全面质量管理培训(英文)

Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Total Quality Management Part 0: What is Quality? Part 1: Economics of Quality Part 2: TQM: Principles and Managerial Methods Part 3: TQM: Improvement Tools Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Principal objectives of the lecture What is quality? The economics of quality: What is the relationship of: Quality and Cost Quality and Productivity Quality and Profitability What is total quality management? Olin School of Business Washington University Panos Kouvelis Manufacturing Management * What is Quality? Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Five definitions of quality -Garvin Transcendent Product-based User-based Manufacturing-based Value-based Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Transcendent “Quality is neither mind nor matter, but a third entity independent of the two … Even though quality cannot be defined, you know what it is.” -Robert M. Pirsig Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Product-based “Differences in quality amount to differences in the quantity of some desired ingredient or attribute.” -Lawrence Abbot Olin School of Business Washington University Panos Kouvelis Manufacturing Management * User-based “Quality is fitness for use.” -Joseph M. Juran Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Manufacturing-based “Quality is the degree to which a specific product conforms to a design or specification.” -Harold L. Gilmore “Quality is product uniformity around the target.” -Genichi Taguchi Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Value-based “Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost.” -Robert A. Broh Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Dimensions of quality Performance (primary product characteristics) Features (“bells and whistles”) Reliability (frequency of field failures) Conformance (match with specifications) Durability (product life) Serviceability (speed, courtesy, or competence of repair) Aesthetics (“fits and finishes”) Perceived quality (reputation and intangibles) Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Dimension Product Example: Service Example: Stereo Amplifier Checking Account at Bank Performance Signal-to-noise ratio,power Time to process customer requests Features Remote control Automatic bill paying Reliability Mean time-to failure Variability of time to process requests Durability Useful life (with repair) Keeping pace with industry trends Serviceability Ease of repair Resolution of errors Courtesy of dealer Courtesy of teller Esthetics Oak-finished cabinet Appearance of bank lobby Reputation Consumer Reports ranking Advice of friends, years in business Source: Modified from Paul E. Plsek, “Defining Quality at the Marketing/Development Interface.” Quality Progress, June 1987, pp. 28-36. Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Quality Specifications Design quality inherent value of the product or service in the marketplace Conformance quality degree to which the product or service design specifications are met Design Quality Conformance Quality Fitness of Use Fitness of use degree to which the final product or service meets the customer’s objectives Design quality is a strategic decision for the firm Execution of the activities involved in achieving conformance are of a tactical day-to-day nature. It should be evident that a product or service can have high design quality but low conformance quality, and vice versa. Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Economics of Quality Quality Cost Productivity Profitability Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Traditional cost/quality tradeoff Cost Quality Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Quality and cost Unavoidable costs (Price of Conformance = POC) Appraisal Prevention Avoidable costs (Price of Nonconformance = PONC) Internal failure External failure Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Appraisal costs Test and inspection materials and services Wages of inspection personnel Product quality audits Maintenance of test equipment Customer satisfaction audits Supplier appraisals Employee surveys Mystery shopper program Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Prevention costs Quality planning Process control Education and training Preventive maintenance Supplier training/certification Failure analysis Customer relationship management Quality systems development Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Internal failure costs Scrap Rework Downtime/overtime Downgrading/disposition Analysis of scrap/rework Accidents/injuries Employee turnover Loss of morale Handling grievances Olin School of Business Washington University Panos Kouvelis Manufacturing Management * External failure costs Complaints processing Warranty Product recall Product liability Field service Repair Administrative costs Olin School of Business Washington University Panos Kouvelis Manufacturing Management * PONC estimates COMPANY YEAR PONC as percentage of sales IBM 1980 15-40 Motorola 1986 13 Heinz 1989 ($350-400 Million) Motorola 1989 8 ($800 Million) Olin School of Business Washington University Panos Kouvelis Manufacturing Management * General electric estimates STAGE Cost per defect per product Supplier inspection cost $0.003 Incoming inspection cost $0.03 Fabrication inspection cost $0.30 Subproduct test cost $3.00 Final product test cost $30.00 Product service cost $300.00 Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Traditional processes Cost Conformance Quality 0% 100% Total cost PONC POC Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Emerging processes Cost Conformance Quality 0% 100% Total cost PONC POC Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Quality and productivity Common roots: Design for manufacturability Simplicity Improved equipment Better maintenance Less downtime Worker motivation Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Quality and profitability Profit = Revenue - Cost = (Price) (Sales) - Cost Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Quality and profitability 1) Market Gains Higher Quality -Garvin Improved Reputation Higher Market Share Experience-based economies Higher Prices Higher Profits Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Quality and Profitability (cont.) 2) Cost Higher Quality Lower per unit Cost Olin School of Business Washington University Panos Kouvelis Manufacturing Management * What is total quality management? Olin School of Business Washington University Panos Kouvelis Manufacturing Management * The total quality management triangle Bedrock principles Managerial methods Improvement tools T Q M Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Bedrock principles Customer focus Continuous improvement Total employee involvement Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Customer focus “A customer is the most important person even in the office … in person or by mail. A customer is not an interruption of our work … he is the purpose of it.” -L. L. Bean Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Customer focus Know thy customers Who they are What their requirements are Only the customer can define customer satisfaction Quality is what the customer says it is! Organizational self-assessment Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Continuous improvement Continuous improvement of all processes - forever RESULT …….. Process Process: The way everyone thinks, behaves, and acts every day Olin School of Business Washington University Panos Kouvelis Manufacturing Management * The quality incline QUALITY Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Total employee involvement Inside every individual is infinite creative potential Involvement is getting people’s ideas, and respecting those ideas Management has to ask for ideas Let them make their workplace better for themselves Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Total employee involvement (cont.) In a service organization customer relations are a reflection of employee relations Quality is a state of mind No other resource improves with age Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Total employee involvement TQM is not a spectator sport I hear and I forget I see and I remember I do and I understand Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Managerial methods Governance Organization Decision making Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Managerial methods “The people work in a system. The job of the manager is to work on the system to improve it, constantly, with their help.” -Myron Tribus Management by fact Prevention based Process-oriented Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Managerial methods Push Power Up Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Managerial methods Macho Manager Benevolent Manager Participative Manager TQM Leader Manager Do to Do for Do with Facilitate Enable Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Process-oriented management RESULT …….. Discipline Time management Personal development Participation Morale Communication Teamwork PEOPLE Performance Check with the result, not by the result Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Relationship management “The customer usually doesn’t know what he’s getting until he doesn’t.” -Ted Levitt Selling Marketing Relationship management Provider Provider Customer Customer Olin School of Business Washington University Panos Kouvelis Manufacturing Management * What TQM is not It is not a program It is not a gift It is not delegating responsibility for quality Olin School of Business Washington University Panos Kouvelis Manufacturing Management * Dr. Deming’s visit to Ford “We wanted to talk to him about quality. He wanted to talk to us about management. We wanted to talk about quality improvement tools we could use. He wanted to talk to us about culture change. We wanted to know what programs would work. He wanted to know senior management’s vision for the company.” -John A. Betti Under Secretary of Defense Olin School of Business Washington University Panos Kouvelis Manufacturing Management * What we have learned this lecture: What is quality? The economics of quality: What is the relationship of: Quality and Cost Quality and Productivity Quality and Profitability What is total quality management? Quality “experts” and the quality improvement programs. Design quality is a strategic decision for the firm Execution of the activities involved in achieving conformance are of a tactical day-to-day nature. It should be evident that a product or service can have high design quality but low conformance quality, and vice versa.