ISO9002生產(chǎn)、安裝及服務(wù)之品質(zhì)保證模式ISO9003最終檢驗與測試之品質(zhì)保證模式ISO簡介ISO9000系列共包含9000,9001,如何建立「ISO9000」文件系統(tǒng)？在ISO9000的4.2項「品質(zhì)制度」中有規(guī)定，廠商應(yīng)備有「品質(zhì)手冊」，以涵蓋ISO9000之各項要求。此手冊應(yīng)包含或?qū)φ者B接至品質(zhì)制度中之各項書面程序，因此一般而言均依下述架構(gòu)整合一完整的文件系統(tǒng)。如何建立「ISO9000」文件系統(tǒng)？在ISO9000的內(nèi)容標題編號頁次目的範圍權(quán)責定義相關(guān)文件流程圖作業(yè)內(nèi)容附件內(nèi)容標題編號頁次工具與方法魚骨圖、關(guān)連圖及冰山圖步驟一：根據(jù)現(xiàn)場觀察，以及與人員訪談，分析出所有的要因。步驟二：經(jīng)由小組討論，圈選出幾項比較重要的問題，並依問題畫出關(guān)連圖。關(guān)連圖是要將錯綜複雜的原因-結(jié)果，以論理方法找出其關(guān)係，並以箭頭方式相連起來，箭頭代表”結(jié)果”是正一分，箭尾代表”原因”是負一分，並累計每一項的分數(shù)。步驟三：經(jīng)由每一項問題的分數(shù)，畫出冰山圖。分數(shù)愈大，排在愈上面，分數(shù)愈小，排在愈下面。在最低層的為主要的真因，上層則為結(jié)果。步驟四：取下層的真因，並針對這些作改善並提出對策工具與方法QS9000美國三大汽車廠福特、通用、克萊斯勒將其各自之品保標準在1994年9月整合為QS

9000品保標準，通用於三大汽車廠。對象：第一層供應(yīng)商（TIERONESUPPLIERS）被要求取得QS9000。三大車廠在美國國內(nèi)、外之直接供應(yīng)商或其OEM工廠。美國重型貨車製造廠之直接供應(yīng)商或其OEM工廠。第二層供應(yīng)商（TIERTWOSUPPLIERSORSUB-CONTRACTORS）鼓勵取得QS9000。範圍：

負有直接設(shè)計責任，並提供生產(chǎn)用及／或服務(wù)用之物料、零組件以及服務(wù)之所有供應(yīng)商或其OEM工廠。

僅參與製造上述物料、零組件及服務(wù)之所有供應(yīng)商或其OEM工廠。供熱處理、鈑金、噴漆或其它處理／加工服務(wù)之供應(yīng)商或其OEM工廠。QS9000美國三大汽車廠福特、通用、克萊斯勒將其各自之ISO14000SO14000系列包含有指導和計劃兩方面文件，可幫助各個組織發(fā)展及維護其環(huán)境管理系統(tǒng)中明確規(guī)定的環(huán)境政策與目標。ISO14001是此系列中目前唯一流通的計劃標準，包含些許客觀性稽核要求。它引導關(guān)於公司運作上的基本要素，包括系統(tǒng)規(guī)定和目標、文件化、訓練、溝通、操作控制、緊急應(yīng)變準備、監(jiān)督與衡量、矯正與預防措施、記錄以及稽核。ISO14001則是目前唯一針對環(huán)境管理系統(tǒng)所制定的標準

由於ISO14001和ISO9000具有共同的管理原則，您可選擇現(xiàn)有的ISO9000系統(tǒng)作為環(huán)境管理系統(tǒng)之基礎(chǔ)。整合您目前的管理系統(tǒng)，使其功能加倍

ISO14000SO14000系列包含有指導和計劃兩方TL-9000品保系統(tǒng)驗證

全球通訊業(yè)包括通訊服務(wù)提供者（Amertech,AT&t,BellAtlantic,SBC..ies.）及硬、軟體供應(yīng)商（Siemens,3COM,3MTelcom,Cisco,Fujitsu,ADC,Lucent,Motorola,NEC,Ericsson,Nokia,

