品質經營

1. 品質經營 郭倉義 kuo@bm.nsysu.edu.tw

2. Kaizen 今井正明 • Ongoing improvement involves everyone • Top management • Managers • Workers • A culture of supporting quality improvement • more important than the use of any specific tools

3. Kaizen • The unifying thread running through • The philosophy • The systems • The problem-solving tools developed of Japanese quality movement

4. Japanese ≠ Kaizen

6. Japanese management Kaizen Process-oriented way of thinking Western management Innovation Result-oriented thinking

7. Process-oriented management • Evaluation of quality control circles • Numbers of problems solved • NOT the amount of money saved • How the problems are approached • Do they considered the company’s current situation • Do they consider safety, quality, and cost • Do they improve work standard • Directed at people’s efforts • Managers need to work with employees jointly

8. Risks of result-oriented management • Lacking long term strategy • 貸款有嚴密的審核機制 • 作業人員的收入主要靠佣金 • 高層需要業績來拉抬股價 unethical mortgage practice 雙卡風暴、次貸 (Sub prime mortgage) • 豐田汽車德州廠 2008 • Full size pickup 停工 4 個月 消化滯銷車 教育訓練 no layoff

9. Missing new ideas and innovation • Manage failure 失敗學 • Pfizer, compound UK-92,480 treatment of angina (心絞痛) • promising in the lab and in animal tests • little benefit in clinical trials in humans • Apple NeXT system • Macintosh

10. Negative false • Xerox’s Palo Alto Research Center lab • Terminated Ethernet (by 3Com) and PostScript (by Adobe) • The Document Company, not a software company • http://hbswk.hbs.edu/item/3807.html

11. Climate features innovation • Rapid expending markets • Increasing sales more important than reducing cost • Consumers oriented more toward quantity rather than quality • Abundant and low-cost resources • A belief that success with innovative product will offset sluggish performance

12. Climate favors Kaizen • Sharp increase in the costs of material, energy, and labor • Overcapacity of production facilities • Increasing competitions • 資訊不對稱的消失 • Need to introduce new products more rapidly • Need to lower the breakeven point

13. Kaizen Culture • A corporate culture in which everyone can freely admit these problems • A systematic and collaborative approach to cross-functional problem-solving • Internal, Next process is customer • External, suppliers

14. Kaizen Culture • A customer-driven strategy for improvement • Quality, cost, schedule, and delivery requirements • Emphasis on process • Result is not the only thing and everything • Support and acknowledge people’s process-oriented efforts for improvement

15. Kaizen and management Innovation Kaizen Maintenance Top Mgnt Middle Mgnt Supervisor Worker

16. QC Circles • Primarily focus on • Cost, safety, and productivity • Indirectly to product-quality improvement • Account for only 10% - 30% of the overall TQC efforts in Japanese companies • 品質是製造出來的 • 品質是設計出來的 • Making improvements in the workplace

17. Key phrases of TQC • Speak with data, 數據會說話 • Quality first, not profit first • Quality at source, 源頭管理 • The next process is the customer • Customer-oriented TQC • TQC starts with training and ends with training

18. Speak with data • Emphasize the use of data However, aware of • False data, • Mistaken data, • Immeasurable

19. Quality First • Making the top quality products (1st) • At the low cost (2nd) • In large quantity (3rd) • From the very beginning • Toyota 線邊檢貨 • McDonald’s 50 秒點餐革命 • 1對1服務 (used to be) • 2對1服務 (一人點餐+收銀、一人給餐)

20. Quality at source • Ask “why” 5 times • The real cause of a machine stoppage • Question 1: Why did the machine stop? • Answer 1: Because the fuse blew due to an overload • Question 2: Why was there an overload? • Answer 2: Because the bearing lubrication was inadequate. • Question 3: Why was the lubrication inadequate? • ……

21. The next process is the customer • Mass production age • The person making the products neither knows nor care who the customers are • The design engineer’s customers • The manufacturing people • (End customers)

22. Customer-oriented TQC, • Not manufacturer-oriented TQC • Build a system for designing, developing, producing, and servicing products to satisfy their customers • 華航 – 退票作業 • 要求旅客繳回機票正本 • 不告訴旅客如何 follow up • Cf. 以客為尊?

23. TQC starts with training and ends with training • Building quality into people

24. Cross-functional management to facilitate Kaizen • “Quality at source” means TQC should be extended to include • Vendors • Suppliers • subcontractors

25. Follow the PDCA cycle • Problem-solving • Management • Design – Plan: product design corresponds to the planning phase of management • Production – Do: making products as designed • Sale – Check: customers satisfied? • Research – Action: how to approach complaints

26. Not PDCF Plan Do Check Fight/fire! No layoff policy Virginia Mason Medical Center, Seattle, WA 改善造就『冗員』 Redeploys employees Training Kaizen Promotion Office Toyota’s suppliers support center

27. Use the QC story to persuade • Case study of shortening telephone waiting time • kaizenStory.doc

28. Standardize the results • There can be no improvement where there are no standards • A way of spreading the benefits of improvement throughout the organization

29. Cross Functional Management at Toyota • Clarify its quality goals and deploy them to all employees at every level • Establish a system of close coordination among different department • toyotaXfun.doc

30. 品質屋