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

ofTQM1.4ThreeElementsofTQM1.5ContinueImprovement1.6StructureofTQM1.TQMIntroduction2.TQMStudyinSongjiang&NanhuiQualityQualityTQMStud

yTQMStudyProcessProcessOEEStudyOEEStudyEHSEHSRCMSStudyRCMSStudyQualityQualityTQMStudyTQMStudyProcessProcess

OEEStudyOEEStudyEHSEHSRCMSStudyRCMSStudy22023/8/31.1WhatisTQM?➢TotalQualityManagementmeansthattheorganization‘scultureisdefin

edbyandsupportstheconstantattainmentofcustomersatisfactionthroughanintegratedsystemoftools,techniques,andtraining.Thisinvolvesthecontinuousimprove

mentoforganizationalprocesses,resultinginhighqualityproductsandservices.➢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?“Dotherightthingsrightth

efirsttime,everytime.”•Atit’ssimplest,TQMisallmanagersleadingandfacilitatingallcontributorsineveryone’stwomainobjectives:(1)

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

oducts,andservices.41.Thecustomermakestheultimatedeterminationofquality.2.TopManagementmustprovideleadershipandsup

portforallqualityinitiatives.3.Preventingvariabilityisthekeytoproducinghighquality.4.Qualitygoalsareamo

vingtarget,therebyrequiringacommitmenttowardcontinuousimprovement.5.Improvingqualityrequirestheestablishmentofeffectivemetr

ics.Wemustspeakwithdataandfactsnotjustopinions.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51.4Thr

eeElementsofTQMCountingCustomersCultureTools,techniques,andtrainingintheiruseforanalyzing,understanding,andsolvingqualityproblemsQualityforthec

ustomerasadrivingforceandcentralconcern.Sharedvaluesandbeliefs,expressedbyleaders,thatdefineandsupportquali

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

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

nt•Processimprovementfocus•Incrementalimprovements•ProblemsolvingTraditionalApproachContinuousImprovement71.6StructureofTQMCu

stomerFocusProcessImprovementTotalInvolvementLeadershipEducationandTrainingSupportivestructureCommunica

tionsRewardandrecognitionMeasurementContinuousImprovementObjectivePrinciplesElements82.1Customer-DrivenQualityQualifyC.R

eleaseReworkScrapQualityControlNoComplaintComplainOnlyGoodsReturnCounterclaimCustomerFeelingTechnicalServiceOTIF/DistributionDocumentationRFUCus

tomerServiceValueDefinitionofZeroDefectQualityofProduct92023/8/32.12ATQMCultureWhenFacingChallenge…PerformancePr

oductProcessPeoplePhilosophy1.HavingAMissionPhilosophyLeader2.DevelopATeamworkPeopleManager3.CreateAEffec

tiveProcessSupervisor4.MakingAQualityProductOperator5.AwardAGreatPerformanceLeaderABraveHeartFacingtheTroubleASmartHeadThinkin

gtheSolutionAQuickHandFixtheProblem102.13Richard’sWords➢BeProfessionalandBePatient➢TaketheTroubletoMe➢PushtheSuccessfultoAll➢EnjoyMistakeButDon’tRe

peat➢DecisionAfterDiscussion➢SmallStepscauseBigChange➢BigVisionandDetailPerfect➢KeepSelfinDifficult➢DoItBetterOnceLove

It➢RepeatToInnovate➢OperatorisAChild➢QualityisACulture➢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

.14TQMTrainingAssessmentTQM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12TQMStudyProcessManagementinOpe

rationsSongJiang&NanHui2007-2011RichardWang2011.2.1613TQMStudyTQMStructure1.LeadershipinTQM2.EducationinTQM3.ControlinTQMTQMCulture4.Me

asureinTQM14TQMStructure1.Leadership2.Education3.Control4.Measure1.1QualityVision1.3QualityAward1.4SixSig

ma2.5VisualFactory2.2JobTraining2.1Q-Training2.3Assessment2.4Documents2.6PestControl1.5QMMeeting3.1VendorMgt3.2Deviation3.3Complaint3.4Goo

dsReturn3.5PID(MOC)3.6OnlineQC3.7OnlineWO2.7TQMAudit4.1TQMRatio4.2QualifyRatio4.3RFTRatio4.4COPQStudy4.5SPCStudy4.6LabControl4.7

