【正文】 的差異缺乏參與缺少建議 柏拉圖 X 軸 特性要因圖　　特性要因圖描繪的是質(zhì)量問題的原因、并根據(jù)這些原因找出影響品質(zhì)的主要因素的圖表?！　　　√匦砸驁D是一個(gè)將影響品質(zhì)的所有原因清晰地呈現(xiàn)給人們的圖表，而且在特性要因圖中可以清楚地看到影響此質(zhì)量問題的主要原因或者需要考慮的重要因素,確保能夠成功地向人們呈現(xiàn)問題的根本原因等。它是一種有效的工具，可以使人們很容易地看到人為因素之間的關(guān)系、情境學(xué)習(xí)過程和計(jì)劃，它也被稱為魚骨圖， 是由于它的形狀命名的，：干部隊(duì)伍中治療上的差異不滿的工作分配集體觀念各色的人與人之間的關(guān)系缺乏參與缺少建議 魚骨圖　　特性要因圖的成立是使所有可能導(dǎo)致不良結(jié)果的原因全部被考慮，并針對這些可能引起失敗的原因做出相應(yīng)的對策。戴明采納了這個(gè)圖作為一個(gè)有幫助的工具在提高產(chǎn)品的質(zhì)量?！　√匦砸驁D的制作主要是由頭腦風(fēng)暴法完成的，這是一種集思廣益的方法，集合所有了解產(chǎn)品相關(guān)信息的人員，找出所有可能造成產(chǎn)品質(zhì)量的原因，并加以分析找出主要原因，并記錄在紙上，再繪制出特性要因圖。然而現(xiàn)在除了記錄在紙上，在紙上繪圖之外，已有兩種繪圖軟件可以使用，即Auto CAD 和 CAD Key。原文說明題目：Total Management Text and Cases作者：,Janakuraman amp。 Gopal, Pareto Chart The main aim of the pareto analysis is to determine the most frequently occurring problems. The Pareto chart facilitates to ranking the causes of a problem according to their causative importance .The hierarchy of the causative factors for the problem makes it easier for tacking them in the same order .This facilitates separating the most frequent causative factor from less frequent causative factors. This tool is named after the Italian economist Vilfredo Pareto(18481923).He observed that wealth in this world was not evenly distributed. He observed that 80％ of the land in Italy was owned by 20 ％of the population. Later, he found this 80:20 ratio valid in other cases also. Therefore, the principle is also called 80:20 rule . The pareto chart is a graphical picture of the most frequent causes of a specific problem, This chart helps in identifying area for putting out identifying those factors that have the greatest cumulative effect on the system, an thus screens out the less significant factors in an analysis . Ideally, this allows the user to focus attention on a few important factors in a process. The pareto charts are created by plotting the cumulative frequencies of the relative frequency data (even count data) in descending order (figure ).when this is done, the most essential factors for the analysis are graphically apparent, and in an orderly format. cause and effect diagram The cause and effect diagram depicts causes of quality problems,ti focuses on listing variables that affect quality purpose and usage the case and effect diagram is to provide a pictorial display of a list in which you identify and organize possible causes of problems, or factors needed to ensure success of some effort. It is an effective tool that allows people to easily see the relationship between factors to study processes, situations, and for planning. it is also called the ishikawa diagram(named after its creator, Kaoru Isiikawa diagram (named after its creator ,Kaoru INshikews of japan),or the fish bone diagram (due to its shape).see figure :it was created so that all possible causes of a result could be listed in such a way as t allow a user t graphically show these possible causes. Deming adopted this diagram as a helpful tool in improving quality cause an effect diagrams are typically constructed through brainstorming techniques .As a result ,they are often drafted by hand on paper. However ,two software packages capable of displaying the diagram professionally such as AutoCAD and CADKEY are available.2（一） 課題來源，意義與主要內(nèi)容（注明自擬、科研、科技服務(wù)類別及任務(wù)提出單位）來源：上海富凱電子制造有限公司意義：將所學(xué)的管理知識運(yùn)用到上海富凱電子制造有限公司OPUS產(chǎn)品質(zhì)量管理這一實(shí)際項(xiàng)目中，為OPUS 項(xiàng)目的生產(chǎn)提供保障、為公司提高經(jīng)濟(jì)效益。主要內(nèi)容：本文將以上海富凱電子制造有限公司OPUS產(chǎn)品質(zhì)量管理這一項(xiàng)目為研究對象，應(yīng)用全面質(zhì)量管理以及QC七大手法等理論與方法，對該公司OPUS 項(xiàng)目的不良現(xiàn)象進(jìn)行統(tǒng)計(jì)分析，并探討解決這些問題的有效途徑。（二） 該生設(shè)計(jì)課題的目的、要求和主要技術(shù)指標(biāo):研究目的：將所學(xué)的管理知識運(yùn)用于實(shí)際，為上海富凱電子制造有限公司OPUS產(chǎn)品的生產(chǎn)及控制提供了有效的依據(jù)。要求：學(xué)習(xí)和回顧有關(guān)全面質(zhì)量管理以及質(zhì)量控制的理論和方法，在收集上海富凱電子制造有限公司OPUS產(chǎn)品不良分布等相關(guān)信息基礎(chǔ)上，對上此項(xiàng)目的統(tǒng)計(jì)結(jié)果進(jìn)行確認(rèn)和分析，并提出控制不良率偏高的原因，應(yīng)注意理論和實(shí)際的結(jié)合。主要技術(shù)指標(biāo)：﹪（三） 進(jìn)度設(shè)計(jì)：第1周～第3周 明確論文主題和總體要求，收集相關(guān)資料第4周～第7周 撰寫論文初稿第8周～第10周 修改并完成論文第11周 答辯準(zhǔn)備第12周 參加論文答辯（四） 主要文獻(xiàn)、資料和參考書：[1] [M].:67[2] [J].(10)[3] [J].（8）[4] [D].[5] 羅石華，QC七大手法培訓(xùn)[PPT]，百度文庫深圳市德信誠經(jīng)濟(jì)咨詢有限公司OLD 7TOOLS ,2006,(10)[6] [M].QC :240242[7] 侯龍文，[M].[8] [J].特性要因圖,:6975,7790[9] 王卉,[M].北京::23[10] [D].:5355[11] ,Janakuraman amp。 Gopal, Management Text and Cases[M].2006:3235（五） 審批意見：教研室正（副）主任_______________200 年 月 日（六）學(xué)生簽名_______________200 年 月 日(七）注意事項(xiàng):1. 本任務(wù)一式兩份。（一）、（二）、（三）、（四）各項(xiàng)一般應(yīng)在畢業(yè)設(shè)計(jì)開始前一 周指導(dǎo)老師認(rèn)真填寫、經(jīng)教研室主任審核批準(zhǔn)后，一份下達(dá)給學(xué)生，一份由指導(dǎo)教室報(bào)保存。2. 學(xué)生應(yīng)在導(dǎo)師指導(dǎo)下，根據(jù)本任務(wù)書的要求具體制訂實(shí)施計(jì)劃，并積極完成任務(wù)。3. 課題內(nèi)容如有變動(dòng)，需經(jīng)教研室正（副）主任同意，另填任務(wù)書下達(dá)