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

2GoalofTQM1.3FiveTenetsofTQM1.4ThreeElementsofTQM1.5ContinueImprovement1.6StructureofTQM1.TQMIntroduction2.TQMStudyinSongjiang&Na

nhuiQualityQualityTQMStudyTQMStudyProcessProcessOEEStudyOEEStudyEHSEHSRCMSStudyRCMSStudyQualityQualityTQ

MStudyTQMStudyProcessProcessOEEStudyOEEStudyEHSEHSRCMSStudyRCMSStudy22023/8/31.1WhatisTQM?➢TotalQualityManagemen

tmeansthattheorganization‘scultureisdefinedbyandsupportstheconstantattainmentofcustomersatisfactionthroughanintegratedsystemoftools,techniques

,andtraining.Thisinvolvesthecontinuousimprovementoforganizationalprocesses,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,….TQM

istheartofmanagingthewholetoachieveexcellence.31.2GoalofTQM?“Dotherightthingsrightthefirsttime,everytime.”•Atit’ssimplest,TQMisall

managersleadingandfacilitatingallcontributorsineveryone’stwomainobjectives:(1)Totalclientsatisfactionthroughqualityproductsandservices;(2)

Continuousimprovementstoprocesses,systems,people,suppliers,partners,products,andservices.41.Thecustomermakestheultimatedet

erminationofquality.2.TopManagementmustprovideleadershipandsupportforallqualityinitiatives.3.Preventingvariabil

ityisthekeytoproducinghighquality.4.Qualitygoalsareamovingtarget,therebyrequiringacommitmenttowardcontinuousi

mprovement.5.Improvingqualityrequirestheestablishmentofeffectivemetrics.Wemustspeakwithdataandfactsnotjustopinions.1.3Basic

TenetsofTQM1.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51.4ThreeElementsofTQMCountingCustomersCultureTools,tech

niques,andtrainingintheiruseforanalyzing,understanding,andsolvingqualityproblemsQualityforthecustomerasadrivingforceandcentralc

oncern.Sharedvaluesandbeliefs,expressedbyleaders,thatdefineandsupportquality.61.5ContinuousImprovementversusTraditionalApproach•Market-sharefocus

•Individuals•Focuson‘who”and“why”•Short-termfocus•Statusquofocus•Productfocus•Innovation•Firefighting•Customerfocus•Cross-functionalt

eams•Focuson“what”and“how”•Long-termfocus•Continuousimprovement•Processimprovementfocus•Incrementalimprovements•ProblemsolvingT

raditionalApproachContinuousImprovement71.6StructureofTQMCustomerFocusProcessImprovementTotalInvolvementLeadershipEducationandTrainingSupportivest

ructureCommunicationsRewardandrecognitionMeasurementContinuousImprovementObjectivePrinciplesElements82.1Cust

omer-DrivenQualityQualifyC.ReleaseReworkScrapQualityControlNoComplaintComplainOnlyGoodsReturnCounterclaimCustomerFeelingTechnicalServiceO

TIF/DistributionDocumentationRFUCustomerServiceValueDefinitionofZeroDefectQualityofProduct92023/8/32.12ATQMCultureWhenFacingChal

lenge…PerformanceProductProcessPeoplePhilosophy1.HavingAMissionPhilosophyLeader2.DevelopATeamworkPeo

pleManager3.CreateAEffectiveProcessSupervisor4.MakingAQualityProductOperator5.AwardAGreatPerformanceLeaderABraveHeartFacingtheTroubleASmar

tHeadThinkingtheSolutionAQuickHandFixtheProblem102.13Richard’sWords➢BeProfessionalandBePatient➢TaketheTroubletoM

e➢PushtheSuccessfultoAll➢EnjoyMistakeButDon’tRepeat➢DecisionAfterDiscussion➢SmallStepscauseBigChange➢BigVisionandDe

tailPerfect➢KeepSelfinDifficult➢DoItBetterOnceLoveIt➢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12TQMStudyProcessManagementinOperationsSongJiang&NanHui2007-2011RichardWang2011.2.1613TQMStu

dyTQMStructure1.LeadershipinTQM2.EducationinTQM3.ControlinTQMTQMCulture4.MeasureinTQM14TQMStructure1.Leadership2.Education

