【正文】 3. 「選取 舍棄 4」非兼顧的取向重點(diǎn)。7. 檢查并不能制造質(zhì)量，而是在工程每一階段中制造。第一章“質(zhì)量管理”之進(jìn)程11 正崴公司之基本經(jīng)營(yíng)理念及職責(zé)正崴公司以精密機(jī)械加工及微電子組裝能力掌握開發(fā)制造及檢測(cè)技術(shù)，建立全球營(yíng)銷網(wǎng)絡(luò)，提供客戶質(zhì)量?jī)?yōu)良之訊號(hào)傳輸與能源處理組件，以信息通訊市場(chǎng)需求為導(dǎo)向，依「真誠、宏觀、盡責(zé)」之理念不斷自我超越，以創(chuàng)造企業(yè)最佳經(jīng)營(yíng)績(jī)效。競(jìng)爭(zhēng)市場(chǎng)不斷涌現(xiàn)新的優(yōu)良產(chǎn)品。14 質(zhì)量管理是全員的責(zé)任每個(gè)人都有品管之責(zé)任，誰生產(chǎn)的優(yōu)良產(chǎn)品？是公司的每個(gè)員工，從工人到各個(gè)部門最高管理階層都有責(zé)任 .責(zé)任是：△ 企劃部的人調(diào)整市場(chǎng)的需求，計(jì)劃滿足市場(chǎng)需求之商品。△ 銷售課的人則要把這樣優(yōu)良的產(chǎn)品，通過良好的服務(wù)介紹給客戶。當(dāng)然，我們不是故意生產(chǎn)出不合格品，但問題是“我們不知道，我們的工作哪里出錯(cuò)了”。例如：當(dāng)我們問及生產(chǎn)課的人，“你們部門的問題是甚么？”他們通常會(huì)這樣回答：“我們有很多的的問題，例如零件不良、設(shè)計(jì)不良導(dǎo)致于組裝困難。（執(zhí)行）(3) 觀察形勢(shì)或結(jié)果，看它們是否朝著目標(biāo)前進(jìn)。新的管制系統(tǒng)就像一支火箭。我們只有經(jīng)過體溫測(cè)量、把脈、有時(shí)還需驗(yàn)血、才能知道病情的真正原因，工廠也一樣。單獨(dú)制定目標(biāo)就像體育運(yùn)動(dòng)之目標(biāo)，要把我們的具體情況同對(duì)手的最高記錄作比較，為達(dá)到或明確其它對(duì)手的最高記錄，我們要正確地制定更高目標(biāo)。制定計(jì)劃前，讓我們先考慮下列要素：△ 制定的計(jì)劃確實(shí)能成功地使目標(biāo)得以實(shí)現(xiàn)嗎？△ 你能與你的工作相關(guān)之人士緊密合作嗎？△ 考慮過具體對(duì)策沒有？△ 是否周密制作記錄管制體系，足以得知管制結(jié)果和采取之措施？現(xiàn)在我們從以下幾點(diǎn)來確認(rèn)我們的計(jì)劃：時(shí)間(When） 整個(gè)時(shí)程表以及完成日的設(shè)定人物(Who) 誰負(fù)責(zé)哪部份工作 ?內(nèi)容(What) 我們打算作甚么 ?地點(diǎn)(Where) 哪里部份是可優(yōu)先執(zhí)行的?原因(Why) 為何必須這樣做 ?方式(How) 我們?nèi)绾尾拍軐?shí)現(xiàn) ?25 計(jì)劃的執(zhí)行「旺盛的企圖心」和「良好的手法」是不可或缺的。26 結(jié)果的確認(rèn)與再評(píng)估開始的時(shí)候，每個(gè)人都精神十足、信心百倍，到了中途，有時(shí)會(huì)發(fā)生熱情消退，甚至無人問津的結(jié)果。針對(duì)制程與結(jié)果，品管人員應(yīng)更注重制程的管制。我們必須采取長(zhǎng)久的對(duì)策來避免類似問題的發(fā)生。（如修理模具）(3) 為了不再發(fā)生同樣的問題，需建立規(guī)則來觀察不良要因的變化情形。再說，有時(shí)候發(fā)生的事情，可能就我們的感覺行事，然而它并非事實(shí)而只是個(gè)人的一己之見而已?？茖W(xué)方法的基礎(chǔ)是用數(shù)據(jù)和數(shù)據(jù)來掌握事實(shí)。收集數(shù)據(jù)的話，我們須備有“查檢表”，可分為下列兩種類型：(1) 記錄用查檢表 用以記錄實(shí)際數(shù)據(jù)和不合格品數(shù)，或根據(jù)項(xiàng)目來分類。要用相當(dāng)有限的時(shí)間、人力和物力同時(shí)解決這些問題，幾乎是不可能的。所以，假使只要針對(duì)2 或 3 個(gè)主要問題點(diǎn)來解決，建立優(yōu)先級(jí)原則，忽略其它次要項(xiàng)目是有必要的。我們把這些原因畫成魚骨圖（特性要因圖）。35 品質(zhì)總是有分布性的我們一直都在生產(chǎn)大批的產(chǎn)品、組件和材料。測(cè)試 100 個(gè)燈泡，一些最大壽命超過 2500 小時(shí)，而一些最低壽命不足 1500 小時(shí)。讓我們從直方圖來研究這種分散特性吧。如果 A 機(jī)的矯正方法不正確，我們就容易把它矯正過來。(3) 分層后，檢查其分散之不同點(diǎn)。我們來研究管制圖，因?yàn)槿绻覀兞?xí)慣了使用管制圖，這對(duì)我們的工作將大有益處。研究以往不合格品之原因，傾聽技術(shù)工程師就質(zhì)量重要論題之演講，對(duì)我們同樣有益。我們應(yīng)實(shí)際地找出工作之必須方面，然后把它們作成如“作業(yè)規(guī)范”。要達(dá)到第三個(gè)步驟或是成為一個(gè)專業(yè)作業(yè)員，嚴(yán)格的訓(xùn)練確實(shí)有其必要性。再說，有些產(chǎn)品特性根本不容許全數(shù)檢驗(yàn)（如：燈泡的壽命）。檢驗(yàn)不是測(cè)試，但它應(yīng)有三個(gè)要素：1. 建立明確的判定標(biāo)準(zhǔn)。而檢驗(yàn)有兩種形式：全數(shù)檢驗(yàn)和抽樣檢驗(yàn)；前者通常用于制程檢驗(yàn)，后者主要用于進(jìn)料/出貨檢驗(yàn)。但是如果這些機(jī)器操作條件不對(duì)，同樣會(huì)產(chǎn)生大量的不合格品，簡(jiǎn)單的模治具用久了、磨耗了，也很可能產(chǎn)生大量的不合格品。47 “防呆”(Fool Proof)觀念的提升我們總是盡力做好，但我們不是全能的而且也不可能事事完美，總是有時(shí)會(huì)出錯(cuò)。例如：產(chǎn)品的包裝中小的附屬零件，如說明書或保證書都可能被遺忘。例如：要把螺絲鎖入塑料零件，作業(yè)員感到有些困難時(shí)，于是他就自行調(diào)整氣動(dòng)扭力起子的空壓，以便繼續(xù)他的工作?！?如果發(fā)現(xiàn)異常現(xiàn)象，追溯并找出真正原因。但我們可以想象，她之所感到滿意，是因?yàn)樗孔约旱哪芰ν度攵〉玫某删?，也因?yàn)楣救w員工對(duì)品管效果是有了認(rèn)識(shí)。我們必須學(xué)習(xí)有關(guān)改善工作職場(chǎng)，統(tǒng)計(jì)技術(shù)的認(rèn)識(shí)。如果部門的全體人員都愿意參與，這意識(shí)著領(lǐng)導(dǎo)是相當(dāng)出色的，活動(dòng)也就變得積極了。根據(jù)組織的情況建議一團(tuán)或幾團(tuán)開一次會(huì)，最好離下次會(huì)議的時(shí)間不要太長(zhǎng)，以免影響活動(dòng)的順利開展。55 歸納與發(fā)表當(dāng)改善行動(dòng)進(jìn)行到最后，要比照最初的情況來確認(rèn)效果。把結(jié)果呈報(bào)給主管，舉行品保會(huì)議時(shí)準(zhǔn)備并參考。s proceed Quality Control11Basic principle of Matsushita Electric, and our responsibility.Our pany policy, and also our responsibility are to provide an abundance of excellent electrical appliances to enrich people39。39。