quality经典商务模版29p.pptVIP

* He insisted the top management attended his courses. They did and prospered. The 14 point plan is a complete philosophy of management, not just quality management. The Deming Cycle is a.k.a the Plan – Do – Check – Act Cycle. The deadly diseases are a severe criticism of Western management practices. * Juran proposes that quality is “fitness for purpose”. But one needs to ask “for what purpose?” and “what is the real purpose?”. SO quality begins with a close understanding of who the users will be and how and where the product will be used. Breakthrough refers to the fact that “chronic” underlying quality problems are often not recognised. Hence breakthrough is needed. Juran recognised that every process has a supplier and customer (internal or external). Good quality management requires the quality actions to be planned out, improved and controlled. This is the essence of the quality trilogy. * He insisted that Total Quality implies participation by everyone in the organisation. “quality is based on “respect for humanity”. Too rapid implementation of quality systems is the main reason for failure. He believed that 90% of all quality problems could be solved through the use of the 7 tools. A Quality Circle is “a group of staff who meet regularly to discuss quality related work problems so that they may examine and generate solutions to these. The circle is empowered to promote and bring the quality improvements through to fruition”. * Performance – e.g. size, speed, power, sound. Features – extras, e.g. sunroof and spotlamps Reliability – What may go wrong and how often it is likely. Conformance – comparison of design spec to actual performance Durability – how long the product may last Serviceability – ease, speed, cost and friendliness of service Aesthetics – appearance, style, class, impression Perceived Quality – The feel and finish, perhaps the reputation. * Pokayoke (mistake proofing in Japanese) systems are simple inexpensive devices that either warn or