3.Control4.Measure1.1QualityVision1.3QualityAward1.4SixSigma2.5VisualFactory2.2JobTraining2.1Q-Training2.3Assessment2.4Docume

nts2.6PestControl1.5QMMeeting3.1VendorMgt3.2Deviation3.3Complaint3.4GoodsReturn3.5PID(MOC)3.6OnlineQC3.7OnlineWO2.7TQMAudit4.1TQMRatio4.2Qualif

yRatio4.3RFTRatio4.4COPQStudy4.5SPCStudy4.6LabControl4.7ScrapAnalysis1.2QualityTarget1.6Communicatio

n1.7VisitLevelTQM152023/8/31.Leadership2.Education3.Control4.Measure1.1QualityVisionQualityVisionunderHenkelWinningCultureandVisionValue

1.2QualityTargetHighstandardqualitytargetsbothlongtermandshortterm.1.3QualityAwardTomotivateteam’scontributiononqualityimprovement1.4SixSigmaCont

inuequalityimprovementbystudydeeperanddeeper1.5QualityMeetingRegularlyreviewthequalityperformance1.6CommunicationQualityc

ommunicationfromtoptobaseline1.7VisitLevelKeepvisitlevelanytimetocreateacleanworkingspace1.LeadershipinTQM161.Leadership1.1VisionWorldC

lassOperations2012WorldClassOperations2012OEE=90%OEE=90%TQM=99.7%TQM=99.7%RCMS=100%RCMS=100%➢➢Process

ingCostProcessingCost➢➢OEE&UtilizationOEE&Utilization➢➢ProductivityProductivity➢➢RightFirstTimeRightFirstTime➢➢OnTime&YieldOnTime&Yie

ld➢➢VisitLevelVisitLevel➢➢TQMRatioTQMRatio➢➢QAKEAuditQAKEAudit➢➢CustomerComplaintCustomerComplaint➢➢QualityCostQualityCost➢➢Inv

entoryQualityInventoryQuality➢➢ServiceLevelServiceLevel➢➢OccupationalSafetyOccupationalSafety➢➢ProcessSafety&ERProcessSafety&ER➢➢Distributi

onSafetyDistributionSafety➢➢Stewardship&PAStewardship&PA➢➢Energy&PollutionEnergy&Pollution➢➢CashofLostCash

ofLostLLeadershipeadershipIInnovationnnovationTTrainingrainingEExecutionxecutionRRecognitionecognitionCus

tomerCustomerPeoplePeopleFinancialFinancialVIAAuditVIAAuditOEEStudyOEEStudyUtilizationUtilizationProductivityProductivityMaintenanceMaintenance5

SLevel5SLevelServiceLevelServiceLevelJustInTimeJustInTimeLTFulfillmentLTFulfillmentTQMStudyTQMStudyComplaintRate

ComplaintRateCOPQofNESCOPQofNESPeopleSafetyPeopleSafetyProcessSafetyProcessSafetyLogisticSafetyLogisticSafetyEnergyDownEnergyDownPollutionDownPo

llutionDownCommunityCommunityContinuousImprovementContinuousImprovementToBeARoleModelLeadershipTeam&WorldClassOperationToBeARoleModelLead

ershipTeam&WorldClassOperationssSystem.System.SustainabilitySustainabilityFamilyFamilyTownHallTownHallTrainingTrainingTalentTale

ntAwardAwardTurnoverRateTurnoverRateSurveySurveyUPCUPCF&WofNESF&WofNESAOCostofNESAOCostofNESOSMIOSMIInventoryInventoryS

tocktakingStocktakingAAggloballoballleaderineaderinbbrandsrandsandandttechnologiesechnologiesCustomerC

ustomerPeoplePeopleFinancialFinancialVIAAuditVIAAuditOEEStudyOEEStudyUtilizationUtilizationProductivityProductivityMaintenanceMaintenan

ce5SLevel5SLevelServiceLevelServiceLevelJustInTimeJustInTimeLTFulfillmentLTFulfillmentTQMStudyTQMStudyComplaintRateComplaintRateC

