质量管理与控制英文版复习提纲

CHAPTER1

Defining of quality：P14

judgmental perspective（评判的视角）：standards of excellence

Product-Based perspective（基于产品的视角）: quality is a function of a specific, reflect differences in quantity of some product attribute.

User-Based perspective（基于用户的视角）: fitness for intended use.

Value-Based perspective（基于价值的视角）: the relationship of usefulness or satisfaction to price Manufacturing-Based perspective（基于制造的视角）: conforming to specifications Integrating perspectives on quality（一体化质量视角）：p18 figure1.1

Customer-Driven quality（客户导向{顾客至上}的质量）：quality is meeting or exceeding customer expectations

3 principles of TQ：P20

1.A focus on customers（顾客）and stakeholders（利益相关者）（但此处特指股东，区别见CHAPTER3）.

2.Employee engagement（员工参与度）and teamwork（团队）by everyone in the organization.

3.A process focus supported by continuous improvement（持续改进）and learning. Quality assurance（质量保证）：P4 any planned and systematic activity directed toward providing consumers with products(goods and services)of appropriate quality, along with the confidence that products meet consumers’requirements.

TQM（total quality management）（全面质量管理）：TQM: consists of organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers.

Big q: “Quality of management”is as important as the “management of quality”In this fashion quality of management assurance gave way to quality management.

Little q：many began to use the term BIG Q to contrast the difference between managing for quality in all organizational processes as opposed to focusing solely on manufacturing quality.

Six Sigma: is a customer focused and results oriented approach to business improvement that integrates many traditional quality improvement tools and techniques.

Specification（规范）：P17 specifications are targets and tolerances determined by designers of products and services.

Process（流程）：P22 is a sequence of activities that is intended to achieve some result. Continuous improvement（持续改进）:

1.Enhancing value to the customer through new and improved products and services.

2.Reducing errors（错误）,defects（瑕疵）,waste（浪费）,and their related costs（相关成本）.

3.Increasing productivity（生产率）and effectiveness（效率）in the use of all resources.

4.Improving responsiveness（反馈）and cycle time（周期）performance for such processes as resolving customer complaints or new product introduction.

5.Major improvement in response time may require significant simplification of work processes and often drive simultaneous improvement in quality and productivity.

A learning cycle：p24

consists of 4 stages:

1.Planning

2.Execution

3.Assessment of progress

4.Revision of plans based upon assessment findings

Three Levels of Quality

Organizational level: meeting external customer requirements（顾客需求）

Process level: linking external and internal customer requirements

Performer level: meeting internal customer requirements

翻译补充：performance excellence（卓越绩效），competitive advantage （竞争优势），

课后习题：

3.Explain the various definitions of quality. Can a single definition suffice? Why?

1.Perfection

2.consistency

3.eliminating waste

4.speed of delivery

https://www.360docs.net/doc/3018315778.html,pliance with policies

and procedures 6.providing a good, usable product 7.doing it right the first time

8.delighting or pleasing customers 9.total customer service and satisfaction

(1) judgmental perspective（判断的视角）：excellence

Product-Based perspective（基于产品的视角）: quantities of product attributes

User-Based perspective（基于用户的视角）: fitness for intended use

Value-Based perspective（基于价值的视角）: quality vs. price

Manufacturing-Based perspective（基于制造的视角）: conformance to specification(规格要求) Integrating perspectives on quality（整合质量观）：p18 figure1.1

Customer-Driven quality（顾客驱动的质量）：quality is meeting or exceeding customer expectations

(2)+(3) no，because it is important to understand the various perspectives from which quality

is viewed in order to fully appreciate the role it plays in the many parts of business organization.

No it can’t. because people view quality subjectively and in relation to differing criteria based on their individual roles in the production marketing value chain. The meaning of quality continues to evolve as the quality profession grows and matures.

7. Describe the three fundamental principles of total quality

3 principles of TQ：P20

1.A focus on customers（顾客）and stakeholders（利益相关者）（但此处特指股东，区别见下

面U3）.

2.Employee engagement（员工参与度）and teamwork（团队）by everyone in the

organization.

3.A process focus supported by continuous improvement（持续改进）and learning.

