【正文】 39。s study control chart, because it is Very helpful when we are accustomed to use it. Chapter 4. Basic steps of Quality assurance41Let39。 wrong time? His secretary found the battery worn out, and replaced it. Now, it is all for her to do? Several months later, what will happen? What should we do more?Chapter 3 Fundamental attitude of Quality Control is scientific approach, based on the fact and data.31Let39。We have many problems of defective parts, and difficult assembling by difficult design.Do you think these problems are really the problems of the production section? In short, the amount of correct answer for that question represent the degree of understanding regarding Quality Control.Chapter 2 How to achieve our target.21Control Circle, (PDCA)In order to achieve our target (for example, to reduce the percentage of defects to certain level,) we have to proceed following four steps.1) First, we have to make the objective clear, and set up the means to achieve the objective. (Plan)2) Put the plan into practice (Do)3) Observe the situation or results to see if they are progressing towards the objective or not. (Check)4) When they are not progressing towards the objective, adjustment should be made. (Action)We call these 4 steps Control Circle, or Deming Circle.ExampleAn arrow cannot always get to the target, because of wind, incorrect aiming, etc.New control system is like a moon rocket. Aim the moon, shoot, and check the control points of direction and speed on the way, and if they are incorrect, correct them, and then it is assured to get to the target.Now, what is your control points to achieve your job.22 Recognition and analysis of the situation.Often we do something without thinking deeply, and later regret about lack of investigation and preparation.When somebody get sick, it is very dangerous to take medicine without checking real situation.We have to check temperature of the body, pulsation, or sometimes analyze the blood, and we have to know the cause clearly.It is same in the factory. Before we decide the countermeasure, we have to know the percentage of defective products, type of defects, etc., clearly by the data, and look for the biggest problem and its causes by the cooperation of everybody.23 Let39。為作好充分準(zhǔn)備，每個(gè)人都要有所行動(dòng)，要準(zhǔn)備圖表、實(shí)際樣品、練習(xí)介紹方法，這樣才能更有效地被人理解與接受。最好在工作職場開會(huì)，因?yàn)樗麄儾庞袕?qiáng)化的話題。