qcc品管圈实施及评估.pptVIP

The Nokia way is based on the knowledge that no company on the world can be better than the people who work in it. It plays down traditional management and calls for leadership instead. And it recognises that leadership is there to inspire creativity and loyalty in every person in the company. It requires open and honest communication. It opens the doors for close co-operation between individuals, divisions and business groups. And it抯 the type of company we want to be. But what ever we do, we must never lose sight of our three fundamental principles; always to operate according to strict, ethical principles as there can be no long-term customer relations without them. Always to serve the society in which we work. And always to protect the environment in which we live. Discovering customer needs, brining value to the customer, respecting and caring for the customer Open and frank communication, fair treatment on all occasions, dependence on each other and mutual trust, acceptance of diversity shared vision and goals, responsibility, the will to fight in order to win, appreciation innovativeness and courage, support to grow and acceptance of failure (=learning), no place for complacency, humble and open mind 品管圈（QCC） * 品管圈简介 Quality Control Circle * 1. 起源 2. 定义 3. 实施及评估 4. 总结 5. 目的 目录 * 一. 品管圈起源 二十世纪初一些国家先后推行了全面质量管理，又广泛进行了质量管理知识的培训，在此基础上，日本于20世纪60年代首创了QC小组活动。 QCC 被认为是日本生产力神奇配方的重要成分，使日本在生产力增长率方面在过去的几年来一直处于领导的地位，成为每小时生产量最高的国家。 * 台湾是第一个在东南亚有规模地推广QCC的地方，每年有超过十万个QCC 正在运行。在中国大陆由1978年开始，也已经开展了QCC 活动，目前每年有超过一百万个QCC 正在运行。因此，在中国大陆的厂房内推广QCC 是一个明智的决定。 品管圈起源 * 二. QCC的定义 品管圈指的是由同一个工作场所的人(6 人左右)，为了要解决工作问题，突破工作绩效，自动自发的合成一个小团体，然后分工合作，应用品管的简易统计手法当工具，进行分析，解决工作场所的障碍问题以达到业绩加强及改善之目标. * 三.QCC的实施及评估 Identify Problem Analyze Problem Determine Causes Develop Solutions Plan Action Implement Solution Evaluate Outcome 1 2 3 4 5 6 7 * 1. 主题选定 从各种不同角度多提出问题：在车间发现的感觉到的问题都畅所欲言说出来写出来。 并把问题整理分类，从各个角度加以分析 主题选定时应注意以下问题: 效率