9. List some examples of the types of improvements an organization can make.

(略）

CHAPTER3

Deming’s 14 Points :（填空+单选+翻译）

1.Create and publish a company mission statement and commit to it.

2.Learn the new philosophy.

3.Understand the purpose of inspection.

4.End business practices driven by price alone.

5.Constantly improve system of production and service.

6.Institute training.

7.Teach and institute leadership.

8.Drive out fear and create trust.

9.Optimize team and individual efforts.

10.Eliminate exhortations for work force.

11.Eliminate numerical quotas and M.B.O. Focus on improvement.

12.Remove barriers that rob people of pride of workmanship.

13.Encourage education and self-improvement.

14.Take action to accomplish the transformation.

Criteria for Performance Excellence(考翻译）（baldridge criteria 系统）

1.Leadership: how an organization’s senior leaders personal actions guide and sustain the organization.

2.Strategic Planning: how an organization develops strategic objectives and action plans

3.Customer Focus：how organization engages its customers for long term marketplace success.

4.Measurement, Analysis, and Knowledge Management: how an organization selects, gathers, analyzes, manages, and improves its data, information and knowledge assets and how it manages its information technology.

5.Workforce focus: how an organization engages, manages, and develops its workforce to utilize its full potential.

6.Process management: how an organization designs its work systems, and how it designs, manages, and improve its key processes.

7.Results: an organization’s performance and improvement in key business areas.

KEY Idea: :

The Baldrige criteria define both an integrated infrastructure and a set of fundamental practices for a high-performance management system

ISO9000:2000

KEY Idea :

ISO 9000 defines quality system standards, based on the premise that certain generic characteristics of management practices can be standardized, and that a well-designed, well-implemented, and carefully managed quality system provides confidence that the out-puts will meet customer expectations and requirements.

ISO 9000:2000 Quality Management Principles）

1.Customer Focus

2.Leadership

3.Involvement of People

4.Process Approach

5.System Approach to Management

6.Continual Improvement

7.Factual Approach to

Decision Making 8.Mutually Beneficial Supplier Relationships

Structure of ISO 9000 Standards

21 elements organized into four major sections: Management Responsibility、Resource Management、Product Realization、Measurement, Analysis, and Improvement

Factors leading to ISO 9000:2000

The original ISO 9000:1994 series standards consisted of 20 fundamental elements of a basic quality system that included such as management responsibility, process control, inspection and testing, corrective and preventive action, internal quality audits, training, and statistical techniques.

Six Sigma

KEY Idea:

Six Sigma can be described as a business improvement approach that seeks to find and eliminate causes of defects and errors in manufacturing and service processes by focusing on outputs that are critical to customers and a clear financial return for the organization.

“SIX SIGMA” Based on a statistical measure that equates to 3.4 or fewer errors or defects per million opportunities

Key Concepts of Six Sigma

1.?Think in terms of key business processes, customer requirements, and overall strategic objectives.

2.Focus on corporate sponsors responsible for championing projects, support team activities, help to overcome resistance to change, and obtaining resources.

3.Emphasize such quantifiable measures as defects per million opportunities (dpmo) that can be applied to all parts of an organization

4.?Ensure that appropriate metrics are identified early and focus on business results, thereby providing incentives and accountability.

5.Provide extensive training followed by project team deployment

6.?Create highly qualified process improvement experts (“green belts,” “black belts,” and “master black belts”) who can apply improvement tools and lead teams.

7.Set stretch objectives for improvement.

CHAPTER4

Leadership ,Governance, and Social Responsibilities (领导、管理和社会责任)

Leading Practices for Leadership (领导领导的主要做法)

Leadership Theories (领导力理论)

Strategic Planning (战略计划）

Strategy development (战略发展)

Strategy deployment (战略执行)

Six key leadership competencies can be described as navigator, communicator, mentor, learner, builder, and motivator.

The mission of a firm defines its reason for existence; it answers the question “ why are we in business?”

The vision describes where the organization is headed and what it intends to be; it is a statement of the future that would not happen by itself.

课后习题：

1.Define leadership. Why is it necessary for successful total quality management?

1) The ability to positively influence people and systems under one’s authority to have a meaningful impact and achieve important results

2) leaders may seek to motivate employees and develop enthusiasm for quality with rhetoric. Leaders create clear and visible quality values and integrate these values into the organization’s strategy.

