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RichardWang2011-2-10TQMTotalQualityManagement全面质量管理Study2ofWorldClassOperations1Topics:1.1WhatisTQM1.2GoalofTQM1.3FiveTenetsofTQM1.4ThreeElementsof

TQM1.5ContinueImprovement1.6StructureofTQM1.TQMIntroduction2.TQMStudyinSongjiang&NanhuiQualityQualityTQMStudyTQMStudyProcessProcessOEEStudyOEE

StudyEHSEHSRCMSStudyRCMSStudyQualityQualityTQMStudyTQMStudyProcessProcessOEEStudyOEEStudyEHSEHSRCMSStudyRCMSStudy22023/8/31.1WhatisTQM?➢TotalQua

lityManagementmeansthattheorganization‘scultureisdefinedbyandsupportstheconstantattainmentofcustomersatisfactionthroughanintegr

atedsystemoftools,techniques,andtraining.Thisinvolvesthecontinuousimprovementoforganizationalprocesses,resultinginh

ighqualityproductsandservices.➢TQM是一种由顾客的需要和期望驱动的管理哲学。为了能够在最经济的水平上，并考虑到充分满足顾客要求的条件下，以质量为中心，建立在全员参与基础上,把企业内各部门的研制质量，维持质量和提高质量的活动构成为一体

的一种有效的体系。➢Total-Madeupofthewhole➢Quality-Degreeofexcellenceaproductorserviceprovides➢Management-Act,artormannerofplanning,controlling,

directing,….TQMistheartofmanagingthewholetoachieveexcellence.31.2GoalofTQM?“Dotherightthingsrightthefirsttime,eve

rytime.”•Atit’ssimplest,TQMisallmanagersleadingandfacilitatingallcontributorsineveryone’stwomainobjectives:(

1)Totalclientsatisfactionthroughqualityproductsandservices;(2)Continuousimprovementstoprocesses,systems,people,suppliers,partners,pr

oducts,andservices.41.Thecustomermakestheultimatedeterminationofquality.2.TopManagementmustprovideleadershipandsu

pportforallqualityinitiatives.3.Preventingvariabilityisthekeytoproducinghighquality.4.Qualitygoalsareamovingtarget,thereby

requiringacommitmenttowardcontinuousimprovement.5.Improvingqualityrequirestheestablishmentofeffectivemetrics.We

mustspeakwithdataandfactsnotjustopinions.1.3BasicTenetsofTQM1.以顾客为中心2.领导的作用3.全员参与4.过程方法5.系统方法6.持续改进7.基于事实的决策8.互利的供方关系51.4ThreeEl

ementsofTQMCountingCustomersCultureTools,techniques,andtrainingintheiruseforanalyzing,understanding,andsolvingqualityprob

lemsQualityforthecustomerasadrivingforceandcentralconcern.Sharedvaluesandbeliefs,expressedbyleaders,

thatdefineandsupportquality.61.5ContinuousImprovementversusTraditionalApproach•Market-sharefocus•Individuals•Focuson‘who”and“why”•Short-termfocus•S

tatusquofocus•Productfocus•Innovation•Firefighting•Customerfocus•Cross-functionalteams•Focuson“what”and“how”•Long-termfocus•Contin

uousimprovement•Processimprovementfocus•Incrementalimprovements•ProblemsolvingTraditionalApproachContinuousImprovement71.6StructureofTQMCust

omerFocusProcessImprovementTotalInvolvementLeadershipEducationandTrainingSupportivestructureCommunications