OPQofNESCOPQofNESPeopleSafetyPeopleSafetyProcessSafetyProcessSafetyLogisticSafetyLogisticSafetyEnergyDownEnergyDownPollutionDownPollutionDownCom

munityCommunityContinuousImprovementContinuousImprovementToBeARoleModelLeadershipTeam&WorldClassOperationToBeARoleModelLeadershipTeam&WorldCla

ssOperationssSystem.System.SustainabilitySustainabilityFamilyFamilyTownHallTownHallTrainingTrainingTalen

tTalentAwardAwardTurnoverRateTurnoverRateSurveySurveyUPCUPCF&WofNESF&WofNESAOCostofNESAOCostofNESOSMIOSMIInventoryInventor

yStocktakingStocktakingAAggloballoballleaderineaderinbbrandsrandsandandttechnologiesechnologiesASystemPlantP

rocessMgt200720082009ACulturePlantTQM+OEE+RC201020112012SongjiangNanhui2.Education3.Control4.Measure171.1Winni

ngCulture&VIVAWorkshop1.Leadership2.Education3.Control4.MeasureHenkelWinningCultureHenkelWinningCulture汉高松江工厂汉高松江工厂SongjiangSon

gjiangStrategy2012Strategy2012HenkelWinningCultureHenkelWinningCulture汉高松江工厂汉高松江工厂SongjiangSongjiangStrategy2012Strategy20122009SongJiang2010

NanHuiHenkelHenkelNanHuiNanHuiVision&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&ValueWork

shopVision&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%QAKE

Audit%83%86%90%92%93%CustomerComplaint0.40%0.30%0.20%0.15%0.10%QualityCost(KRMB)957400300200100InventoryDays4030252220Inventor

y/NES%-8.0%7.0%6.0%5.0%ServiceLevel(OTIF)94%75%85%90%95%1.Leadership2.Education3.Control4.MeasureNanHui2010201120122013VisionServiceL

evel%80858890+10JustInTime%92949698+6LTFulfillment%94959697+3TQMRate%99.299.499.699.7+0.5ComplaintRate%0.130.120.110.10-0.10COPQofNE

S%0.60.50.40.3-0.3192023/8/31.3Quality(MR)AwardinSongjiang1.Leadership2.Education3.Control4.Measure202023/8/31.3Quality(

MR)AwardinNanHuiMRAwardProgramMRAwardProgramRichardWangRichardWang2011.1.82011.1.81.Leadership2.Education3.Control4.Measure2

12023/8/31.4SixSigmaImplementinSongjiang1.Leadership2.Education3.Control4.Measure222023/8/3DavyQinBenChengLuDongQingSugarGengKnightXuLinShunLi

1.4SixSigmaImplementinSongjiang1.Leadership2.Education3.Control4.Measure231.5QualityMeetingBothSongJiang&NanHui1.Leadership2.Edu

cation3.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%1281737

03999.64%99.05%0.92%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Dec当月统计*Count

erclaim*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SJVisitLevel1.52.02.53.03.54.0VisitLevel2.82.92.93.03.13.23.33.43.53.63.5JanFebMarAprMayJunJulAug

SepOctNovDec01234SortingSimplifyingSystematicCleaningStandardizingSustaining0.01.02.03.04.0ProductionWar

ehouseEngineeringLaboratoryAcheson持续改进ContinueImprovement-TownHallCommunication员工沟通1.Leadership2.Education3.Control4.

Measure252023/8/31.7KeepVisitLevelAnytimeTarget20121.Leadership2.Education3.Control4.Measure262023/8/31.7Keep

VisitLevelAnytime1.Leadership2.Education3.Control4.Measure272023/8/32.1Q-TrainingTrainingPlan,Trainingreco

rd,Trainingmaterial,Trainercenter2.2JobTrainingOnjobtrainingforoperatorandnewemployee2.3AssessmentBehaviorandskill

fulassessmentforoperator2.4DocumentQEHSManual,Procedure,WorkingInstruction,Record2.5VisualFactoryMonthlyreportofsiteoperations2.

6PestControlSpecialbehaviorchangingforallemployee2.7TQMAuditFindingtheopportunitytoimprove2.EducationinTQM1.Leadership2.Education3.

Control4.Measure282.1TrainerCenterinSongJiang1.Leadership2.Education3.Control4.Measure292.1Q-TrainingPlanBothSongJiang&NanHui1.