希望此書能有助於了解這些基礎(chǔ)，它同樣對國內(nèi)外的其他公司之品質(zhì)活動(dòng)範(fàn)例之分析也有用，因?yàn)槠饭芑顒?dòng)在日本、美國、歐洲和東南亞都切實(shí)地得到推行?！?如果問題較嚴(yán)重，要通知相關(guān)部門採取措施，直到作出重檢或暫停出貨的決定。為預(yù)防這類事情的發(fā)生，在每個(gè)零件外箱上安裝按鍵開關(guān)(Touch Switch)，假如當(dāng)作業(yè)員拿起這些零件而沒有依序觸動(dòng)每個(gè)開關(guān)或是忘了觸動(dòng)開關(guān)時(shí)，擋板就不會(huì)被掀開 ,而阻止紙箱繼續(xù)流動(dòng)。如果測試儀器錯(cuò)誤，整個(gè)品保體系就毫無意義。2. 藉由檢測來評估品質(zhì)3. 將檢測結(jié)果與標(biāo)準(zhǔn)作比較，判定允收還是拒收。因此，最基本的從工作職場的操作開始，我們就應(yīng)接受訓(xùn)練直到能生產(chǎn)出優(yōu)良產(chǎn)品為止。42 作業(yè)標(biāo)準(zhǔn)化（作業(yè)規(guī)範(fàn)）要生產(chǎn)最小分散之產(chǎn)品，無論甚麼時(shí)候由誰完成，都應(yīng)保持每個(gè)製程和程序之一致性。（散佈圖）37 分析資料（二）散佈圖，管制圖(1) 散佈圖要了解原因和結(jié)果之間的關(guān)係（例如：氣動(dòng)扭力起子扭力和空壓之間的關(guān)係），最方便的是畫散佈圖，原因數(shù)據(jù)表示於x軸，結(jié)果數(shù)據(jù)表示於y軸，我們可以清楚地看到二者之間的關(guān)係，便於我們解決問題。36 分析資料（一）層別法我們生產(chǎn)的任何產(chǎn)品在生產(chǎn)過程或尺寸上都會(huì)有分散，各種圖示是用來減小這些分散，而且我們還必須了解分散的原因，但最後的數(shù)據(jù)本身通常說明不了原因。因此這些產(chǎn)品的品質(zhì)總會(huì)有一定程度的分散。34 特性要因分析研究（特性要因圖）為解決問題，了解真正原因及其相互聯(lián)繫是非常重要。(2) 點(diǎn)檢用查檢表 為生產(chǎn)優(yōu)良產(chǎn)品，有很多製程因素如氣壓、焊錫溫度等都需檢查。如果用這種方法處理問題，就不能科學(xué)地進(jìn)行品質(zhì)管制，同時(shí)也很難改善產(chǎn)品品質(zhì)或是品管體系。為此，採取下面四個(gè)對策步驟很有必要。管理領(lǐng)域最重要一環(huán)就是“檢查”我們必須不斷地檢查製程和結(jié)果。24 90%達(dá)成度計(jì)畫之制訂我們制定計(jì)劃是為了實(shí)現(xiàn)目標(biāo)，但經(jīng)常計(jì)劃卻仍是計(jì)劃。瞄準(zhǔn)月球、發(fā)射、確認(rèn)飛行的路徑以及速度等主要管制點(diǎn)，假如它們不正確了，就修正它們，以確保其能達(dá)到目標(biāo)。”你以為這些問題是生產(chǎn)部門真正的問題嗎？總之，對此問題能否正確的回答正顯示了他們對品質(zhì)管制的理解程度。這些部門就像一支管弦樂隊(duì)，在高級(jí)管理部門的領(lǐng)導(dǎo)下，奏響優(yōu)良產(chǎn)品和服務(wù)的和諧樂章。人們對其要求的水準(zhǔn)也隨之而不斷改變，因此，今天的優(yōu)良品，明天可能就會(huì)毫無價(jià)值。8. 工作指示及步驟不以口頭，而以清清楚楚的標(biāo)準(zhǔn)書進(jìn)行。3. 品質(zhì)管理乃基於事實(shí)，以現(xiàn)場實(shí)物去推行 P D C A 管理循環(huán)（戴明圈 Deming Circle）。有人說，做品質(zhì)管理須具備複雜的技能，錯(cuò)了。我們希望這本手冊對公司的每個(gè)部門，無論是直接還是間接部門，都能廣泛地被適用。5. 以現(xiàn)場、現(xiàn)物、數(shù)據(jù)去確認(rèn)、證實(shí)「事實(shí)」?！?維護(hù)合理的價(jià)格是增加他們的銷售額?！?採購課的人要以合理的價(jià)格和充分的時(shí)間去採購，保證產(chǎn)品品質(zhì)所需的零件和材料。要解決這些問題，品管基本理論是最適合不過了。（改善行動(dòng)）我們把這四個(gè)步驟稱作「管理循環(huán)」或是「戴明循環(huán)」。23 目標(biāo)的明確設(shè)定其次，確立一個(gè)明確的目標(biāo)非常重要，要建立一個(gè)我們想要建立或需清楚認(rèn)識(shí)的理想局面，對集中每個(gè)人的精力和工作有很大益處?！竿⒌钠髨D心」包括：△ 實(shí)現(xiàn)目標(biāo)之堅(jiān)強(qiáng)意志和積極行動(dòng)△ 和他人密切合作之熱情△ 完成工作內(nèi)容之強(qiáng)烈責(zé)任感（使命感）「良好的手法」包括：△ 統(tǒng)計(jì)方法之應(yīng)用△ 數(shù)據(jù)收集整理的完全標(biāo)準(zhǔn)化、系統(tǒng)化△ 個(gè)人知識(shí)技能的發(fā)揮發(fā)展個(gè)人積極意識(shí)和能力必不可少要執(zhí)行我們的計(jì)畫，確認(rèn)每個(gè)人都充分明瞭最終的目標(biāo)是非常重要的。