ScrapAnalysis1.2QualityTarget1.6Communication1.7VisitLevelTQM152023/8/31.Leadership2.Education3.Control4.Measur

e1.1QualityVisionQualityVisionunderHenkelWinningCultureandVisionValue1.2QualityTargetHighstandardqualitytargetsbothlongtermandshortterm.1.3QualityAwa

rdTomotivateteam’scontributiononqualityimprovement1.4SixSigmaContinuequalityimprovementbystudydeeperanddeeper1.5QualityMeetingRegula

rlyreviewthequalityperformance1.6CommunicationQualitycommunicationfromtoptobaseline1.7VisitLevelKeepvisitlevelanytimetocreatea

cleanworkingspace1.LeadershipinTQM161.Leadership1.1VisionWorldClassOperations2012WorldClassOperations2012OEE=

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

➢RightFirstTimeRightFirstTime➢➢OnTime&YieldOnTime&Yield➢➢VisitLevelVisitLevel➢➢TQMRatioTQMRatio➢➢QAKEAuditQAKEAudit➢➢Cus

tomerComplaintCustomerComplaint➢➢QualityCostQualityCost➢➢InventoryQualityInventoryQuality➢➢ServiceLevelServiceLevel➢➢OccupationalSa

fetyOccupationalSafety➢➢ProcessSafety&ERProcessSafety&ER➢➢DistributionSafetyDistributionSafety➢➢Stewardship&PAStewardship&PA➢➢Ene

rgy&PollutionEnergy&Pollution➢➢CashofLostCashofLostLLeadershipeadershipIInnovationnnovationTTrainingrainingEE

xecutionxecutionRRecognitionecognitionCustomerCustomerPeoplePeopleFinancialFinancialVIAAuditVIAAuditOEEStudyOEEStudyUtilizationUtiliz

ationProductivityProductivityMaintenanceMaintenance5SLevel5SLevelServiceLevelServiceLevelJustInTimeJustInTimeLTFulfillmentLTFulfillmentTQMStud

yTQMStudyComplaintRateComplaintRateCOPQofNESCOPQofNESPeopleSafetyPeopleSafetyProcessSafetyProcessSafetyLog

isticSafetyLogisticSafetyEnergyDownEnergyDownPollutionDownPollutionDownCommunityCommunityContinuousImpr

ovementContinuousImprovementToBeARoleModelLeadershipTeam&WorldClassOperationToBeARoleModelLeadershipTeam&WorldClassOperationssS

ystem.System.SustainabilitySustainabilityFamilyFamilyTownHallTownHallTrainingTrainingTalentTalentAwardAwardTurnoverRateTurnove

rRateSurveySurveyUPCUPCF&WofNESF&WofNESAOCostofNESAOCostofNESOSMIOSMIInventoryInventoryStocktakingStocktakingAAggloballoballleaderineaderinbbrands

randsandandttechnologiesechnologiesCustomerCustomerPeoplePeopleFinancialFinancialVIAAuditVIAAuditOEEStudyOEEStudyUtilization

UtilizationProductivityProductivityMaintenanceMaintenance5SLevel5SLevelServiceLevelServiceLevelJustInT

imeJustInTimeLTFulfillmentLTFulfillmentTQMStudyTQMStudyComplaintRateComplaintRateCOPQofNESCOPQofNESPeopleSafetyPeopleSafetyProcessSafe

tyProcessSafetyLogisticSafetyLogisticSafetyEnergyDownEnergyDownPollutionDownPollutionDownCommunityComm

unityContinuousImprovementContinuousImprovementToBeARoleModelLeadershipTeam&WorldClassOperationToBeARoleModelL

eadershipTeam&WorldClassOperationssSystem.System.SustainabilitySustainabilityFamilyFamilyTownHallTownHallTrainingTraining