Unisys..morethan60company）在1996年組成QuESTForum，所發(fā)展之通訊電子業(yè)品質(zhì)系統(tǒng)標準TL-9000。

TL-9000＝ISO-9001＋全球通訊業(yè)共通性要求標準

TL-9000品保系統(tǒng)驗證全球通訊業(yè)包括通訊服務(wù)提供者（A內(nèi)容ISO9000:

一般來說，ISO9000指的是一個品保系統(tǒng)的一系列條款，臺灣的相對應(yīng)條文是CNS12680ISO9001(1994):

品質(zhì)制度--設(shè)計，開發(fā)，生產(chǎn)，安裝與服務(wù)之品質(zhì)保證模式。它是一個從設(shè)計到安裝到售後服務(wù)，幾乎一個組織內(nèi)（可能是公司，工廠，或財團法人甚至是商店）所有經(jīng)營的項目都列入管制。目前的最新版本是1994年版。（臺灣是83年版）。申請9001是不是就比9002要強？其實不見得，有些組織內(nèi)有能力做9001（包括設(shè)計管制）但卻申請9002，因為不願讓外人接觸開發(fā)設(shè)計的業(yè)務(wù)機密。反過來說，有人沒有設(shè)計部門卻也申請9001，只是認為1比2要好，這是錯誤的觀念，申請9001把設(shè)計列入管制，有時反而會造成設(shè)計工程師的反彈，認為綁死了創(chuàng)意也說不定。ISO9001共有20條款。臺灣的相對應(yīng)條文叫CNS12681.內(nèi)容ISO9000:一般來說，ISO9000指的是一個品內(nèi)容ISO9002(1994):品質(zhì)制度--生產(chǎn)，安裝與服務(wù)之品質(zhì)保證模式。ISO9002共有19個條款，注意，與ISO9001相比較，少了一個4.4，和9001的差別在於把設(shè)計管制排除在外，管制起點從接單，製造到銷售，售後服務(wù)等。ISO9003(1994):最終檢查與試驗之品質(zhì)保證模式。與ISO9001相較，少了4.4設(shè)計管制，4.6採購管制，4.9製程管制，4.19服務(wù)，只偏重在售後服務(wù)的管制措施，9003的系統(tǒng)只有在端末管制，較不能符合預防措施的精神，一般極少申請此種驗證。臺灣相對應(yīng)的條款是CNS12683.ISO9004-1(1994):品質(zhì)管理與品質(zhì)保證系統(tǒng)基礎(chǔ)第一部分：ISO9000家族使用的入門指導綱要。臺灣相對應(yīng)的條款是CNS12684-1。

內(nèi)容ISO9002(1994):品質(zhì)制度--生產(chǎn)，安裝與服現(xiàn)有國際標準系統(tǒng)一、ISO9000品質(zhì)管理系統(tǒng)二、ISO14000環(huán)境管理系統(tǒng)三、ISO18000工業(yè)安全衛(wèi)生管理系統(tǒng)四、ISODIS17799-1資訊安全管理系統(tǒng)五、QS9000→ISO16949凡承製汽車零配件者均需參照此標準交貨六、EN46000＋ISO9000＝ISO13485凡醫(yī)療器材業(yè)者均應(yīng)遵守此標準七、HACCP＋ISO9000＝ISO15161凡食品、餐飲業(yè)視此為榮耀八、AS9000凡航空相關(guān)產(chǎn)業(yè)，均應(yīng)遵遁此標準九、TL9000凡通訊相關(guān)產(chǎn)業(yè)，均應(yīng)遵遁此標準現(xiàn)有國際標準系統(tǒng)一、ISO9000品質(zhì)管理系統(tǒng)ISO9000系列標準的修訂過程根據(jù)ISO協(xié)定其所推行的標準至少每五年應(yīng)修訂或確認一次。ISO9000系列在1994年7月1日完成第一次的修訂工作。ISO9000:1994的ISO9001/2/3明顯的著重於硬體產(chǎn)品上，因而造成軟體、服務(wù)等其他行業(yè)應(yīng)用上的困難?，F(xiàn)行標準則是於2000年12月15日所頒佈的ISO9000:2000。ISO9000系列標準的修訂過程根據(jù)ISO協(xié)定其所推行的標準ISO9000新舊Family關(guān)聯(lián)ISO9000新舊Family關(guān)聯(lián)ISO9000系列標準的內(nèi)容簡介

