Quality management is the first to set standards, and in order to make the production of products to meet the standards set by the use of all the methods, and statistical quality control in the application of statistical methods for the basic part of the tool
------J.M. JURAN
Statistical quality control, is in the production of various stages, can be applied to statistical methods, so that it can produce the most versatile, best-selling products
------W.
-------W.E.DEMING
The quality development, quality maintenance, and quality improvement efforts of all departments within an organization are integrated into an effective system that enables production and service to be performed at the most economical level and to satisfy the customer
---------A.V.F. FURAN
---------A.V.F. FURAN
The quality control system is based on statistical data, which is used in all phases of production. .V.FEIGENBAUM
History of the development of quality management
Traditional quality management (handicrafts)
"Examination of the surface of the curve, in order to order the five materials, in order to argue the people's weapons"
Quality inspection management
1903 Taylor's theory of scientific management (foreman management)
1930 Inspection Independence
Statistical Quality Management
1924 Hughart Control Chart
Modern Quality Management
1961, Figenberg & lt; Total Quality Management;
1974, Taguchi three designs
Quality Celebrities and Their Contributions-Deming (William Edwards Deming)
Dr. Deming's Fourteen Methods of Quality Management:
Article 1 Have a long-term goal of improving products and services rather than a short-term view of immediate benefits. To do this, invest and tap into a variety of resources.
The second rule is to have a new management mindset that does not allow delivery delays or errors and defective products.
Thirdly, there should be a way to build quality into the product from the beginning, instead of relying on inspection to ensure product quality.
The fourth rule is to have a holistic approach to minimizing costs. In the procurement of raw materials, standardized parts and components do not only to determine the object of the price.
Fifth, there should be a system to identify the system and non-system causes of the measures. 85% of the quality problems and waste phenomenon is due to the system, 15% is due to the job.
Sixth, there should be a more comprehensive and effective job training. Not just train field operators how to do the job, but tell them why they are doing it.
The seventh rule is to have a new style of leadership, not just to manage, but more importantly to help, and the leaders themselves should have a new style.
The eighth rule is to have a new culture within the organization. Eliminate the fear of employees who are afraid to ask questions and make suggestions.
Article 9 To have a collaborative attitude between departments. Help those engaged in research and development and sales to understand more about the problems of the manufacturing sector.
Article 10 To have a good way to motivate and teach employees to improve quality and cardio productivity. You can't just shout slogans and targets at them.
Article 11 There should be a procedure to check the effectiveness of work hour quotas and work standards at any time and to see whether they really help employees to do a good job or prevent them from improving labor productivity.
Article 12: Shift significant responsibility from quantity to quality, so that employees can feel that their skills and abilities are respected.
Article 13 A strong and effective education and training program should be in place to keep employees abreast of changes in raw materials, product design, processing techniques, and machinery and equipment.
Article 14 To establish a structure within the leadership that promotes the participation of all employees in the reform of management.
PDCA Cycle
The concept of PDCA Cycle was first introduced by Deming, an American quality management expert, so it is also known as the "Deming Ring".
The four letters of the alphabet and their meanings in the PDCA Cycle are as follows:
1, P (Plan) - Plan, determine guidelines and objectives, determine the meaning of the PDCA Cycle. Plan, determine the guidelines and objectives, determine the plan of activities;
2, D (Do) - implementation, the field to do, to achieve the contents of the plan;
3, C (Check) - check, summarize the results of the implementation of the plan, pay attention to the effect, to find out the problem;
4, A (Action) - action, the results of the summary of the check to deal with. Successful experience to be affirmed and appropriate promotion, standardization; failure to sum up the lessons learned, so as not to reproduce, unresolved issues into the next PDCA cycle.
PDCA cycle has the following three characteristics: 1, the big ring with a small ring. If the work of the entire enterprise as a large PDCA cycle, then the various departments, groups and their own small PDCA cycle, like a planetary wheel system, the big ring led to a small ring, a level with a level, organically constituting a functioning system
2, ladder rise. PDCA cycle is not at the same level of circulation, each cycle, to solve part of the problem, to achieve a part of the results, the work is one step forward, the work is not in the same level. Part of the results, the work of a step forward, the level of one step up. To the next cycle, there are new goals and content, a higher level. Figure 2 below shows the process of this ladder. 3, the comprehensive application of scientific management methods. PDCA cycle application of QC seven tools based on statistical processing methods and industrial engineering (IE) in the study of the work of the method, as a tool to carry out the work and find, solve problems. PDCA cycle of the four phases can be subdivided into eight steps, the specific content of each step and the methodology used are described in Table 3 below.
Quality celebrities and their contributions - JURAN
JURAN'S TRILOGY:
Quality Planning, Quality Control, and Quality Improvement
Quality Triad:
1) Quality Planning - Quality planning is necessary to establish work processes that have the ability to meet quality standardization.
2) Quality Control - Quality control is necessary in order to know when to take the necessary steps to correct quality problems.
3) Quality Improvement - Quality improvement helps to identify better ways of managing work.
Quality loop (quality spiral i.e. quality spira):
Julan Bertu suggests that a series of work activities are required in order to obtain the fitness of a product. That is to say, product quality is in the market research, development, design, planning, procurement, production, control, inspection, sales, service, feedback and so on the formation of the whole process, and at the same time in this whole process of the continuous cycle of the spiral to improve, so also known as the quality progress spiral.