RewardandrecognitionMeasurementContinuousImprovementObjectivePrinciplesElements82.1Customer-DrivenQuali

tyQualifyC.ReleaseReworkScrapQualityControlNoComplaintComplainOnlyGoodsReturnCounterclaimCustomerFeelingTechnicalServ

iceOTIF/DistributionDocumentationRFUCustomerServiceValueDefinitionofZeroDefectQualityofProduct92023/8/32.12ATQMCultureWhe

nFacingChallenge…PerformanceProductProcessPeoplePhilosophy1.HavingAMissionPhilosophyLeader2.DevelopATeamwor

kPeopleManager3.CreateAEffectiveProcessSupervisor4.MakingAQualityProductOperator5.AwardAGreatPerformanceLeaderABraveH

eartFacingtheTroubleASmartHeadThinkingtheSolutionAQuickHandFixtheProblem102.13Richard’sWords➢BeProfessiona

landBePatient➢TaketheTroubletoMe➢PushtheSuccessfultoAll➢EnjoyMistakeButDon’tRepeat➢DecisionAfterDiscussion➢Sma

llStepscauseBigChange➢BigVisionandDetailPerfect➢KeepSelfinDifficult➢DoItBetterOnceLoveIt➢RepeatToInnovate➢OperatorisAChild➢QualityisACu

lture➢LessControlisAControl➢兢业与耐心➢揽过➢推功➢领悟失败➢讨论决定➢小步成巨变➢远景与踏实➢信念保持➢热爱事业➢重复到创新➢工人是孩子➢质量是文化➢少控制是管理112.14TQMTrainingAssessmentT

QM的原则是非判断以顾客为中心领导的作用全员参与关注过程方法建立系统方法持续改进基于事实的决策互利的供方关系以经验为依据12TQMStudyProcessManagementinOperationsSongJiang&NanHui2007-2011Ric

hardWang2011.2.1613TQMStudyTQMStructure1.LeadershipinTQM2.EducationinTQM3.ControlinTQMTQMCulture4.MeasureinTQM14TQMStructure1.Leaders

hip2.Education3.Control4.Measure1.1QualityVision1.3QualityAward1.4SixSigma2.5VisualFactory2.2JobTrainin

g2.1Q-Training2.3Assessment2.4Documents2.6PestControl1.5QMMeeting3.1VendorMgt3.2Deviation3.3Complaint3.4GoodsReturn3.5PID(MOC)3.6OnlineQC3.7On

lineWO2.7TQMAudit4.1TQMRatio4.2QualifyRatio4.3RFTRatio4.4COPQStudy4.5SPCStudy4.6LabControl4.7ScrapAnalysis1.2Q

ualityTarget1.6Communication1.7VisitLevelTQM152023/8/31.Leadership2.Education3.Control4.Measure1.1QualityVisionQualityV

isionunderHenkelWinningCultureandVisionValue1.2QualityTargetHighstandardqualitytargetsbothlongtermandshortterm

.1.3QualityAwardTomotivateteam’scontributiononqualityimprovement1.4SixSigmaContinuequalityimprovementbystudydee

peranddeeper1.5QualityMeetingRegularlyreviewthequalityperformance1.6CommunicationQualitycommunicationfromtoptobaseline1.7VisitLevelKee

pvisitlevelanytimetocreateacleanworkingspace1.LeadershipinTQM161.Leadership1.1VisionWorldClassOperations2012WorldClassOperations2012OEE=90%O

EE=90%TQM=99.7%TQM=99.7%RCMS=100%RCMS=100%➢➢ProcessingCostProcessingCost➢➢OEE&UtilizationOEE&Utilization➢➢Pr

oductivityProductivity➢➢RightFirstTimeRightFirstTime➢➢OnTime&YieldOnTime&Yield➢➢VisitLevelVisitLevel➢➢TQMRat

ioTQMRatio➢➢QAKEAuditQAKEAudit➢➢CustomerComplaintCustomerComplaint➢➢QualityCostQualityCost➢➢InventoryQualityInventoryQuality

➢➢ServiceLevelServiceLevel➢➢OccupationalSafetyOccupationalSafety➢➢ProcessSafety&ERProcessSafety&ER➢➢DistributionSafetyDistri

butionSafety➢➢Stewardship&PAStewardship&PA➢➢Energy&PollutionEnergy&Pollution➢➢CashofLostCashofLostLLeadershipeadershipIInnovation

nnovationTTrainingrainingEExecutionxecutionRRecognitionecognitionCustomerCustomerPeoplePeopleFinancialFinancialVI

