【正文】 This is one example of 39。s make the operation standard easy to understand with necessary drawing, and keep it in certain place for easy reference.43Enough training of the job is necessary.Do you know how to solder?Do you understand when and how poor soldering happens?Can you solder perfectly without any defectives?39。s study the function of the inspection.To assure the quality, inspection plays important part when defectives are inevitable.Inspection is not a test, but it should have three factors. decide the criterion of judgment appropriately clearly. evaluate the quality by testing. pare the test results to the criterion, and to judge whether acceptance or rejection.We sometimes have problems with lack of definite criterion.The results and data of the inspection should be utilized for improvement of original processes. There are two types of inspection, total inspection and sampling inspection. The former is usually for the outgoing inspection, and the latter is mainly for the ining inspection of the parts.Total inspection⊙In the case where the quality of each product should be assured.⊙Large number of defects is included.⊙The cost of inspection is cheap enough to inspect all the products.Sampling inspection⊙In order to reduce the cost of inspection, estimate the quality level from partial sample, and judge if they might bring bigger risk to the next process or not.46Maintenance of tools, machines and measuring instruments.We are utilizing many kinds of tools, machines, and measuring instruments in our workshop.Today, machines are widely operated automatically by electronic dev。s standardize operation of the job. (Operation standard)To produce the products with minimum dispersion, each process of operation and procedure should be kept same as constant as possible, no matter when and who39。 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。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 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。55 歸納與發(fā)表當(dāng)改善行動(dòng)進(jìn)行到最後，要比照最初的情況來(lái)確認(rèn)效果。如果部門的全體人員都願(yuàn)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。但我們可以想像，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)。例如：要把螺絲鎖入塑膠零件，作業(yè)員感到有些困難時(shí)，於是他就自行調(diào)整氣動(dòng)扭力起子的空壓，以便繼續(xù)他的工作。47 “防呆”(Fool Proof)觀念的提昇我們總是盡力做好，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)。而檢驗(yàn)有兩種形式：全數(shù)檢驗(yàn)和抽樣檢驗(yàn)；前者通常用於製程檢驗(yàn)，後者主要用于進(jìn)料/出貨檢驗(yàn)。再說(shuō)，有些產(chǎn)品特性根本不容許全數(shù)檢驗(yàn)（如：燈泡的壽命）。我們應(yīng)實(shí)際地找出工作之必須方面，然後把它們作成如“作業(yè)規(guī)範(fàn)”。我們來(lái)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。如果 A 機(jī)的矯正方法不正確，我們就容易把它矯正過(guò)來(lái)。測(cè)試 100 個(gè)燈泡，一些最大壽命超過(guò) 2500 小時(shí)，而一些最低壽命不足 1500 小時(shí)。我們把這些原因畫(huà)成魚(yú)骨圖（特性要因圖）。要用相當(dāng)有限的時(shí)間、人力和物力同時(shí)解決這些問(wèn)題，幾乎是不可能的。科學(xué)方法的基礎(chǔ)是用資料和數(shù)據(jù)來(lái)掌握事實(shí)。（如修理模具）(3) 為了不再發(fā)生同樣的問(wèn)題，需建立規(guī)則來(lái)觀察不良要因的變化情形。針對(duì)製程與結(jié)果，品管人員應(yīng)更注重製程的管制。