全面質(zhì)量管理與醫(yī)院管理綜述(編輯修改稿)
2025-03-13 12:24 本頁面
【文章內(nèi)容簡(jiǎn)介】 e of a process or product, to determine its effect on other subitems and on the required function of the product or process. The FMEA is also used to rank prioritize the possible causes of failures as well as develop and implement preventative actions, with responsible persons assigned to carry out these actions.Failure modes and effects analysis (FMEA) is a disciplined approach used to identify possible failures of a product or service and then determine the frequency and impact of the failure.》 9 22The Concept of Continuous Improvement by TQM 持續(xù)質(zhì)量改進(jìn)n TQM is mainly concerned with continuous improvement in all work, from high level strategic planning and decisionmaking, to detailed execution of work elements on the shop floor. It stems from the belief that mistakes can be avoided and defects can be prevented. It leads to continuously improving results, in all aspects of work, as a result of continuously improving capabilities, people, processes, technology and machine capabilities.n 從宏觀的戰(zhàn)略計(jì)劃和決策到具體工作中的細(xì)節(jié)實(shí)施，全面質(zhì)量管理主要與工作中的持續(xù)改進(jìn)有關(guān)。這源于這樣一種理念：錯(cuò)誤和缺陷是可以避免的。由于持續(xù)改進(jìn)的能力，員工，過程，技術(shù)等原因，在工作中的各個(gè)方面由此產(chǎn)生了了持續(xù)改進(jìn)的結(jié)果23n 持續(xù)改進(jìn)的目的不僅僅是提高改進(jìn)的結(jié)果，更重要的是提高未來創(chuàng)造更好結(jié)果的改進(jìn)能力。n 能力改進(jìn)的五個(gè)重要因素是：需求方，提供方，技術(shù)，運(yùn)作，員工能力。n Continuous improvement must deal not only with improving results, but more importantly with improving capabilities to produce better results in the future.n The five major areas of focus for capability improvement are demand generation, supply generation, technology, operations and people capability.24n A central principle of TQM is that mistakes may be made by people, but most of them are caused, or at least permitted, by faulty systems and processes. This means that the root cause of such mistakes can be identified and eliminated, and repetition can be prevented by changing the process.n TQM的一個(gè)重要原則是錯(cuò)誤可能是由人為因素造成的，但是絕大多數(shù)的錯(cuò)誤是由于有缺陷的系統(tǒng)或流程所造成的，至少也是因?yàn)檫@樣有缺陷的系統(tǒng)或流程而提供了錯(cuò)誤產(chǎn)生的機(jī)會(huì)。這意味著這樣的錯(cuò)誤是可以被鑒別和消除的，通過改進(jìn)流程可以預(yù)防錯(cuò)誤的重復(fù)發(fā)生。25There are three major mechanisms of prevention: 如何預(yù)防？1. Preventing mistakes (defects) from occurring (Mistake proofing or PokaYoke). 2. Where mistakes can39。t be absolutely prevented, detecting them early to prevent them being passed down the value added chain (Inspection at source or by the next operation). 3. Where mistakes recur, stopping production until the process can be corrected, to prevent the production of more defects. (Stop in time).1. 從源頭阻止錯(cuò)誤的產(chǎn)生2. 不能完全預(yù)防錯(cuò)誤產(chǎn)生的環(huán)節(jié)，要早期檢查以防止錯(cuò)誤朝下一個(gè)環(huán)節(jié)發(fā)生。3. 重復(fù)發(fā)送錯(cuò)誤的環(huán)節(jié)，要及時(shí)停止其運(yùn)作過程以防止更多缺陷的產(chǎn)生，直到流程被改正。26Implementation Principles and Processes 怎樣實(shí)施？何時(shí)實(shí)施？n . A preliminary step in TQM implementation is to assess the anization39。s current reality. Relevant preconditions have to do with the anization39。s history, its current needs, precipitating events leading to TQM, and the existing employee quality of w
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