AAuditVIAAuditOEEStudyOEEStudyUtilizationUtilizationProductivityProductivityMaintenanceMaintenance5SLev

el5SLevelServiceLevelServiceLevelJustInTimeJustInTimeLTFulfillmentLTFulfillmentTQMStudyTQMStudyComplaintRateComplaintRate

COPQofNESCOPQofNESPeopleSafetyPeopleSafetyProcessSafetyProcessSafetyLogisticSafetyLogisticSafetyEnergyDownEnergyDownPollutionDownPo

llutionDownCommunityCommunityContinuousImprovementContinuousImprovementToBeARoleModelLeadershipTeam&WorldClassOperationToBeAR

oleModelLeadershipTeam&WorldClassOperationssSystem.System.SustainabilitySustainabilityFamilyFamilyTownHallTownHallTrainingTraining

TalentTalentAwardAwardTurnoverRateTurnoverRateSurveySurveyUPCUPCF&WofNESF&WofNESAOCostofNESAOCostofNESOSM

IOSMIInventoryInventoryStocktakingStocktakingAAggloballoballleaderineaderinbbrandsrandsandandttechnologiesechnologi

esCustomerCustomerPeoplePeopleFinancialFinancialVIAAuditVIAAuditOEEStudyOEEStudyUtilizationUtilizationProductivityProductivityMaintenanceMaintenance5

SLevel5SLevelServiceLevelServiceLevelJustInTimeJustInTimeLTFulfillmentLTFulfillmentTQMStudyTQMStudyComplaintRa

teComplaintRateCOPQofNESCOPQofNESPeopleSafetyPeopleSafetyProcessSafetyProcessSafetyLogisticSafetyLogisticSaf

etyEnergyDownEnergyDownPollutionDownPollutionDownCommunityCommunityContinuousImprovementContinuousImprovementToBeARoleMo

delLeadershipTeam&WorldClassOperationToBeARoleModelLeadershipTeam&WorldClassOperationssSystem.System.SustainabilitySustainabilityFamilyFamilyTownH

allTownHallTrainingTrainingTalentTalentAwardAwardTurnoverRateTurnoverRateSurveySurveyUPCUPCF&WofNESF&Wof

NESAOCostofNESAOCostofNESOSMIOSMIInventoryInventoryStocktakingStocktakingAAggloballoballleaderineaderinbbrandsrandsandandttechnologiesechnolo

giesASystemPlantProcessMgt200720082009ACulturePlantTQM+OEE+RC201020112012SongjiangNanhui2.Education3.Control4.Measure171.1WinningCulture&VIVAWork

shop1.Leadership2.Education3.Control4.MeasureHenkelWinningCultureHenkelWinningCulture汉高松江工厂汉高松江工厂SongjiangSongjiangStrategy2012Strategy2012HenkelW

inningCultureHenkelWinningCulture汉高松江工厂汉高松江工厂SongjiangSongjiangStrategy2012Strategy20122009SongJiang2010NanHuiHenkelHenkelNanHuiNanHuiVision&

ValueWorkshopVision&ValueWorkshop汉高南汇工厂愿景与价值汉高南汇工厂愿景与价值HenkelHenkelNanHuiNanHuiVision&ValueWorkshopVision&ValueWorkshop汉高南汇工厂愿景与价值汉

高南汇工厂愿景与价值181.2QualityTargetSongjiang20082009201020112012TQM%97.5%99.2%99.4%99.6%99.7%QAKEAudit%83%86%90%92%93%CustomerComplaint0.40%0.30%0.20%0.15%0

.10%QualityCost(KRMB)957400300200100InventoryDays4030252220Inventory/NES%-8.0%7.0%6.0%5.0%ServiceLevel(OTIF)94%75%85%90%95%1.Leadership2.Educatio

n3.Control4.MeasureNanHui2010201120122013VisionServiceLevel%80858890+10JustInTime%92949698+6LTFulfillment%9

4959697+3TQMRate%99.299.499.699.7+0.5ComplaintRate%0.130.120.110.10-0.10COPQofNES%0.60.50.40.3-0.3192023/8/31.3Quality(MR)AwardinS

ongjiang1.Leadership2.Education3.Control4.Measure202023/8/31.3Quality(MR)AwardinNanHuiMRAwardProgramMRAwardProgr

amRichardWangRichardWang2011.1.82011.1.81.Leadership2.Education3.Control4.Measure212023/8/31.4SixSigmaImplementinSongjiang1.Leaders

hip2.Education3.Control4.Measure222023/8/3DavyQinBenChengLuDongQingSugarGengKnightXuLinShunLi1.4SixSigmaImplementinSongjiang1.Leadership2.