CHAPTER5

Importance of Customer Satisfaction and Loyalty

1.“Satisfaction is an attitude; loyalty is a behavior”

2.Loyal customers spend more, are willing to pay higher prices, refer new clients, and are less

costly to do business with.

3.It costs five times more to find a new customer than to keep an existing one happy.

4.A firm cannot create loyal customers without first creating satisfied customers.

The American Customer Satisfaction Index (ACSI) 客户满意度指数：

The econometric model used to produce ACSI links customer satisfaction to its determinants: customer expectations, perceived quality, and perceived value. Customer satisfaction, in turn, is linked to customer loyalty, which has an impact on profitability。

Customer Relationship Management

1.Accessibility and commitments

2.Selecting and developing customer contact employees

3.Relevant customer contact requirements

4.Effective complaint management

5.Strategic partnerships and alliances

6.Exploiting CRM technology

Effective Complaint Management：

Importance:

1.The average company never hears from 96 percent of its unhappy customers

2.Of the customers who make a complaint, more than half will do future business if the complaint is resolved

3.The average customer who has had a problem will tell 9 or 10 others.

4.Dissatisfied customers increasingly post their feelings on the Web

KEY Idea :

To improve products and processes effectively, companies must do more than simply fix the immediate problem. They need a systematic process for collecting and analyzing complaint data and then using that information for improvements

1.Explain the difference between satisfaction and loyalty. Why is loyalty more important? Satisfaction is an attitude, loyalty is a behavior.

1.Loyal customers spend more, are willing to pay higher price, then new clients, and are less

costly to do business with.

2.It costs five times more to find a new customers than to keep an existing one happy.

3.A firm cannot create loyal customers without first creating satisfied customers.

2.List and provide an example of the six leading practices of customer-focused quality. (例子在P216-218,尽量不要找同一个)

Define:

1)Define and segment key customer groups and markets.

2)Understand the voice of the customer(VOC)

3)Understand linkages between VOC and design, production and delivery.

4)Build relationships through commitments. provide accessibility to people and information,

set service standards and follow-up on transactions

5)Develop effective complaint management processes.

6)Measure customer satisfaction for improvement.

CHAPTER6

Workforce Management：

Workforce management (which has also been widely known as human resource management, or HRM)（人力资源管理）consists of those activities designed to provide for and coordinate the people of an organization.

1.determining the organization’s workforce needs;

2.assisting in the design of work systems;

3.recruiting, selecting, training and developing, counseling, motivating, and rewarding

employees;

4.acting as a liaison with unions and government organizations; and

5. handling other matters of employee well-being.

Key idea

The objectives of an effective workforce management system are to build a high

performance workplace and maintain an environment for quality excellence to enable

employees and the organization to achieve strategic objectives and adapt to change.

Workforce Engagement（员工参与度）：

The extent of workforce commitment, both emotional and intellectual, to accomplishing the

work, mission, and vision of the organization. Engaged workers

1.find personal meaning and motivation in their work,

2.have a strong emotional bond to their organization, are actively involved in and committed to their work,

3.feel that their jobs are important, know that their opinions and ideas have value, and

4.often go beyond their immediate job responsibilities for the good of the organization Key idea

Organizations with high levels of workforce engagement are often characterized by high-performing work environments in which people are motivated to do their utmost for the benefit of their customers and for the success of the organization.

Employee Involvement (EI)：

Any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation

Key idea

EI approaches can range from simple sharing of information or providing input on work-related issues and making suggestions to self-directed responsibilities such as setting goals, making business decisions, and solving problems, often in cross-functional teams

Motivation ：an individual’s response to a felt need

Theories：

Content Theories (Maslow; MacGregor; Herzberg)

Process Theories (Vroom; Porter & Lawler)

Environmentally-based Theories (Skinner; Adams; Bandura, Snyder, & Williams)

Key idea

There is no such thing as an unmotivated employee, but the system within which people work can either seriously impede motivation or enhance it.

Work and Job Design（工作设计）：

Work design refers to how employees are organized in formal and informal units, such as departments and teams.

Job design refers to responsibilities and tasks assigned to individuals.

Empowerment（授权）：

Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change.

