1. Increasingly drastic changes:

2. Customers who have the upper hand

3. Ubiquitous competition (competition)

A group: refers to products, services, processes, activities, organizations or their combination/

The higher the inherent characteristics meet the requirements, the better the quality

apparent, potential

External, internal: the next link within the organization is the customer of the previous link

External, internal: the previous link within the organization is the supplier of the next link

1. "Quality" means those product characteristics that satisfy customers' needs and thereby satisfy them. It is a source of customer satisfaction and will lead to increased costs.

2. "Quality" means freedom from defects, that is, the absence of errors that require rework or lead to field failures, customer dissatisfaction, customer complaints, etc. It is the cause of customer dissatisfaction and will lead to cost reduction.

Charming traits will gradually evolve into necessary traits

technology

Business

Accounting

finance

Safety

manage

Functions of management: the specific activities included in management

Reason: There is a principal-agent relationship between managers, the board of directors, and shareholders, which needs to be motivated and restricted.

The definition of quality management in the ISO9000 standard: the coordinated activities of an organization that directs and controls quality.

The International Organization for Standardization has established seven quality management principles based on the comprehensive extraction of practical experience and theoretical analysis of contemporary quality management.

Control quality through inspection and check afterward

Beginning in 1924, Shewhart (US) published "Economic Control of Product Manufacturing Quality" in 1931.

Focus of quality management: ensuring product quality meets specifications and standards

Using mathematical statistics methods, the quality management during this period is called statistical quality control (SQC)

In 1956, Feigenbaum (US) first proposed "Total Quality Management (TQC)"

Japan is the best practitioner of quality management

In 1987, ISO released the ISO9000 family of international standards for quality management systems.

my country: Total quality management is summarized as "three completes"

In 1978, my country began to learn from Japanese and other total quality management theories.

Equivalent to ISO9000 in 1988

Equivalent to ISO9000 in 1994

In December 1996, the State Council issued the "Quality Promotion Outline 2000-2010": the content can be found online

Four aspects summarized by Deming’s 14 points:

Quality is the concept of "fitness"

Emphasize the importance of customer orientation

Quality Improvement Trilogy

crucial few principles

Established in 1951 (earliest)

Two categories:

10 review items:

Established in 1987, the Malcolm Baldrige National Quality

Purpose:

Established in 1992, it put forward comprehensive requirements for model enterprises

This "European Performance Excellence Model" puts forward the comprehensive requirements for a model enterprise. The European Quality Award's performance excellence model is based on the following eight basic concepts:

ISO9000: 2015 "Quality Management System-Basics and Terminology"

ISO9001:2015 "Quality Management System-Requirements"

ISO9004:2018 "Quality Management System-Performance Improvement Guide"

ISO19011:2011 "Quality and/or Environmental Management System Audit Guide"

Achieving high quality, low cost and high productivity through process control and improvement is the most effective way of modern enterprise management

The ISO9000 family of standards stipulates the quality management process, and the quality management system is a collection of management processes.

Basic contents of quality management system (what management processes?)

The effectiveness and efficiency of resource management, product realization and process improvement depends on the organization's management

In a certain sense, the various award criteria called "Excellence Performance Model" can be regarded as the specific implementation details of TQM. The first country to implement the "Performance Excellence Model" is Japan. In terms of basic purpose, the purpose of the ISO9000 family of standards is to promote trade activities between enterprises and countries. For this purpose, the ISO9000 family of standards mainly focuses on supplier organizations. Those functions that most directly affect product quality are expected to be implemented by the vast majority of supplier organizations. ISO9001 is a standard regarding quality system requirements. It is used in bilateral contracts or third-party certifications. The scope of ISO9001 is better than the performance excellence model. Or the scope of the quality award should be narrower. ISO9004 is a standard in the ISO9000 family that provides performance improvement guidelines for organizations. It covers a wider scope and deeper level than the requirements of ISO9001, and is therefore closer to the scope and depth of the quality award criteria.

The primary focus of quality management is to meet customer requirements and strive to exceed customer expectations. Focusing on customers or being customer-centered is the most basic concept of total quality management.

Leaders at all levels establish a unified purpose and direction and create conditions for all employees to actively participate in achieving the organization's quality goals. The role of leadership is to form a state of "universal desire" in the organization and create a positive internal environment that allows employees to fully play their role in achieving organizational goals.