Education3.Control4.Measure231.5QualityMeetingBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure241.6Communication:TownHallMonthlyi

nNanHui054112399.9%98.14%2.24%128173703999.64%99.05%0.92%Dec当月统计*Counterclaim*索赔*GoodsReturn*产品退回*CustomerComplaint*客户投诉QCR

ejectBatchQC检验不合格ConcessionRelease让步接受QCRate%QC率2010YTD今年累计TQM2010Target=99.2%COPQofNESTarget=0.6%COPQofNES%TQMRate%TQM率054112399

.9%98.14%2.24%054112399.9%98.14%2.24%128173703999.64%99.05%0.92%128173703999.64%99.05%0.92%Dec当月统计*Counter

claim*索赔*GoodsReturn*产品退回*CustomerComplaint*客户投诉QCRejectBatchQC检验不合格ConcessionRelease让步接受QCRate%QC率2010YTD今年累计TQM2010Target=99.2%COPQof

NESTarget=0.6%COPQofNES%TQMRate%TQM率Dec当月统计*Counterclaim*索赔*GoodsReturn*产品退回*CustomerComplaint*客户投诉QCRejectBatchQC检验不合格ConcessionRelease让步接受QC

Rate%QC率2010YTD今年累计TQM2010Target=99.2%COPQofNESTarget=0.6%COPQofNES%TQMRate%TQM率SJVisitLevel1.52.02.53.03.54.0VisitLevel2.82.92.93

.03.13.23.33.43.53.63.5JanFebMarAprMayJunJulAugSepOctNovDec01234SortingSimplifyingSystematicCleaningStandardizingSustaining0.0

1.02.03.04.0ProductionWarehouseEngineeringLaboratoryAcheson持续改进ContinueImprovement-TownHallCommunication员工沟通1.Leadersh

ip2.Education3.Control4.Measure252023/8/31.7KeepVisitLevelAnytimeTarget20121.Leadership2.Education3.Control4.Measure26

2023/8/31.7KeepVisitLevelAnytime1.Leadership2.Education3.Control4.Measure272023/8/32.1Q-TrainingTrainingPla

n,Trainingrecord,Trainingmaterial,Trainercenter2.2JobTrainingOnjobtrainingforoperatorandnewemployee2.3AssessmentBehaviorandskillfulassessment

foroperator2.4DocumentQEHSManual,Procedure,WorkingInstruction,Record2.5VisualFactoryMonthlyreportofsiteope

rations2.6PestControlSpecialbehaviorchangingforallemployee2.7TQMAuditFindingtheopportunitytoimprove2.Educ

ationinTQM1.Leadership2.Education3.Control4.Measure282.1TrainerCenterinSongJiang1.Leadership2.Education3.Control4.Measure292.1Q-TrainingPlanBothSo

ngJiang&NanHui1.Leadership2.Education3.Control4.Measure302.1Q-TrainingBothSongJiang&NanHui1.Leadership2.Education3.Co

ntrol4.Measure312.2JobTraininginSongJiang1.Leadership2.Education3.Control4.Measure322.2JobTraininginSongJiangGrowingOperatorsasChildren.t

heyarethequalitymakers.1.Leadership2.Education3.Control4.Measure332.3OperatorAssessmentinSongJiang&NanHui1.Leadership2.Educ

ation3.Control4.Measure342.4QEHSDocumentsinSongJiang1.Leadership2.Education3.Process4.Measure352.4QEHSDocumentsinSongJiang1.Le

adership2.Education3.Process4.Measure362.5VisualFactoryBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure372.6PestControl

inSongJiang2010PestControlInternalAssessment0246810PestControl6.06.06.46.47.27.27.67.67.67.67.2JanFebMarAprMayJunJulAugSepOctNovDec2010PestContro

lAuditFindings0246810Performance(#)00000000000Activities(#)44111110101Record(#)00010000000Equipment(#)11321101011JanFebMarAprMayJunJ

ulAugSepOctNovDec1.Leadership2.Education3.Control4.Measure382.6PestControlinSongJiang1.Leadership2.Education3.Control4.Measure392023/8/3

