【正文】 Improvement Objective Principles Elements 8 CustomerDriven Quality Q u a lif yC . R e le a s eR e w o r kS c r a pQ u a lit y C o n t r o lN o C o m p la in tC o m p la in O n l yG o o d s R e t u r nC o u n t e r c la i mC u s t o m e r F e e lin gT e c h n ic a l S e r v ic eO T I F / D is t r ib u t io nD o c u m e n t a t io nR F U C u s t o m e rS e r v ic e V a lu eD e f in it io n o f Z e r o D e f e c tQuality of Product 9 2023/4/1 A TQM Culture When Facing Challenge … Performance Product Process People Philosophy 1. Having A Mission Philosophy Leader 2. Develop A Teamwork People Manager 3. Create A Effective Process Supervisor 4. Making A Quality Product Operator 5. Award A Great Performance Leader A Brave Heart Facing the Trouble A Smart Head Thinking the Solution A Quick Hand Fix the Problem 10 Richard?s Words ? Be Professional and Be Patient ? Take the Trouble to Me ? Push the Successful to All ? Enjoy Mistake But Don?t Repeat ? Decision After Discussion ? Small Steps cause Big Change ? Big Vision and Detail Perfect ? Keep Self in Difficult ? Do It Better Once Love It ? Repeat To Innovate ? Operator is A Child ? Quality is A Culture ? Less Control is A Control ? 兢業(yè)與耐心 ? 攬過 ? 推功 ? 領(lǐng)悟失敗 ? 討論決定 ? 小步成巨變 ? 遠(yuǎn)景與踏實(shí) ? 信念保持 ? 熱愛事業(yè) ? 重復(fù)到創(chuàng)新 ? 工人是孩子 ? 質(zhì)量是文化 ? 少控制是管理 11 TQM Training Assessment TQM的原則 是非判斷 以顧客為中心 領(lǐng)導(dǎo)的作用 全員參與 關(guān)注過程方法 建立系統(tǒng)方法 持續(xù)改進(jìn) 基于事實(shí)的決策 互利的供方關(guān)系 以經(jīng)驗(yàn)為依據(jù) 12 TQM Study Process Management in Operations SongJiang NanHui 20232023 Richard Wang 13 TQM Study TQM Structure 1. Leadership in TQM 2. Education in TQM 3. Control in TQM TQM Culture 4. Measure in TQM 14 TQM Structure Quality Vision Quality Award Six Sigma Visual Factory Job Training QTraining Assessment Documents Pest Control QM Meeting Vendor Mgt Deviation Complaint Goods Return PID (MOC) Online QC Online WO TQM Audit TQM Ratio Qualify Ratio RFT Ratio COPQ Study SPC Study Lab Control Scrap Analysis Quality Target Communication Visit Level TQM 15 2023/4/1 Quality Vision Quality Vision under Henkel Winning Culture and Vision Value Quality Target High standard quality targets both long term and short term. Quality Award To motivate team’s contribution on quality improvement Six Sigma Continue quality improvement by study deeper and deeper Quality Meeting Regularly review the quality performance Communication Quality munication from top to base line Visit Level Keep visit level any time to create a clean working space 1. Leadership in TQM 16 Vision Wor ld C las s Oper atio ns 2023ld C las s Oper atio ns 2023OEE = 90 % TQM = 99 . 7 % = . R C MS = 10 0 % 10? Processin g Co stProcessin g Co st? O EE Ut il izatio nEE Ut il izatio n? Productivit yProductivit y? Rig ht F irst T im eRig ht F irst im e? O n T ime Yiel dn ime Yiel d? Visit LevelVisit Level? T Q M RatioM Ratio? Q AKE A udi t A udi t? Customer Com pl ai ntCustomer Com pl ai nt? Q ual it y Costual it y Cost? Inventor y Q u al i t yInventor y Q u al i t y? Service Lev elService Lev el? O ccupational S afet yccupational S afet y? Process Safet y E RProcess Safet y E? Distribu ti on Saf et yDistribu ti on Saf et y? Ste w a rdsh ip P ASte a rdsh ip P? Energ y P ol l u tionEnerg y P ol l u tion? Cash of LostCash of LostL ea der s hip der s hip II nnovation nnovation T ra inin g ra inin g E xec ution ution R e c ogniti onc ognitiCustome rr Pe op lele Fi nancialFi nancialVIA Aud i t Aud i tO EE Stud y Stud yUti l i z ati onUti l i z