Competent, empowered and engaged people at all levels throughout the organization are necessary to improve the organization's ability to create and deliver value

When activities are understood and managed as a system of related, functionally coherent processes, consistent, predictable results can be achieved more effectively and efficiently. Deming proposed the famous "PDCA cycle", and Julan first proposed the concept of process improvement in his book "Management Breakthrough"

Successful organizations continually focus on improvement

Decision-making based on analysis and evaluation of data and information. More likely to produce desired results. This is one of the most important features of total quality management

For continued success, organizations need to manage relationships with relevant stakeholders

Identifying customers and their needs is an important part of organizing quality activities

Purpose:

The key to market segmentation is to segment customers with specific needs and expectations

Segment customers based on:

According to customer preference:

Maslow's five levels of needs theory is the most influential theory:

Juran’s “pyramid” hierarchy:

Three quality characteristics that Kano Noriaki eliminated:

Customer satisfaction:

Different levels of satisfaction can lead to two outcomes: customer complaints and customer loyalty.

customer satisfaction measurement

The difference between customer loyalty and customer satisfaction

1. Increased travel time brings increased consumption

2. Positive publicity is free advertising resources

3. The service cost is low, but the service cost for new customers is high.

4. Low price sensitivity and high profits

5. Learn from each other, understand each other, and improve product or service efficiency

Expected quality - actual quality = quality perceived by customers

Customer survey (main method)

Product offer registration

Complaint handling and tracking

Transaction data analysis

Customer touch point analysis

Lost customer analysis

1. Understand customers’ perceptions of how well the company is doing in meeting customer needs.

2. Compare the company’s performance relative to its competitors

3. Identify areas for improvement in the design and delivery of products and services

4. Track trends to determine whether changes are actually leading to improvements

1. Clarify the purpose of measurement and identify the items to be measured

2. Choose effective information collection processes and methods to collect customer feedback data

3. Comprehensive analysis and evaluation of satisfaction level and communication of evaluation results

4. Discuss test findings and plan improvement activities

The main aspects of customer survey:

1. Basic data analysis

2. Semantic analysis: listening to customers

3. Graphical analysis

4. Advanced analytics

5. Simple application of satisfaction index

win customers

retain customers

Achieve customer loyalty

1. Obtain customer information and identify customers

2. Manage customer communication and understand needs and expectations

3. Master customer satisfaction

4. Study customer value and determine customer relationship strategy

5. Analyze gaps and implement product and service improvements

6. Retain and create loyal customers

Have interpersonal communication skills

Analytical problem solving skills

confidence

Anti-stress

patience

Think of others

Sensitive attention to detail

time

Behavior

Attitude (calling, tone, expression)

Treat complaints as opportunities for improvement and encourage customers to complain

Complaint management consists of a cross-functional team researching complaint information, reasons and recommendations

tangible customer benefit value

intangible goodwill value

1. Access management

2. Process management

3. Decision support

mission

Vision

values

1. Core values ​​determine the organization’s judgment on issues such as good and bad, right and wrong, appreciation or disdain.

2. Values ​​must be supported by management’s actions and behaviors

3. The organization’s policies must be in line with the organization’s values.

4. Generally speaking, a company does not have too many core values, usually only 3-5.

1.No rules

2. Usually expresses fundamental issues such as people and integrity.

3. Including topics such as customers, social responsibility, innovation, team spirit, etc.

4. Core values ​​should be explained in detail to subordinates

Collins and Porras suggested a "Mars Team" to excavate

Mars teams generally consist of 5-7 people

The reason why the results of the two experiments are so different is that the latter has some kind of commitment and responsibility

Stages in the development of organizational social responsibility:

1. Pay attention to the moral standards of candidates when hiring personnel

2. Establish the organization’s ethics and decision-making rules

3. Senior managers set an example in ethics

4. Understand the role of goals and performance evaluation

5. Provide ethics training

6. Independent social audit

7. Formal protection mechanisms

Benefits of implementing strategic planning activities:

Clear, measurable strategic goals

Consider 7 areas for strategic goals:

Target value determination considers:

Convert goals into action plans and projects

Break down goals into sub-goals and reallocate lower management

The process of breaking down large goals into short-term goals or projects

Review is about determining the gap between the level achieved and the goals pursued.

Organizations generally use "scorecards" for review. Registered on the scorecard: performance indicators, quantitative performance report data, judgmental qualitative reports, audit status, and finally a comprehensive report (to senior management)

Senior management conducts regular or irregular reviews of the management system

Audit standards are divided into internal targets and external standards (three major quality awards)

Taylor proposed "scientific management", which became the basis of traditional management

Human resource management refers to the process by which organizations systematically develop human capabilities through a series of links such as predictive planning, recruitment, education and training, assessment and evaluation, allocation and use, and incentives, so as to effectively achieve organizational and individual development goals.

Human resources is a systematic logical process. The goals and plans of the organization constitute the premise and foundation of the organizational structure. The organizational structure determines the total number and types of talent required. Human resource management is also affected by internal and external environmental factors of the organization. Various factors such as internal personnel policies, organizational culture, and salary systems will inevitably affect and restrict human resource management. External influences cannot be ignored either.