s set up the achievable plan.We set up the plan to achieve our target, but often the plan is left as a plan.Most part of good result is produced by the good planning and preparation.It is said that a housewife who cooks well prepares well before cooking.Before setting up the plan, let39。s better not to hesitate to change the plan in order to achieve the objective without foil.26 Checking the result and revaluationAt the beginning of the process, everybody starts with full enthusiasm, but in the course of time, it sometimes happens that the enthusiasm fade away, and nobody care about the results.One of the most important steps of control circle is Checking. We always have to watch and check the process and results.As described before, we have to decide the control points when setting up the plan.Then, check the results according to the control points, and analyze the process to know why we got such results.. people lay more stress on process than results.For example, when we won a football game, we have to analyze the process, whether it was lead by good performance of players other team or by lucky occasion like a mistake of the other team.Revaluation of . should not be an abstract one like Pardon me, I will be more careful., but should lead to reasonable countermeasures to eliminate bad causes.27 Four steps of countermeasures in order not to repeat same problem.Most of the problems are experienced before by somebody in our section.We have to take permanent countermeasures in order not to repeat same problem. For this, the following 4 steps of countermeasures are all necessary.(1) First, we have to eliminate defective products included in the stock.(2) Analyze and eliminate the cause of the defects. (For example, repair the mold.)(3) In order not to repeat the same problem, set up the rule to watch variation of the cause. (For example, check the mold once a week.)(4) Set up the check and record system to confirm that the check of the cause is constantly One exampleA president got very angry finding the clock of the guestroom stopped, What if the guest read。 actual situation of our workshop, or quality level of products, and we can use this to find out actual causes.33 Priority policy for maximum effectiveness. (Pareto diagram)We find many kinds of problems around. It is almost impossible to attack all these problems by limited time and person and cost.In order to get maximum effectiveness, we have to know which problems are the major ones, and attack them with strong priority policy.For this purpose, Pareto diagram is fully helpful. This diagram is such arranged that bigger item es left. Pareto principle says, 80% of problems e from only 20% of major items.So, for example, in order to attack 2 or 3 major items only, it is important to set up strong priority policy, neglecting all other items.34 Let39。t1 and if we stratify the data from various points of view, we will be able to find out the most effective causes.Important points are,(1) Stratification is based on causeandeffect diagram.(2) Stratify the data from various points of view.(3) After the stratification, check the difference of dispersion.37Analysis of the data. Part 2. (Scatter diagram, Control chart)(1) Scatter diagram,To know the relationship between cause and effect, (for example, relationship between torque of air driver and air pressure,) it is convenient to draw a scatterDiagram, plotting data of the cause on the horizontal axe, data of the effect on the vertical axe. We can see the relationship clearly, and