Leadership2.Education3.Control4.Measure302.1Q-TrainingBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure312.2JobTra

ininginSongJiang1.Leadership2.Education3.Control4.Measure322.2JobTraininginSongJiangGrowingOperatorsasChildren.they

arethequalitymakers.1.Leadership2.Education3.Control4.Measure332.3OperatorAssessmentinSongJiang&NanHui1.Leadership2.Education3.Control4.Measur

e342.4QEHSDocumentsinSongJiang1.Leadership2.Education3.Process4.Measure352.4QEHSDocumentsinSongJiang1.Leadership2.Education3.Process4.

Measure362.5VisualFactoryBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure372.6PestControlinSongJiang2010P

estControlInternalAssessment0246810PestControl6.06.06.46.47.27.27.67.67.67.67.2JanFebMarAprMayJunJul

AugSepOctNovDec2010PestControlAuditFindings0246810Performance(#)00000000000Activities(#)44111110101Record(#)00010000000Equipment(#)11321

101011JanFebMarAprMayJunJulAugSepOctNovDec1.Leadership2.Education3.Control4.Measure382.6PestControlinSongJiang1.Leadership2.Education3.Control4.Measu

re392023/8/32.7TQMAuditinSongJiang1.Leadership2.Education3.Control4.Measure402.7ProcessAuditinSongJiang1.Leadership2.Education

3.Control4.Measure413.1VendorManagementQualitycontrolfromselectqualifyvendor3.2DeviationControlQualityco

ntrolwithinHenkeloperationprocess3.3CustomerComplaintQuickandRightfeedbacktocustomerandactionfollowup3.4Go

odsReturnQEHSManual,Procedure,WorkingInstruction,Record3.5PIDControlQualitycontrolfromnewProduct,RM,ProcessC

hange.3.6OnlineQCTestrecordinfirsttimetonetworkwithinoperation.3.7OnlineProductionBatchRecordinfirsttimetonetworkwithinoperation.3.ControlinTQM1.

Leadership2.Education3.Control4.Measure421.Leadership2.Education3.Control4.Measure3.ControlByProcessDriven433.1VendorImproveme

ntBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure443.2DeviationControlBothSongJiang&NanHui1.Leaders

hip2.Education3.Control4.Measure453.3CustomerComplaintBothSongJiang&NanHui1.Leadership2.Education3.Control4.Measure463.4GoodsReturnBo

thSongJiang&NanHui1.Leadership2.Education3.Control4.Measure473.5ProductImprovement&Development1.Leadership2.Education3.Control4.Measure4

83.6QCOnlineTestinSongJiang1.Leadership2.Education3.Control4.Measure493.6QCOnlineTestinSongJiang1.Leadership2.Education3.Cont

rol4.Measure503.6COAinSongJiang1.Leadership2.Education3.Control4.Measure513.6QCOnlineTestinNanHui1.Leadership2.Education3.Control4.Measure523.6QCO

nlineTestinNanHui1.Leadership2.Education3.Control4.Measure533.6QualityTracinginNanHui1.Leadership2.Education3.Control4.Measure543.6COAinNanHui

1.Leadership2.Education3.Control4.Measure553.7OnlineWORecordinSongJiang1.Leadership2.Education3.Control4.Measure561.Leadership2.Education3.Control

4.Measure3.7OnlineWORecordinSongJiang571.Leadership2.Education3.Control4.Measure3.7OnlineWORecordinNanHui584.1TQMRatioAcreativemeasureme

ntforzerodefectconception.Byquantity,ByBatches,ByValue4.2QualifyRatioTomeasurefinishproductqualityratio,Byquantit

y,ByBatches,ByValue4.3RFTRatioTomeasurebatchprocesscontrollevel4.4COPQStudyTostudydirectandindirectcostlossduetopoorquality.4.

5SPCStudyTostudythebestcontrolpointinprocesstoimprovequality4.6LabControlQualitycontrolneedtohaveaneffectiv

eeyes.4.7ScrapAnalysisTakeresponsibleactiontoownerafterqualitylosslearning4.MeasureinTQM1.Leadership2.Education3.Control4.Measure594.ZeroD

efectConceptQualityQualifyC.ReleaseReworkScrapQualityControlNoComplaintComplainOnlyGoodsReturnCounterclaimCustomerFe

elingTechnicalServiceOTIF/DistributionDocumentationRFUCustomerServiceValueDefinitionofZeroDefectFocus:QualityofProduct1.Le

adership2.Education3.Control4.Measure602023/8/31.Leadership2.Education3.Control4.Measure4.MeasurebyDataDriven614.1TQMinSongJiang1.Leadership2

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

adership2.Education3.Control4.Measure644.3RFTMeasureinSongJiang&NanHui1.Leadership2.Education3.Control4.