2.7TQMAuditinSongJiang1.Leadership2.Education3.Control4.Measure402.7ProcessAuditinSongJiang1.Leadership2.Education3.Control4.Mea

sure413.1VendorManagementQualitycontrolfromselectqualifyvendor3.2DeviationControlQualitycontrolwithinHenkeloperationprocess3.3CustomerComplaintQ

uickandRightfeedbacktocustomerandactionfollowup3.4GoodsReturnQEHSManual,Procedure,WorkingInstruction,Record3.5P

IDControlQualitycontrolfromnewProduct,RM,ProcessChange.3.6OnlineQCTestrecordinfirsttimetonetworkwithinoperation.3.7On

lineProductionBatchRecordinfirsttimetonetworkwithinoperation.3.ControlinTQM1.Leadership2.Education3.Con

trol4.Measure421.Leadership2.Education3.Control4.Measure3.ControlByProcessDriven433.1VendorImprovementBothS

ongJiang&NanHui1.Leadership2.Education3.Control4.Measure443.2DeviationControlBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure453.3Cu

stomerComplaintBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure463.4GoodsReturnBothSongJiang&NanHui1.Leadership2.Education3

.Control4.Measure473.5ProductImprovement&Development1.Leadership2.Education3.Control4.Measure483.6QCOnlineTestinSongJiang1.Leadership2.Educatio

n3.Control4.Measure493.6QCOnlineTestinSongJiang1.Leadership2.Education3.Control4.Measure503.6COAinSongJiang1.Leader

ship2.Education3.Control4.Measure513.6QCOnlineTestinNanHui1.Leadership2.Education3.Control4.Measure523.6QCOnlineTestinNanHui1.Leadership2.Edu

cation3.Control4.Measure533.6QualityTracinginNanHui1.Leadership2.Education3.Control4.Measure543.6COAinNanHui1.Leadership2.Education

3.Control4.Measure553.7OnlineWORecordinSongJiang1.Leadership2.Education3.Control4.Measure561.Leadersh

ip2.Education3.Control4.Measure3.7OnlineWORecordinSongJiang571.Leadership2.Education3.Control4.Measure3.7OnlineWORecordinNanHui584.1TQMRatioAc

reativemeasurementforzerodefectconception.Byquantity,ByBatches,ByValue4.2QualifyRatioTomeasurefinishproductqualityratio,Byquantity,ByBatches,ByVal

ue4.3RFTRatioTomeasurebatchprocesscontrollevel4.4COPQStudyTostudydirectandindirectcostlossduetopoorquality.4.5SPCStudy

Tostudythebestcontrolpointinprocesstoimprovequality4.6LabControlQualitycontrolneedtohaveaneffectiveey

es.4.7ScrapAnalysisTakeresponsibleactiontoownerafterqualitylosslearning4.MeasureinTQM1.Leadership2.Education3.Control4.Measure594.ZeroDefectCo

nceptQualityQualifyC.ReleaseReworkScrapQualityControlNoComplaintComplainOnlyGoodsReturnCounterclaimC

ustomerFeelingTechnicalServiceOTIF/DistributionDocumentationRFUCustomerServiceValueDefinitionofZeroDefectFocus:

QualityofProduct1.Leadership2.Education3.Control4.Measure602023/8/31.Leadership2.Education3.Control4.Measure4.MeasurebyDataDriven614.1TQMinSongJ

iang1.Leadership2.Education3.Control4.Measure624.1TQMMeasureinNanHui1.Leadership2.Education3.Control4.Measure634.2Qua

lifyMeasureinSongJiang&NanHui1.Leadership2.Education3.Control4.Measure644.3RFTMeasureinSongJiang&NanHui1.Leadership2.