TalentTalentAwardAwardTurnoverRateTurnoverRateSurveySurveyUPCUPCF&WofNESF&WofNESAOCostofNESAOCostofNESOSMIOSMIInventor

yInventoryStocktakingStocktakingAAggloballoballleaderineaderinbbrandsrandsandandttechnologiesechnologiesASystemPlantProcessM

gt200720082009ACulturePlantTQM+OEE+RC201020112012SongjiangNanhui2.Education3.Control4.Measure171.1Winning

Culture&VIVAWorkshop1.Leadership2.Education3.Control4.MeasureHenkelWinningCultureHenkelWinningCultur

e汉高松江工厂汉高松江工厂SongjiangSongjiangStrategy2012Strategy2012HenkelWinningCultureHenkelWinningCulture汉高松江工

厂汉高松江工厂SongjiangSongjiangStrategy2012Strategy20122009SongJiang2010NanHuiHenkelHenkelNanHuiNanHuiVision&ValueWorkshop

Vision&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181.2QualityTa

rgetSongjiang20082009201020112012TQM%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.Leader

ship2.Education3.Control4.MeasureNanHui2010201120122013VisionServiceLevel%80858890+10JustInTime%92949698+6LTFulfillment%

94959697+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)AwardinSongjiang1.Leadership2.Education3.Control4.Measure202023/8/31.3Quality(MR)AwardinNanHuiMRAwardProgramMRA

wardProgramRichardWangRichardWang2011.1.82011.1.81.Leadership2.Education3.Control4.Measure212023/8/31.4SixSi

gmaImplementinSongjiang1.Leadership2.Education3.Control4.Measure222023/8/3DavyQinBenChengLuDongQingSugarGengKn

ightXuLinShunLi1.4SixSigmaImplementinSongjiang1.Leadership2.Education3.Control4.Measure231.5QualityMeeting

BothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure241.6Communication:TownHallMonthlyinNanHui054112399.9%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QCRejectBatchQC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%12817370399

9.64%99.05%0.92%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QCRate%QC率2010YTD今年累

计TQM2010Target=99.2%COPQofNESTarget=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QCRate%QC率2010YTD今年累计TQM2010Target=99.2%COPQofNESTarget=0.6%COPQofNES%TQMRate%TQM率SJVisitLevel1.52.02.53.03.54.0

VisitLevel2.82.92.93.03.13.23.33.43.53.63.5JanFebMarAprMayJunJulAugSepOctNovDec01234SortingSimplifyingSy

stematicCleaningStandardizingSustaining0.01.02.03.04.0ProductionWarehouseEngineeringLaboratoryAcheson持续改进ContinueImprovement-

TownHallCommunication员工沟通1.Leadership2.Education3.Control4.Measure252023/8/31.7KeepVisitLevelAnytimeTarget20121.Leadership2.E

ducation3.Control4.Measure262023/8/31.7KeepVisitLevelAnytime1.Leadership2.Education3.Control4.Measure272023/8/32.1Q-TrainingTrainingPl

an,Trainingrecord,Trainingmaterial,Trainercenter2.2JobTrainingOnjobtrainingforoperatorandnewemployee2.3AssessmentBehaviorandskillfula

ssessmentforoperator2.4DocumentQEHSManual,Procedure,WorkingInstruction,Record2.5VisualFactoryMonthlyreport

ofsiteoperations2.6PestControlSpecialbehaviorchangingforallemployee2.7TQMAuditFindingtheopportunitytoimprov

e2.EducationinTQM1.Leadership2.Education3.Control4.Measure282.1TrainerCenterinSongJiang1.Leadership2.Education3.Control4.Measure292.1Q

-TrainingPlanBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure302.1Q-TrainingBothSongJiang&NanHui1.Leadership2.Education3.C

ontrol4.Measure312.2JobTraininginSongJiang1.Leadership2.Education3.Control4.Measure322.2JobTraininginSongJiangGrowingOpera

torsasChildren.theyarethequalitymakers.1.Leadership2.Education3.Control4.Measure332.3OperatorAssessmentinSongJiang&NanHu

i1.Leadership2.Education3.Control4.Measure342.4QEHSDocumentsinSongJiang1.Leadership2.Education3.Process4.Me

asure352.4QEHSDocumentsinSongJiang1.Leadership2.Education3.Process4.Measure362.5VisualFactoryBothSongJiang&N

anHui1.Leadership2.Education3.Control4.Measure372.6PestControlinSongJiang2010PestControlInternalAssessment0246810PestControl6.06.06.