標準說明ISO9000品質(zhì)管理系統(tǒng)─基本原理與詞彙說明品質(zhì)管理系統(tǒng)之基本法則與釐清品質(zhì)管理系統(tǒng)之基本用語。ISO9001品質(zhì)管理系統(tǒng)─必要條件為單一品質(zhì)管理要求。但容許縮減要求應(yīng)用範圍以配合不同類型組織的類型與規(guī)模。ISO9004品質(zhì)管理系統(tǒng)─績效改善指南是超越品質(zhì)管理要求之指導綱要，經(jīng)由持續(xù)的顧客滿意帶給所有利害相關(guān)者益處。ISO9000系列標準的內(nèi)容簡介標準說明ISO9000品質(zhì)ISO9000系列標準的特色包容性不論是製造業(yè)或服務(wù)業(yè)，私人公司或公家機關(guān)，大或小企業(yè)，國際化或本土化組織都可適用。自主性標準中只規(guī)定要做什麼，對於組織如何去滿足標準則留給業(yè)者自行決定，因此可使品管系統(tǒng)能真正符合組織本身的需求且具體有效。完整性需要全員參與的活動，不管各部門或各階層都得符合ISO9000標準之要求?？陀^性為一國際品質(zhì)的標準，獲得全球之認可。而在品質(zhì)系統(tǒng)之文件化、稽核與驗證上，國際組織也都有嚴格但一致的規(guī)定。預防性更有效的經(jīng)營管理，降低成本，甚至能做到預防性(防止再發(fā))的品質(zhì)系統(tǒng)。ISO9000系列標準的特色包容性不論是製造業(yè)或服務(wù)業(yè)ISO9000:2000強調(diào)持續(xù)改善的觀念PlanDoCheckAction加值活動加值活動資訊流資訊流ISO9000:2000強調(diào)持續(xù)改善的觀念PlanDoCheISO9001:2000內(nèi)容主要改變1.以流程導向之敘述方式。2.以P-D-C-A模式應(yīng)用於整個流程。(參閱9001:2000)3.強調(diào)與ISO14000相容4.持續(xù)改善。5.通用單一標準。6.採用供應(yīng)鏈辭彙。7.直接指出高階管理階層責任。(參閱5.1~5.6)8.可量測的品質(zhì)目標。(參閱5.4.1)9.有效的執(zhí)行內(nèi)外部溝通。(參閱7.2.3)10.指明教育訓練要點與預期水準(參閱6.2.1,6.2.2)ISO9001:2000內(nèi)容主要改變1.以流程導向之敘述方ISO9001：2000與ISO9001：1994之對照表參考/iso/iso-4.htmISO9001:2000內(nèi)容主要改變11.對基礎(chǔ)設(shè)施與工作環(huán)有明確要求。(參閱6.3,6.4)12.量測不只對產(chǎn)品亦含客戶、系統(tǒng)、量儀。(參閱8.2)13.主動對客戶滿意作量測(參閱8.2.1,7.2.1)14.依公司產(chǎn)品性質(zhì)、客戶與法規(guī)要求、流程要求界定品質(zhì)管理系統(tǒng)的範圍。(參閱7.1,7.2,7.3)15.明確指出了文件系統(tǒng)與品質(zhì)管理系統(tǒng)的關(guān)聯(lián)性。(參閱4.1,4.2)ISO9001：2000與ISO9001：1994之ThreeFormsofISOCertification1.Firstparty:AfirmauditsitselfagainstISO9000standards2.Secondparty:Acustomerauditsitssupplier3.Thirdparty:A"qualified"nationalorinternationalstandardsorcertifyingagencyservesasauditorThreeFormsofISOCertificatiExternalBenchmarkingSteps1.Identifythoseprocessesneedingimprovement2.Identifyafirmthatistheworldleaderinperformingtheprocess3.Contactthemanagersofthatcompanyandmakeapersonalvisittointerviewmanagersandworkers4.AnalyzedataExternalBenchmarkingSteps1.ServicequalityismoredifficulttomeasurethanforgoodsServicequalityperceptionsdependonExpectationsversusrealityProcessandoutcomeTypesofservicequalityNormal:RoutineservicedeliveryExceptional:HowproblemsarehandledServicesindustriesServicequalityismoredifficGoodsversusServicesCanberesoldCanbeinventoriedSomeaspectsofqualitymeasurableSellingisdistinctfromproductionResellingunusualDifficulttoinventoryQualitydifficulttomeasureSellingispartofservice