"80/20 principle":
Julan Botu pointedly put forward the problem of the weight ratio of quality responsibility. He based on a large number of actual surveys and statistical analysis that, in the quality problems that occur, the cause, only 20% from the grass-roots operators, while exactly 80% of the quality problems are caused by leadership responsibility. In the international standard IS0900O, the important position of the elements related to leadership responsibility, in the objective confirmation of Dr. Juran's "8020 principle" reflected in the universal law.
Quality Planning
Establishing Quality Objectives
Identifying Customers
Discovering Customer Needs
Developing Product Characteristics
Developing Process Characteristics
Establishing Process Controls, Moving to Implementation
Quality Controls
Selecting Objects of Control
Selecting Units of Measure <
Set target value
CREAT A SENSOR
Measure actual performance
Describe variance
Act on variance
Quality improvement
Demonstrate need
Identify project
Organize project team
Diagnose cause
Provide fixes and confirm their effectiveness
Cope with resistance to change
Control gain attainment
Level 1-Inspection Level
Management Characteristics:
1. Assurance of quality through inspection;
2. Lack of quality awareness and expertise;
3. Requirements for quality limited to scrap and rework rates;
4. lack of involvement of top management in quality activities, usually only in the process of handling important customer comments;
5. separation of the quality management function from the other functions, with the quality assurance department almost independently responsible for the quality of the product.
Application of Quality and Reliability Techniques:
1. Mainly applying inspection techniques;
2. Applying a limited number of preventive measures in the production process, which accounted for only 13% of the cost of quality;
3. Lack of understanding of the methodology of the measures for stabilizing the production process.
Quality performance level: 1. average defect rate: ≈ 4,800 ppm (i.e. 0.48% Note: ppm - parts per million defect rate) 2. scrap rate: > 5% 3. rework rate: > 3% 4. process capability index Cpk: not measured
The second level of ----Quality Assurance Level
Management characteristics:
1. Quality assurance activities throughout the production process of the enterprise, focusing on the stability of the production process, but weaker in product development and design;
2. Quality assurance functions are mainly concentrated in the production activities related to the development department rarely intervene;
3. Purchasing, production and the final product of the quality of the objectives of the more explicit, but the quality objectives usually set up to require a low level. Quality objectives are usually set at a low level;
4. Quality improvement activities, such as "quality teams" and "problem solving teams" exist to address quality issues, but are not a permanent part of the corporate culture, and therefore are not as effective as those at levels 3 and 4;
5.
5. Quality problems are usually solved only when they occur, and the majority of quality problems are dealt with by quality assurance professionals.
Application of Quality and Reliability Techniques:
1. Data-based analytical techniques, such as Pareto charts, cause-and-effect diagrams, SPC, risk analysis of the production process, etc., are used, but only in a general way, to improve the quality of the production process;
2. "Quality design" methods, such as QFD, Taguchi's method, and design of experiments, are not systematically applied. " methods, are not systematically employed.
Quality Performance Levels:
1. Average Defect Rate: ≈ 900 ppm
2. Scrap Rate: ≈ 3.1% 3. Rework Rate: ≈ 2.7%
4. Process Capability Index, Cpk: < 1.33
Level 3 - Preventive Level
Management Characteristics:
1. Management recognizes that the impact of "design" on quality is critical, focuses on the development phase and invests heavily in improving the quality of the design, adopts "quality design" and "preventive measures" to ensure that quality issues are addressed. "Quality by Design and Preventive Measures to ensure that quality issues are addressed at the root of the problem at the "source";
2. High quality objectives not only in production and purchasing, but also in development;
3. Delegation of responsibility for quality to all functional areas, with the central quality assurance department transformed into a quality consultant;
4. The central quality assurance department was transformed into a quality advisor;
4. The introduction of the "cross-functional working group" approach of "concurrent engineering", whereby each function is involved in the development process, so that quality problems are solved at the source.
Application of quality and reliability technology:
1. A large number of quality design methods, such as: QFD, Taguchi method, quality loss function analysis, design of experiments, DFMEA, PFMEA, FTA, process capability analysis, etc.;
2. A large number of preventive quality measures, such as error-proofing measures (Poka-Yoke);
3. The introduction of "parallel engineering", "cross-functional working group" method, so that quality problems can be solved at the source.
Quality Performance Levels:
1. Average Defect Rate: ≈ 300 ppm 2. Scrap Rate: ≈ 1.5% 3. Rework Rate: ≈ 1.7% 4. Process Capability Index Cpk: > 1.67
Level 4-Perfection Level
Management Characteristics:
1. High-level managers set and their strict quality goals, e.g., "zero defects". Quality issues are integral to top management's agenda;
2. Each function and level has its own specific quality objectives, and if these objectives are achieved, the product will be of "zero defect" quality;
3. 70-80% of the employees, including top management, have their own quality objectives, and the quality of the product will be of "zero defect" quality. 80% of employees, including top management, are involved in "quality improvement" activities. Quality improvement activities become an integral part of daily work. Quality improvement is not only for the front-line departments such as design and production, but also extends to all departments;
4. Create a corporate culture that contributes to the improvement of quality, in which every employee realizes the importance of "quality" to the company and makes efforts to achieve it. This culture creates an intangible incentive for each employee;
5. Cross-functional teamwork to achieve quality goals;
6. Core processes: Zero Defect Manufacturing and Quality Design.
Application of Quality and Reliability Technologies:
Maximum application of quality and reliability engineering technologies and methods to achieve high quality
Quality Performance Levels: Average Defect Rate: < 100 ppm
Scrap Rate: < 0.8 percent
Rework Rate: < 0.8 percent
Process capability index Cpk: ≈ 2.0