Measure651DefinitionofCOPQDefinitionofCOPQ::ControlCustomerTravelCostforCase(RMB/Case)TravelCostforSpecialI

nvestigation(RMB/Case)InvestigateQCInspectionCost(RMB/kg)TestQuantityofPoorQualityRelate(kg)QtyIssueYieldlostduringrework

%LostProductprofitinlineaverage(RMB/kg)ProfitEnvironmentalTreatmentcost(RMB/kg)TreatAverageTransportationCost(RMB/kg)LogisticQu

antityofWorkOrderBatch(kg)QtyPackageMaterial(RMB/kg)PMCountclaimCostforCase(RMB/Case)CountclaimRawMaterialCost(RMB/kg)RMCMan

ufactureCost(RMB/kg)MFGCostofPoorQualityCOPQ4.4COPQStudy1.Leadership2.Education3.Control4.Measure140138136134132130LSLUSLLSL

130Target*USL140SampleMean138.427SampleN143StDev(Within)1.40915StDev(Overall)1.40667ProcessDataCp1.18CPL

1.99CPU0.37Cpk0.37Pp1.18PPL2.00PPU0.37Ppk0.37Cpm*OverallCapabilityPotential(Within)CapabilityPPM<LSL0.00

PPM>USL48951.05PPMTotal48951.05ObservedPerformancePPM<LSL0.00PPM>USL132087.38PPMTotal132087.38Exp.WithinPerformance

PPM<LSL0.00PPM>USL131667.01PPMTotal131667.02Exp.OverallPerformanceWithinOverallSPC:MaxTemperatureRubberMeltingofDM519A661301281261241

22120LSLUSLLSL120Target*USL130SampleMean124.231SampleN143StDev(Within)1.35392StDev(Overall)1.35154ProcessDataCp1.23CPL1.04CPU1.42Cpk1.04Pp1.23

PPL1.04PPU1.42Ppk1.04Cpm*OverallCapabilityCapabilityPotential(Within)PPM<LSL0.00PPM>USL0.00PPMTotal0.00ObservedPerformancePPM<LSL889.

53PPM>USL10.17PPMTotal899.70Exp.WithinPerformancePPM<LSL873.02PPM>USL9.83PPMTotal882.86Exp.OverallPerforman

ceWithinOverallSPC:MaxTemperatureResinMeltingofDM519A14112711399857157432915115010050ObservationIndividualValue_X=86.3UCL=121.1LCL=51.514112

7113998571574329151604530150ObservationMovingRange__MR=13.08UCL=42.75LCL=011111111111CoolingTimeofDM519A(min)1411271139985715743291511501251007550Obs

ervationIndividualValue_X=75.0UCL=101.5LCL=48.5141127113998571574329151806040200ObservationMovingRange__MR=9.

97UCL=32.58LCL=01111111111111111111111111111111ChubMachineTimeofDM519A(min)ExampleofPSASPC:Y=f(time&temperature)4.5SPCStudy1.Leadership2.Educ

ation3.Control4.Measure674.6LabControl-Equipment1.Leadership2.Education3.Control4.Measure684.6LabControl-Calibration1.Leader

ship2.Education3.Control4.MeasureScrapReasonClassifyScrapReasonClassify694.7ScrapAnalysisinNanHui1.Leadership2.Education3.Cont

rol4.MeasureNoImageNoImage70TQMCulture精益求精WhenFacingChallenge…PerformanceProductProcessPeoplePhilosophy1.Hav

ingAMissionPhilosophyLeader2.DevelopATeamworkPeopleManager3.CreateAEffectiveProcessSupervisor4.MakingAQualityProd

uctOperator5.AwardAGreatPerformanceLeaderABraveHeartFacingtheTroubleASmartHeadThinkingtheSolutionAQuickHandFi

xtheProblem71ThankYou!Learningfromyourcomment72