Good

ServiceGoodsversusServicesCanbereGoodsversusServices-continuedProductistransportableSiteoffacilityimportantforcostOfteneasytoautomateRevenuegeneratedprimarilyfromtangibleproductProvider,notproductistransportableSiteoffacilityimportantforcustomercontactOftendifficulttoautomateRevenuegeneratedprimarilyfromintangibleservice.

Good

ServiceGoodsversusServices-continUnder-

standingTangiblesReliabilityCommunicationCredibilitySecurityResponsivenessCompetenceCourtesyAccess?1995CorelCorp.ServiceQualityAttributesUnder-

standingTangiblesReliabServiceQualityMeasurement:ServqualAperceivedservicequalityquestionnairesurveymethodology

Examines“DimensionsofServiceQuality”including:Reliability,Responsiveness,Assurance,Empathy,andTangibles(e.g.,appearanceofphysicalfacilities,equipment,etc.)ServiceQualityMeasurement:Se服務(wù)品質(zhì)的構(gòu)面

(PZB;Parasuram,Zeithaml,Berry)可靠性：代表可靠地與正確地執(zhí)行已承諾的服務(wù)之能力。回應(yīng)性：代表協(xié)助顧客與提供立即服務(wù)之意願。讓顧客等待會造成不必要之負面認知；當服務(wù)失敗發(fā)生時，秉持著專業(yè)精神迅速地恢復服務(wù)則可造成非常正面的品質(zhì)認知。確實性：代表員工的知識、禮貌，以及傳達信任與信心的能力。關(guān)懷性：代表提供顧客個人化關(guān)心之能力。此構(gòu)面之特徵包括：平易近人、敏感度高、以及盡力地瞭解顧客的需要。有形性：代表實際的設(shè)施、設(shè)備、員工、以及外在溝通資料。服務(wù)品質(zhì)的構(gòu)面