1. Promote cross-department teamwork and skill sharing

2. Emphasize cooperation, initiative, innovation and ownership

3. Empower employees and teams to make decisions that impact quality and customer satisfaction

4. Establish an effective performance management system, compensation system, and reward and recognition system

5. Have an effective recruitment and career development process

6. Significant investment in training and education

7. Motivate employees to maximize their potential

8. Establish and maintain a work environment conducive to employee well-being and growth

9. Regularly evaluate the effectiveness of human resource management initiatives, measure employee satisfaction, and promote continuous improvement

1. In the era of knowledge economy, the game relationship between capital owners and knowledge owners is undergoing profound changes. mainly reflects in:

2. Human resources are increasingly regarded as human capital

3. The characteristics of knowledge workers require fundamental changes in the organization's leadership style. Knowledge workers have strong independence and autonomy, which increases the difficulty of job design, authorization and control. Knowledge workers have a high willingness to move. The work process of knowledge workers is difficult to monitor, the work results are difficult to measure, and the design of compensation is more complicated.

key mental states

Core job characteristics

Moderating factors and consequences

1. Comply with relevant national laws, regulations and policies

2. Adhere to the principles of openness, fairness and competition

3. Follow the principle of economic efficiency

4. Weigh the principles of internal and external recruitment

1. Develop employee recruitment plans and employment policies

2. Implement recruitment organization

3. Determine methods and channels for personnel recruitment

4. Select and hire employees

5. Sign a labor contract

6. Inspection, evaluation and feedback

compete

training

Employee training is a key link in keeping employees matched to their jobs

1. Off-the-job training

2.On-the-job training

3. Part-time study

The assessment results serve as the basis for future training plans and training needs analysis.

Career management refers to a series of activities that organizations use to help employees formulate career plans and help their career development. Career management includes two aspects:

A person's career is divided into several stages:

Employee self-analysis

The organization’s assessment of employees’ abilities and potential

Provide opportunities for fair competition

Provide training

The so-called performance refers to the completion of tasks in terms of quantity, quality and efficiency/etc. Performance has the following three characteristics:

Performance appraisal (performance appraisal) is the process of inspecting, measuring and evaluating employees' work status and work results based on job standards.

Functions of performance appraisal:

objective assessment method

Supervisor Appraisal Method

Assessment indicators must be consistent with organizational goals

Performance indicators must be complete

Assessment indicators must also be controllable

1. Members have a common goal

2. Psychological interdependence and mutual awareness of other individuals in the team

3. Behavioral interdependence, interaction, mutual influence, and behavioral complementarity

4. Have a sense of community, a sense of belonging, and realize that this is a team

The most widespread one is Japan’s “quality control circle” in the 1960s and 1970s, also known as the QC group

Also called self-directed teams or autonomous work teams

Usually consists of 10-15 people

Members come from different departments to solve special problems

1. Clear goals

2. Relevant skills

3. Mutual trust

4. Consistent commitment

5. Good communication

6. Negotiation skills

7. Proper leadership

8. Internal and external support

ISO9000:2000 terminology

Effect

efficiency

Adaptability

The core process diagram is a graphical representation of organizational activities from a process perspective. Just as an organizational structure chart is used to statically describe the organizational structure, in recent years, many organizations have focused on describing themselves from a process perspective in order to control and improve their core process

Understanding a single process often requires the help of a universal tool, which is a flow chart. Flow charts also come in many forms.

It refers to the process of integrating customer needs, new technologies and past knowledge to form product specifications (i.e. providing physical products and services).

Refers to the activity process of producing or providing actual products. This process should ensure that products that meet specifications are produced economically and efficiently.

It refers to the activity process that provides basic guarantee for core processes, including technical information systems, human resources, administrative services, legal, and business services (such as quality assurance, finance, etc.)

In the supply and cooperation process, supply partners not only refer to companies that provide parts and components, but also include distributors, transportation companies, and information, health and education providers

1. Identify important mechanism creation processes and supporting processes in the organization, document these processes and maintain and manage them continuously

2. The design of products and services is based on customer requirements and fully considers the relationship with manufacturing and service process requirements, supplier capabilities, legal and environmental issues and other factors.

3. Apply appropriate engineering methods and quantitative methods during the development process to ensure quality is integrated into products and services from the beginning

4. Reduce development time by strengthening cross-department communication in the product development process and ensure the smooth launch of products and services.