46.47.27.27.67.67.67.67.2JanFebMarAprMayJunJulAugSepOctNovDec2010PestControlAuditFindings0246810Performance(#)00000000

000Activities(#)44111110101Record(#)00010000000Equipment(#)11321101011JanFebMarAprMayJunJulAugSepOctN

ovDec1.Leadership2.Education3.Control4.Measure382.6PestControlinSongJiang1.Leadership2.Education3.Control4.Measure392023/8/32.7

TQMAuditinSongJiang1.Leadership2.Education3.Control4.Measure402.7ProcessAuditinSongJiang1.Leadership2.Education

3.Control4.Measure413.1VendorManagementQualitycontrolfromselectqualifyvendor3.2DeviationControlQualitycontrolw

ithinHenkeloperationprocess3.3CustomerComplaintQuickandRightfeedbacktocustomerandactionfollowup3.4Goo

dsReturnQEHSManual,Procedure,WorkingInstruction,Record3.5PIDControlQualitycontrolfromnewProduct,RM,ProcessChange.3.6OnlineQCTestrecordinfirsttimeton

etworkwithinoperation.3.7OnlineProductionBatchRecordinfirsttimetonetworkwithinoperation.3.ControlinTQM1.Leadership2.Education3.Contro

l4.Measure421.Leadership2.Education3.Control4.Measure3.ControlByProcessDriven433.1VendorImprovementBothSongJiang&NanHui1.Leadership

2.Education3.Control4.Measure443.2DeviationControlBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure453.3CustomerComplai

ntBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure463.4GoodsReturnBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measu

re473.5ProductImprovement&Development1.Leadership2.Education3.Control4.Measure483.6QCOnlineTestinSongJian

g1.Leadership2.Education3.Control4.Measure493.6QCOnlineTestinSongJiang1.Leadership2.Education3.Control4.Measure503.6

COAinSongJiang1.Leadership2.Education3.Control4.Measure513.6QCOnlineTestinNanHui1.Leadership2.Education3.Control

4.Measure523.6QCOnlineTestinNanHui1.Leadership2.Education3.Control4.Measure533.6QualityTracinginNanHui1.Le

adership2.Education3.Control4.Measure543.6COAinNanHui1.Leadership2.Education3.Control4.Measure553.7OnlineWORecordinSongJi

ang1.Leadership2.Education3.Control4.Measure561.Leadership2.Education3.Control4.Measure3.7OnlineWORecordinSongJiang571.Leadership2.Education3.Cont

rol4.Measure3.7OnlineWORecordinNanHui584.1TQMRatioAcreativemeasurementforzerodefectconception.Byquan

tity,ByBatches,ByValue4.2QualifyRatioTomeasurefinishproductqualityratio,Byquantity,ByBatches,ByValue4.3RFTRatioTomeasurebatchprocesscontro

llevel4.4COPQStudyTostudydirectandindirectcostlossduetopoorquality.4.5SPCStudyTostudythebestcontrolpointinprocessto

improvequality4.6LabControlQualitycontrolneedtohaveaneffectiveeyes.4.7ScrapAnalysisTakeresponsibleactiontoownerafterqualityloss

learning4.MeasureinTQM1.Leadership2.Education3.Control4.Measure594.ZeroDefectConceptQualityQualifyC.ReleaseReworkScrapQ

ualityControlNoComplaintComplainOnlyGoodsReturnCounterclaimCustomerFeelingTechnicalServiceOTIF/Distributio

nDocumentationRFUCustomerServiceValueDefinitionofZeroDefectFocus:QualityofProduct1.Leadership2.Education3.Control4.Measure