Education3.Control4.Measure651DefinitionofCOPQDefinitionofCOPQ::ControlCustomerTravelCostforCase(RMB/Case)TravelCostforSpecialInvestigation(RMB

/Case)InvestigateQCInspectionCost(RMB/kg)TestQuantityofPoorQualityRelate(kg)QtyIssueYieldlostduringrework%LostProductprofitinlineaverage(RMB/kg)Profi

tEnvironmentalTreatmentcost(RMB/kg)TreatAverageTransportationCost(RMB/kg)LogisticQuantityofWorkOrderBatch(kg)QtyPackageMaterial(RMB/kg

)PMCountclaimCostforCase(RMB/Case)CountclaimRawMaterialCost(RMB/kg)RMCManufactureCost(RMB/kg)MFGCostofPoorQualityCOPQ4.4C

OPQStudy1.Leadership2.Education3.Control4.Measure140138136134132130LSLUSLLSL130Target*USL140SampleMean138.427S

ampleN143StDev(Within)1.40915StDev(Overall)1.40667ProcessDataCp1.18CPL1.99CPU0.37Cpk0.37Pp1.18PPL2.00PP

U0.37Ppk0.37Cpm*OverallCapabilityPotential(Within)CapabilityPPM<LSL0.00PPM>USL48951.05PPMTotal48951.05ObservedPerform

ancePPM<LSL0.00PPM>USL132087.38PPMTotal132087.38Exp.WithinPerformancePPM<LSL0.00PPM>USL131667.01PPMTotal131667.02Exp.Ov

erallPerformanceWithinOverallSPC:MaxTemperatureRubberMeltingofDM519A66130128126124122120LSLUSLLSL120Target*USL130SampleMean124.231SampleN1

43StDev(Within)1.35392StDev(Overall)1.35154ProcessDataCp1.23CPL1.04CPU1.42Cpk1.04Pp1.23PPL1.04PPU1.42Ppk1.04Cpm*OverallCapabilityCap

abilityPotential(Within)PPM<LSL0.00PPM>USL0.00PPMTotal0.00ObservedPerformancePPM<LSL889.53PPM>USL10.17PPMTotal899.

70Exp.WithinPerformancePPM<LSL873.02PPM>USL9.83PPMTotal882.86Exp.OverallPerformanceWithinOverallSPC:MaxTemperatureResinMelt

ingofDM519A14112711399857157432915115010050ObservationIndividualValue_X=86.3UCL=121.1LCL=51.5141127113998571574329151604530150ObservationMovingRan

ge__MR=13.08UCL=42.75LCL=011111111111CoolingTimeofDM519A(min)1411271139985715743291511501251007550ObservationIndiv

idualValue_X=75.0UCL=101.5LCL=48.5141127113998571574329151806040200ObservationMovingRange__MR=9.97UCL=32.58LCL=01111111111111111111111111111111Chub

MachineTimeofDM519A(min)ExampleofPSASPC:Y=f(time&temperature)4.5SPCStudy1.Leadership2.Education3.Control4.Measure674.6LabControl-Equipment1.Leadersh

ip2.Education3.Control4.Measure684.6LabControl-Calibration1.Leadership2.Education3.Control4.MeasureScrapReasonClassifyScrapR

easonClassify694.7ScrapAnalysisinNanHui1.Leadership2.Education3.Control4.MeasureNoImageNoImage70TQMCulture精益求精Wh

enFacingChallenge…PerformanceProductProcessPeoplePhilosophy1.HavingAMissionPhilosophyLeader2.DevelopATeamworkPeopleManager3.CreateAEffectiveProce

ssSupervisor4.MakingAQualityProductOperator5.AwardAGreatPerformanceLeaderABraveHeartFacingtheTroubleASma

rtHeadThinkingtheSolutionAQuickHandFixtheProblem71ThankYou!Learningfromyourcomment72