(PZB;Parasuram,Zei服務(wù)品質(zhì)的缺口缺口一：是顧客的期望與管理者對這些期望的認知二者間的差距。缺口一的發(fā)生是由於管理者不能完全地瞭解顧客期望的產(chǎn)生。要消弭這項缺口的策略性方法包括：改進市場研究、管理者與第一線的員工之間培養(yǎng)更佳的溝通方式、減少與顧客疏遠的管理階層數(shù)量。缺口二：是由於管理者沒有能力制訂服務(wù)品質(zhì)的目標水準，以符合對顧客期望的認知，並將其轉(zhuǎn)變成可實行的計畫書。此缺口的發(fā)生是由於管理者對於服務(wù)品質(zhì)缺乏承諾，或是覺得要符合顧客期望是不可能的。設(shè)定目標與將服務(wù)提供過程標準化可以消弭此缺口。缺口三：是指服務(wù)績效的缺口，是由於真正的服務(wù)提供無法達到管理者所設(shè)定的計畫，因而產(chǎn)生績效上的差距。缺乏團隊合作、不良的員工招募、不足的訓練及不適當?shù)墓ぷ髟O(shè)計等均是造成此缺口的原因。缺口四：由於誇大的承諾與第一線員工缺乏資訊，因而導致服務(wù)提供與外部誇大的傳播之間差距。缺口五：品質(zhì)缺口。即顧客的期望與實際認知的服務(wù)間的差距，此差距受到上述四個缺口的大小與方向所影響，可以藉由降低服務(wù)機構(gòu)在管理部門所發(fā)現(xiàn)的前四項缺口來消弭。服務(wù)品質(zhì)的缺口缺口一：是顧客的期望與管理者對這些期望的認知二ServiceQualityMeasurement:Servqual(Continued)Newversionofthismethodologyiscalled“e-ServiceQuality”dealingserviceontheInternetDimensionsofServiceQualityonthee-Servicemethodologyinclude:Reliability,Responsiveness,Access,Flexibility,EaseofNavigation,Efficiency,Assurance/Trust,Security/Privacy,PriceKnowledge,SiteAesthetics,andCustomization/PersonalizationServiceQualityMeasurement:SInvolvesexaminingitemstoseeifanitemisgoodordefectiveDetectadefectiveproductDoesnotcorrectdeficienciesinprocessorproductIssuesWhentoinspectWhereinprocesstoinspectInspectionInvolvesexaminingitemstoseWhenandWheretoInspectAtthesupplier’splantwhilethesupplierisproducingAtyourfacilityuponreceiptofgoodsfromthesupplierBeforecostlyorirreversibleprocessesDuringthestep-by-stepproductionprocessesWhenproductionorserviceiscompleteBeforedeliveryfromyourfacilityAtthepointofcustomercontactWhenandWheretoInspectAtthInspectionPointsinServicesBankTellerstationsLoanaccountsCheckingaccountsShortages,courtesy,speed,accuracyCollateral,propercreditchecks,rates,termsofloans,defaultrates,loanratesAccuracy,speedofentry,rateofoverdrawsOrganizationSomePointsofInspectionIssuestoConsiderInspectionPointsinServicesBInspectionPointsinServicesRetailstoreStockroomsDisplayareasSalescountersClean,uncluttered,organized,levelofstockouts,amplysupply,rotationofgoodsAttractive,well-organized,stocked,visiblegoods,goodlightingNeat,courteousknowledgeablepersonnel;waitingtime;accuracyincreditcheckingandsalesentryOrganizationSomePointsofInspectionIssuestoConsiderInspectionPointsinServicesRInspectionPointsinServicesRestaurantKitchenCashierstationDiningareasClean,properstorage,unadulteratedfood,healthregulationsobserved,well-organizedSpeed,accuracy,appearanceClean,comfortable,regularmonitoringbypersonnel,OrganizationSomePointsofInspectionIssuestoConsiderInspectionPointsinServicesRChapter7

QualityManagement

Chapter7

QualityManagement

TotalQualityManagementDefinedQualitySpecificationsandCostsSixSigmaQualityandToolsExternalBenchmarkingISO9000ServiceQualityMeasurementOBJECTIVESTotalQualityManagementDefinDefinitionsofQualityASC:Productcharacteristics&featuresthataffectcustomersatisfactionUser-Based:WhatconsumersaysitisManufacturing-Based:DegreetowhichaproductconformstodesignspecificationProduct-Based:LevelofmeasurableproductcharacteristicDefinitionsofQualityASC:ProImportanceofQualityCosts&marketshareCompany’sreputationProduct

liabilityInternationalimplicationsIncreasedProfitsLowerCostsProductivityRework/ScrapWarrantyMarketGainsReputationVolumePriceImprovedQualityImportanceofQualityCosts&mWaysinWhichQualityCanImproveProductivitySalesGainsImprovedresponseHigherPricesImprovedreputationReducedCostsIncreasedproductivityLowerreworkandscrapcostsLowerwarrantycostsIncreasedProfitsImprovedQualityWaysinWhichQualityCanImprQualityPrinciplesCustomerfocusContinuousimprovementEmployeeempowermentBenchmarkingJust-in-timeToolsofTQMYields:HowtodowhatisimportantandtobeaccomplishedQualityPrinciplesCustomerfocQualitymovementQualitymovementEstablishedin1988bytheU.S.governmentDesignedtopromoteTQMpracticesSomecriteriaSeniorexecutiveleadership;stra