Teamwork：

Team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable

Six Sigma Project Teams：（选择题）

1.Champions –senior managers who promote Six Sigma

2.Master Black Belts –highly trained experts responsible for strategy, training, mentoring, deployment, and results.

3.Black Belts –Experts who perform technical analyses

4.Green Belts –functional employees trained in introductory Six Sigma tools

5.Team Members –Employees who support specific projects

课后习题：

1.Summarize the key workforce-focused practices for performance excellence. P269

1)Understand the key factors that drive workforce engagement, satisfaction, and motivation.

2)Design and manage work and jobs to promote effective communication, cooperation, skill

sharing, empowerment, innovation, and the ability to benefit from diverse ideas and thinking of employees and develop an organizational culture conducive to high performance and motivation.

3)Create an environment that ensures and improves workplace health, safety, and security, and

supports the workforce via policies, services, and benefits.

4)Develop a performance management system based on compensation, recognition, reward,

and incentives that supports high performance work and workforce engagement

5)Assess workforce engagement and satisfaction and use results for improvement.

6)Assess workforce capability and capacity needs and use the results to capitalize on core

competencies, address strategic challenges, recruit and retain skilled and competent people, and accomplish the work of the organization.

7)Make appropriate investments in development and learning, both for the workforce and the

organization’s leaders.

8)Manage career progression for the entire workforce and succession planning for

management and leadership positions.

2.Define the term motivation. Why is motivation critical for performance excellence? Motivation：an individual's response to a felt need.

There is no such thing as an unmotivated employee, but the system within which people work can either seriously impede motivation or enhance it.

3.Explain the difference between work design and job design. How does the Hackman and Oldham model enhance understanding of how job design affects motivation, satisfaction, and organizational effectiveness?

1.Work design:refers to how employees are organized in formal and informal units,such as departments and teams. Job design: refers to responsibilities and tasks assigned to individuals.

2.Experienced meaningfulness is the psychological need of workers to have the feeling that their work is a significant contribution to the organization and society. Experienced responsibility indicates the need of workers to be accountable for the quality and quantity of work produced. Knowledge of results implies that all workers feel the need to know how their work is evaluated and the results of their evaluation. Q uality of a product or service is undoubtedly increased by a worker’s dedicated application of skills, which is enhanced by task identity and a feeling of task significance. More directly, quality of work is enhanced by a job design that incorporates autonomy and feedback relating to quality characteristics. The key outcomes of high general job

satisfaction and high work effectiveness can then be seen as results that define and reinforce excellent quality

4.What is empowerment? How does it benefit both the organization and employees? Empowerment:Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change.

”A sincere belief and trust in people.”

1)Provide education, resources, and encouragement

2)Remove restrictive policies/procedures

3)Foster an atmosphere of trust

4)Share information freely

5)Make work valuable

6)Train managers in“hands-off" leadership

7)Train employees in allowed latitude

CHAPTER7

Importance of Process Management（流程管理）：

1.Prevent defects and errors,

2.Eliminate waste and redundancy,

3.Lead to better quality and improved company performance through shorter cycle times,

improved flexibility, and faster and more consistent customer response.

KEY IDEA :

many companies, value-creation processes take the form of projects—temporary work structures that start up, produce products or services, and then shut down.

KEY IDEA :

Process management involves planning and administering the activities necessary to achieve

a high level of performance in key business processes, and identifying opportunities for

improving quality and operational performance, and ultimately, customer satisfaction. Process Control

Control –the activity of ensuring conformance to requirements and taking corrective action when necessary to correct problems and maintain stable performance

Quality Control in Manufacturing

KEY IDEA :

In manufacturing, control is usually applied to incoming materials, key processes, and final products and services.

Quality Control in Services

The Deming cycle：plan、do、study、act

KEY IDEA :

The Deming cycle focuses on both short-term continuous improvement and long-term organizational learning

Benchmarking标杆：“the search of industry best practices that lead to superior

performance.”

课后习题：

3.Define process management and its key activities. Why is process management important to any business?

Process management involves planning and administering the activities necessary to achieve a high level of performance in key business processes, and identifying opportunities for improving quality and operational performance, and ultimately, customer satisfaction.

Leading companies identify important business processes throughout the value chain that affect customer satisfaction. The goal of process design is to develop an efficient procedure to satisfy both internal and external customer requirements.