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(guò)具體對(duì)策沒(méi)有？△ 是否周密製作記錄管制體系，足以得知管制結(jié)果和採(cǎi)取之措施？現(xiàn)在我們從以下幾點(diǎn)來(lái)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(shuí)負(fù)責(zé)哪部份工作 ?內(nèi)容(What) 我們打算作甚麼 ?地點(diǎn)(Where) 哪裡部份是可優(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)畫(huà)的執(zhí)行「旺盛的企圖心」和「良好的手法」是不可或缺的。我們只有經(jīng)過(guò)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。（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)。當(dāng)然，我們不是故意生產(chǎn)出不合格品，但問(wèn)題是“我們不知道，我們的工作哪裡出錯(cuò)了”。14 品質(zhì)管理是全員的責(zé)任每個(gè)人都有品管之責(zé)任，誰(shuí)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。第一章“品質(zhì)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(kāi)發(fā)製造及檢測(cè)技術(shù)，建立全球行銷網(wǎng)路，提供客戶品質(zhì)優(yōu)良之訊號(hào)傳輸與能源處理組件，以資訊通訊市場(chǎng)需求為導(dǎo)向，依「真誠(chéng)、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。3. 「選取 捨棄 4」非兼顧的取向重點(diǎn)。如何利用此手冊(cè)：首先從頭到尾看遍手冊(cè)，即使是第二遍你也會(huì)有新的收穫。現(xiàn)在，讓我們與讀者逐章來(lái)認(rèn)識(shí)何謂理想的品質(zhì)。2. 從確實(shí)掌握自己（自己部門）之好壞狀況做起。10. 沒(méi)有比同樣失敗再發(fā)生更糟的，必須徹底預(yù)防其再發(fā)生。在你表明對(duì)品質(zhì)之嚴(yán)格要求前，我們來(lái)想想看當(dāng)你可能買到不合格品時(shí) , 會(huì)產(chǎn)生怎樣的印象。也就是說(shuō)，即使是不須假藉人手幫助製造產(chǎn)品的全自動(dòng)化設(shè)備，基本上也是由人來(lái)操作與維護(hù)。（計(jì)劃）(2) 實(shí)施計(jì)劃。人生病了，不經(jīng)過(guò)仔細(xì)診斷就服藥是很危險(xiǎn)的。據(jù)說(shuō)巧婦在烹飪前都要作精心準(zhǔn)備的。然後根據(jù)這些管理要素去檢查結(jié)果，並分析過(guò)程，才能知道結(jié)果的原因是甚麼。(2) 分析和消除不良要因。當(dāng)問(wèn)題發(fā)生的時(shí)候，有必要立即趕到工作現(xiàn)場(chǎng)察看，這叫做“現(xiàn)場(chǎng)確認(rèn)”。這些記錄可充分體現(xiàn)工作職場(chǎng)的實(shí)情或產(chǎn)品標(biāo)準(zhǔn)，並且我們可根據(jù)記錄找出真正之不良原因33 重點(diǎn)性，效果性的分析法（柏拉圖）我們發(fā)現(xiàn)周圍很多問(wèn)題。你能說(shuō)得多少呢？用得太久、缺少汽油等。比方說(shuō)，規(guī)格上講“這個(gè)電燈泡壽命為 2000 小時(shí)”這只是中間值。然後我們就找出 兩臺(tái)機(jī)器的不同之處。我們必須控制好後者，通過(guò)管制圖找到各種不同的起因。不用想像來(lái)描繪，這點(diǎn)很重要。首先，我們應(yīng)建立一個(gè)不產(chǎn)生不合格品的有效體制。檢驗(yàn)結(jié)果和數(shù)據(jù)應(yīng)作為原來(lái)製程改善之依據(jù)。在儀器錯(cuò)誤出現(xiàn)問(wèn)題前，我們需建立制度以便預(yù)防。如果不把這些異?，F(xiàn)象報(bào)告給主管，經(jīng)常會(huì)帶來(lái)很大的損失。第五章 品管圈活動(dòng)的展開(kāi)51 建立人性化的工作職場(chǎng)一個(gè)品管領(lǐng)域頗有成效的女工在公司的品管會(huì)議上告訴我們，“等我將來(lái)有了小孩，我會(huì)把我深刻的印象告訴他（她）！”為甚麼會(huì)給她留下這麼深刻的印象呢？沒(méi)有親身經(jīng)歷是不容易理解的。因此，希望某人出來(lái)領(lǐng)導(dǎo)這個(gè)團(tuán)體，積極支持他所在部門的工作，幾個(gè)或十來(lái)個(gè)人就可以組成這樣的品管組，如果都屬於同一部門，有著同樣的活動(dòng)就更容易激勵(lì)活動(dòng)的開(kāi)展。主管和全體員工對(duì)活動(dòng)的支持是非常需要。========================================================================Chapter 1 Let39。s widely observe the level of your petitor or better workshop, to set up the target properly.24Let39。s not talk the fact by literary expression like I think it is about… How to collect data.In order to analyze quality, it is indispensable collect data that represents the fact.Before starting new job, it is necessary to prepare the system to collect data, because initial data is more important to analyze.We have to prepare check sheet to collect data, which is classified into two types as follows:(1) Data recording check sheet To record actual data or number of defective product