品管的評估工作，不應(yīng)是抽象的“對不起，我下次會(huì)小心“之類的語言，而是要採取合理的對策去消除不良原因。打個(gè)比方：有位總統(tǒng)發(fā)現(xiàn)發(fā)現(xiàn)客廳的鐘不走了，非常生氣；“要是客人來了，給看甚麼？錯(cuò)誤的鐘點(diǎn)嗎？”他的秘書發(fā)現(xiàn)是電池用完了，才趕快給換掉。32 如何蒐集數(shù)據(jù)為了分析品質(zhì)，收集能呈現(xiàn)事實(shí)的數(shù)據(jù)是很必要的。柏拉圖對此點(diǎn)是相當(dāng)有幫助的。如果分枝沒有原因與結(jié)果的相互聯(lián)繫，這個(gè)分析圖就失去了意義，因而魚骨頭甚至對貓都沒有吸引力了。品管人員應(yīng)更重視分散性能而不是中間值。重點(diǎn)：(1) 分層是基于原因 特性要因圖。例如：即使是較小的操作如檢驗(yàn)零件也會(huì)導(dǎo)致不合格品的產(chǎn)生，因?yàn)槭种傅挠椭瑫?huì)致使生銹，擠壓也會(huì)導(dǎo)致變形，產(chǎn)生不合格品前，我們應(yīng)先通過實(shí)際樣品或?qū)嶒?yàn)來分析並找出工作中可能出現(xiàn)的不良之原因。如有更好的方法或情況的改變應(yīng)修正作業(yè)規(guī)範(fàn)，用必要的圖例來製作易懂的作業(yè)規(guī)範(fàn)，同時(shí)應(yīng)該放在容易取得參考的地方。當(dāng)然如果情況允許的話，我們應(yīng)該透過全數(shù)檢驗(yàn)來確保所有生產(chǎn)品的品質(zhì)，但我們應(yīng)意識(shí)到檢驗(yàn)只是在作挑選，而不能建立品質(zhì)。46 模治具、設(shè)備與檢驗(yàn)儀器的管理我們的工作職場使用各種各樣的工具、機(jī)器和測試儀器。所以必須考慮設(shè)計(jì)若干裝置以便在我們發(fā)生錯(cuò)誤時(shí)，立即警示或暫停機(jī)械操作。然而，幾個(gè)月以後，由於螺絲殘留應(yīng)力（）, 導(dǎo)致塑膠破裂，這些產(chǎn)品也就變成了不合格品了。通過這種品質(zhì)活動(dòng)，每個(gè)人都會(huì)感到有參與的價(jià)值。54 設(shè)定目標(biāo)與活動(dòng)展開從學(xué)習(xí)品管開始，品管活動(dòng)是很平常的事情，如果達(dá)到了一定水準(zhǔn)就需確立活動(dòng)目標(biāo)。如果得到了滿意的效果，就總結(jié)行動(dòng)的過程。t know which point of our job is defective.Anyway, we have to observe our own job with modesty, and find the weak points.To solve these problems, . philosophy is fully available. Let39。s check the plan from the following pointsWhen Whole schedule and target ofWho Who takes what part?What What are we going to do?Where Where is most advantageous toWhy Why is it necessary to do?How How can we realize?25To carry out the planVital will and Good method is necessary. To carry out the plan, everybody have to maintain vital will, and choose the Good method39。s start analyzing the cause of dispersion from this Histogram.36 Analysis of the data. part 1. (Stratification)Any products that we produce have dispersion in performance, or dimensions. Our theme is to minimize this dispersion, and we have to know the cause of dispersion, but final data itself usually tells nothing about causes.One of the practical ways to find out causes is stratification. When the diameter of the shaft of certain machine has excess dispersion, and if they are made by two machines, we have to stratify the data corresponding to each machine.Then, we can find difference between machine 4 and B, and if adjustment of machine A is incorrect, we can easily adjust it.