【正文】 ss 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。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 it is helpful to solve the problem.(2) Control chart,Dispersion includes types of causes. One is inevitable cause, (like dispersion caused by ordinary machine.) and another is unusual cause. (Like dispersion caused by different quality of the material.)We have to control the latter, and find the variation of these causes by control chart. Let39。s consider about Quality Control,Do you know what is Quality Control?Do you understand which points are more difficult to carry out Quality Control?Are you carrying out Quality Control successfully?39。44Let39。s study relationship between Product Quality and your job.Each process of operation is responsible for final product Quality.For example, even a small operation like picking up the parts could cause defective products, because of rusting mg by grease of finger, or deformation when it is pinched. Before producing defective products, let39。s observe the fact, and collect the data.In our daily activities there are many cases where we talk and discuss without confirming the fact. Moreover, sometimes it happens that something to be believed as the tact is found that it was not the fact but an opinion of somebody.In such a way, we cannot proceed quality control scientifically and it is difficult to improve quality of products or quality control system.First, we have to watch and observe the workshop and actual defective products by our own eyes.When we get an information of trouble, immediate visit to the workshop is necessary.This action is called, Onthespot confirmation.The scientific approach begins by data and numbers.Let39。s make the target clear.Secondly, it is very important to set up the target clearly. To make the ideal situation that we want to or have to realize clear is very helpful to concentrate the mental power of everybody.The target is set up relating to the pany policy or target, or sometimes set up independently in order to improve our own workshop.Independent target is like a target of sports, paring our situation to the record of the petitor, and in order to approach or clear the record of others, we set up the higher target Properly.So let39。希望此書能輔佐你工作職場生動(dòng)的品管活動(dòng)?；顒?dòng)應(yīng)該安排能使每個(gè)人都能發(fā)揮作用，這樣全體的意思才會(huì)被采納。53 組織編成與領(lǐng)導(dǎo)者的選任品管領(lǐng)域的活動(dòng)最主要的觀念在于工作職場全體人員的自愿參與?！?對改善對策采取行動(dòng)的速度，反映出貴單位品管的水平。48 對異?，F(xiàn)象應(yīng)快速反映在我們?nèi)粘９ぷ髦校?jīng)常容易注意到異?，F(xiàn)象，但如果它們不直接影響生產(chǎn)，經(jīng)常會(huì)被忽略。我們必須確立點(diǎn)檢制度，決定每樣工具和機(jī)器之重要查檢點(diǎn)，準(zhǔn)備點(diǎn)檢表，以便定期查檢。我們有時(shí)出錯(cuò)就是因?yàn)闆]有明確的判定標(biāo)準(zhǔn)?，F(xiàn)在我們來思考品管 ~ “你知道品管是甚么嗎？”“你了解執(zhí)行品管作業(yè)時(shí)，哪些部份是較難推動(dòng)的？”“你能否成功地執(zhí)行品管嗎？”44 在制程中建立質(zhì)量有人說“我們的產(chǎn)品是經(jīng)過嚴(yán)格檢驗(yàn)的，絕對可靠”，這種說法對嗎？先產(chǎn)出一大堆不合格品，然后經(jīng)過嚴(yán)格的檢驗(yàn)挑選，這是一個(gè)很大的損失。一個(gè)人的口頭說明和記憶并不總是可信的，因此我們必須規(guī)范它們成為“作業(yè)規(guī)范”。(2) 管制圖分散包含各種原因，一個(gè)是必然原因（如普通機(jī)器引起之分散），另一種是特殊原因（如：由材料的不同質(zhì)量產(chǎn)生之分散）。能找出原因的一個(gè)最現(xiàn)實(shí)的方法是層別法，當(dāng)某一機(jī)器的軸的直徑超出了范圍，且數(shù)據(jù)是兩臺(tái)機(jī)器產(chǎn)生，我們就必須分層地找出與各機(jī)器相關(guān)的數(shù)據(jù)。極好的產(chǎn)品其質(zhì)量分散程度要少些，不然，我們的用戶就會(huì)感到不方便了。例如，我們的汽車煞車失靈就會(huì)有很多原因。這些相關(guān)因素之窗體完成以后，要定期檢查，同時(shí)在窗體上注明“ OK ”還是“ NG ”或是相關(guān)數(shù)據(jù)。首先，我們必須用雙眼去了解和觀察工作現(xiàn)場及實(shí)際之不合格品。(1) 首先，我們必須消除包括在庫內(nèi)的不合格品。如前所述，制定計(jì)劃的時(shí)候就必須確立管理要素。很多時(shí)候，周全的計(jì)劃和準(zhǔn)備才能產(chǎn)生好結(jié)果?；仡^來看，要達(dá)到你的工作目的，你的主要管制點(diǎn)是甚么？22 現(xiàn)況分析與把握我們經(jīng)常做事情沒有深思熟慮，到頭來又后悔缺乏準(zhǔn)備與調(diào)查。第二章 如何實(shí)現(xiàn)目標(biāo)：21 管理循環(huán)（PlanDoCheckAction）為了達(dá)到我們的目的（例如，減少不良率，控制到一定水平），我們必須進(jìn)行以下四個(gè)步驟：(1) 我們必須明確目標(biāo)，確立實(shí)現(xiàn)目標(biāo)之手段。15 每個(gè)人應(yīng)對他自己的工作負(fù)責(zé)不合格品怎么產(chǎn)生的？追根究柢，它們是手工制造產(chǎn)品。如果說以前還可以接受產(chǎn)品的某些不良，但一旦有了更好產(chǎn)品，他們就會(huì)摒棄這種低水平產(chǎn)品。9. 一旦發(fā)現(xiàn)異常馬上行動(dòng)，找出真正原因再做出因應(yīng)之策。質(zhì)量管理實(shí)踐的十原則：1. 質(zhì)量管理，先從正確地掌握、認(rèn)識(shí)現(xiàn)狀開始。如果你能理解此書所描述的品管理論的基本概念，你至少可以解決 80% 的質(zhì)量問題。接著一個(gè)月以后再讀一遍，你就會(huì)發(fā)現(xiàn)有些東西的確很實(shí)用，結(jié)合你的工作，每半年看一遍，你會(huì)受益非淺。4. 并非只顧事物之「結(jié)果」，而是重視其「過程」。12 優(yōu)良的產(chǎn)品受到全世界人們歡迎的優(yōu)良產(chǎn)品是