602023/8/31.Leadership2.Education3.Control4.Measure4.MeasurebyDataDriven614.1TQMinSongJiang1.Leadership2.Edu

cation3.Control4.Measure624.1TQMMeasureinNanHui1.Leadership2.Education3.Control4.Measure634.2QualifyMeasureinSongJiang&NanHui1.L

eadership2.Education3.Control4.Measure644.3RFTMeasureinSongJiang&NanHui1.Leadership2.Education3.Control4

.Measure651DefinitionofCOPQDefinitionofCOPQ::ControlCustomerTravelCostforCase(RMB/Case)TravelCostforSpecial

Investigation(RMB/Case)InvestigateQCInspectionCost(RMB/kg)TestQuantityofPoorQualityRelate(kg)QtyIssueYieldlostduringrewor

k%LostProductprofitinlineaverage(RMB/kg)ProfitEnvironmentalTreatmentcost(RMB/kg)TreatAverageTransportationCost(RMB/kg)Logi

sticQuantityofWorkOrderBatch(kg)QtyPackageMaterial(RMB/kg)PMCountclaimCostforCase(RMB/Case)CountclaimR

awMaterialCost(RMB/kg)RMCManufactureCost(RMB/kg)MFGCostofPoorQualityCOPQ4.4COPQStudy1.Leadership2.Education3.Control4.Measu

re140138136134132130LSLUSLLSL130Target*USL140SampleMean138.427SampleN143StDev(Within)1.40915StDev(Overall)1.40667ProcessDataCp1.18CPL

1.99CPU0.37Cpk0.37Pp1.18PPL2.00PPU0.37Ppk0.37Cpm*OverallCapabilityPotential(Within)CapabilityPPM<LSL0.00PPM>USL48951.05PPMTotal48951.05Observ

edPerformancePPM<LSL0.00PPM>USL132087.38PPMTotal132087.38Exp.WithinPerformancePPM<LSL0.00PPM>USL131667.01PPMTotal131667.02Exp.OverallPerfor

manceWithinOverallSPC:MaxTemperatureRubberMeltingofDM519A66130128126124122120LSLUSLLSL120Target*USL130SampleMean124

.231SampleN143StDev(Within)1.35392StDev(Overall)1.35154ProcessDataCp1.23CPL1.04CPU1.42Cpk1.04Pp1.23PPL1.04PPU1.42Ppk1.04Cpm*OverallCapabilityC

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

otal899.70Exp.WithinPerformancePPM<LSL873.02PPM>USL9.83PPMTotal882.86Exp.OverallPerformanceWithinOverallSPC:MaxTemperature

ResinMeltingofDM519A14112711399857157432915115010050ObservationIndividualValue_X=86.3UCL=121.1LCL=51.514112711399857157432915160453

0150ObservationMovingRange__MR=13.08UCL=42.75LCL=011111111111CoolingTimeofDM519A(min)14112711399857157432915115012510075

50ObservationIndividualValue_X=75.0UCL=101.5LCL=48.5141127113998571574329151806040200ObservationMovingRange__MR=9.97UCL=32.58LCL=011111111111111111

11111111111111ChubMachineTimeofDM519A(min)ExampleofPSASPC:Y=f(time&temperature)4.5SPCStudy1.Leadersh

ip2.Education3.Control4.Measure674.6LabControl-Equipment1.Leadership2.Education3.Control4.Measure684.6LabControl-Calibration1.Leadership2.Educati

on3.Control4.MeasureScrapReasonClassifyScrapReasonClassify694.7ScrapAnalysisinNanHui1.Leadership2.Education3.Control4.

MeasureNoImageNoImage70TQMCulture精益求精WhenFacingChallenge…PerformanceProductProcessPeoplePhilosophy1.HavingAMissionPhilosophyL

eader2.DevelopATeamworkPeopleManager3.CreateAEffectiveProcessSupervisor4.MakingAQualityProductOperator5.AwardAGreatPerfor

manceLeaderABraveHeartFacingtheTroubleASmartHeadThinkingtheSolutionAQuickHandFixtheProblem71ThankYou!Learningfrom

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