18. Define benchmarking and list its benefits.

Define: the search of industry best practices that lead to superior performance Benefits:

1.identity the need and decide to benchmark

2.determine the scope and objectives, and develop a benchmarking plan.

3.Collect data on industry companies and similar processes as well as detailed

data on your own processes

4.Select companies with best in class processes

5.Collect detailed data from companies with best in class processes

https://www.360docs.net/doc/3018315778.html,pare your own and best in class processes and develop recommendations

7.Develop operational improvement plans to attain superior performance

8.Enact operational plans and monitor process improvements.

9.Update benchmark findings and assess improvements in processes

CHAPTER8

看目录和dpmo的计算方法

CHAPTER9

Cultural Change（文化变迁）：

1.Change can be accomplished, but it is difficult

2.Imposed change will be resisted

3.Full cooperation, commitment, and participation by all levels of management is essential

4.Change takes time

5.You might not get positive results at first

6.Change might go in unintended directions

Implementing Total Quality:

Key Players：

1.Senior management（高层管理）

2.Middle management（中层管理）

3.Workforce（劳动力）

KEY IDEA :

Organizations are dynamic entities. Managers must consider the dynamic component in order to deal with instability in the environment, imperfect plans, the need for innovation, and the common human desire for variety and change.

课后习题：

9.Describe the role of senior management, middle management, the workforce, and unions in cultural change. Describe the responsibilities of each group and how they can support one another.

Role：SM：figurehead leader liaison monitor disseminator spokesperson entrepreneur disturbance handler. resource allocator. Negotiator

MM: in creating and sustaining a culture of performance excellence.

WF: self managed teams

Responsibility: SM: must ensure that their plans and strategies are successfully executed within the organization.

MM: provide the leadership by which the vision of senior management is translated into operations of the organization

WF: delivers quality and, for a performance excellence strategy to succeed, must feel not only empowerment, but ownership.

CHAPTER11

Six sigma：represents a quality level of at most 3.4 defects per million opportunities (dpmo). DMAIC Methodology :Define、Measure、Analyze、Improve、Control

The “Seven QC Tools”：Flowcharts、Check sheets、Histograms、Cause-and-effect diagrams、Pareto diagrams、Scatter diagrams、Control charts

Lean production ：refers to approaches that originated at the Ford Motor Company in the early 1900s, but which were refined and modernized by the Toyota Motor Corporation later in the century.

Lean approaches：focus on the elimination of waste in all forms, including defects requiring rework, unnecessary processing steps, unnecessary movement of materials or people, waiting time, excess inventory, and overproduction.

课后习题：

2.Describe the SIX SIGMA problem-solving approach (DMAIC). How is it similar to or

different from the other problem-solving approaches discussed in Chapter 7?

Describe:refers to a data-driven improvement cycle used for improving, optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to drive Six Sigma projects.

D: clearly define the problem. M: how to measure the internal processes that impact CTQs.

A: focus on why defects, errors, or excessive variation occur, which often result from one or more. I: once the root cause of a problem is understood, the analyst or team needs to generate ideas for removing or resolving the problem and improve the performance measures and CTQs.

C: focus on how to maintain the improvements.

9.List and explain the Original Seven QC Tools. In what phases of the CPS process, described in Chapter 7, might each be most useful?

1. Flowcharts：identifies the sequence of activities or the flow of materials and information in a process.

2. Check sheets are special types of data collection forms in which the results may be interpreted on the form directly without additional processing.

3. Histograms：provide clues about the characteristics of the parent population from which a sample is taken.

4. Cause-and-e?ect diagrams：is a simple graphical method for presenting a chain of causes and effects and for sorting out causes and organizing relationships between variables.

36

5. Pareto diagrams：is one in which the characteristics observed are ordered from largest frequency to smallest.

6. Scatter diagrams：Supplies the data to con?rm a hypothesis that two variables are related. Provides both a visual and statistical means to test the strength of a relationship. Provides a good follow-up to cause and e?ect diagrams.

7. Control charts: Focuses attention on detecting and monitoring process variation over time. Distinguishes special from common causes of variation. Serves as a tool for on-going control . Provides a common language for discussion process performance.

14. Describe the structure of a cause-and-effect diagram.