5. Clarify performance requirements for suppliers and form partnerships with key suppliers and other organizations

6. Control key processes, use systematic methods to identify significant variations, identify root causes of problems, make corrections and verify results

7. Continuously improve processes to achieve higher quality, shorter cycle times and better operational performance

8. Use methods such as benchmarking and reengineering to innovate to achieve breakthrough performance

design review process

Identify products or services

Identify customers

Identify suppliers

identification process

Improve process

Set measurement, control and improvement goals

The true service standard is zero defects

1. Process control is the basis for daily management of the process

2. If the process cannot be brought under control, there can be no long-term improvement.

All control systems have three components:

Quality improvement in ISO9000 is part of quality management activities and is committed to enhancing the ability to meet quality requirements.

Julan believes that quality improvement is the positive change achieved by the organization and the realization of unprecedented performance levels.

1. Quality improvement is different from quality control

2. Quality improvement is implemented in the form of projects

3. Quality improvement is universally applicable

4. Quality improvement is endless

5. Quality improvement has a cost

6. Quality improvement results mainly come from a few key projects

The four stages of Deming cycle (PDCA cycle)

Juran defines “breakthrough” as an organization achieving unprecedented levels of performance through improvement.

1. Quality improvement goals should be set at all levels of the organization

2. Establish a continuous improvement process or procedure

3. Implement quality improvement in all business processes

4. Quality training for all employees

5. Fully empower employees to participate in quality improvement activities

6. Establish evaluation indicators to measure progress

7. Management regularly reviews the achievement of improvement goals

8. Establish a reward and recognition system

9. Modify the compensation system and encourage quality improvement

1. Clarify what products and services you provide

2. Clarify who your customers are and what their needs are

3. What do you need in order to provide customers with products and services that they are satisfied with?

4. clarify your process

5. Correct errors in the process and eliminate wasted work

6. Measure, analyze, improve and control the process to ensure continuous improvement

The DMAIC loop includes:

1. Help organizations correctly understand their true position in the market and identify gaps

2. Learn and apply better methods to reduce defects, improve quality and reduce costs to better meet customer needs

3. Use external information to establish effective goals so that the organization becomes more competitive

4. Stimulate the potential of individuals, groups and the entire organization in the organization

5. Break down barriers and promote change

There are five important principles for implementing lean management

Benefits of Lean Management

1. You can’t tell how to go from failure to success if you don’t measure the results.

2. If you don’t see success, you can’t be rewarded – if you don’t reward success, you may reward failure.

3. Failure cannot be corrected if failure is not identified

At the individual level, what is needed is real-time information such as quality performance, schedule status, and job costs

At the process level, operational performance data such as quality, cycle time and productivity are needed. Information at this level is usually comprehensive. Such as daily and weekly scrap reports, on-site sales and cost data, etc.

At the organizational level, data on product and service quality and operational performance from all areas of the company, together with data on organizational effectiveness from finance, marketing, human resources and other aspects, form the basis for senior managers to measure stakeholder value and The basis for strategic planning and decision-making. This type of information is highly integrated and comes from a variety of different parts of the organization

Information management refers to an organization's efforts to ensure that data is valid, that the software and hardware systems used for data processing are reliable, that users can obtain the required data and information in a timely manner, and that data and information are secure. Measures to improve information quality usually include:

Knowledge management is the process by which organizations identify, acquire, organize and apply knowledge assets to create and maintain competitive advantage. An organization's intellectual assets include employees, software, patents, databases, documents, guidelines, policies, procedures, technical diagrams, etc. Customers, suppliers and partners may also possess critical knowledge assets. Knowledge management focuses on information. Knowledge can also be divided into explicit knowledge and intrinsic knowledge. Explicit knowledge refers to information stored in documents or other media. Explicit knowledge is formed by intangible factors such as human experience. It is personal and trivial in content, and may be lost because the information is not recorded or personnel changes.

An effective knowledge management system should include the following functions:

Characteristics of successful organizations in information and knowledge management:

1. Quantitatively clarify the scale of quality problems to clarify the need for improvement

2. Guide the direction of improvement activities

3. Track the progress of improvement activities

internal failure costs

external failure costs

appraisal cost

prevention cost

The classification of quality costs should be determined based on the specific circumstances of each organization

Failure cost is the most critical category as it provides the main opportunity to reduce costs and eliminate the causes of customer dissatisfaction

Before collecting data, there must be agreement on the cost categories to be included

Certain daily costs may be accepted as unavoidable, but in fact they are still part of the cost of quality.

Quality Costing: Focus on Quality Cost Analysis

Process costing:

Quality loss method: losses due to poor product quality

Identify the maximum loss caused by a single problem and the specific costs that need to be eliminated

Provide a measure of the effectiveness of the treatment measures taken by the project

Assess the company's overall quality status and identify future improvement projects

1. Improve the performance of the organization and relevant parties

2. Reach a common understanding of the goals and values ​​of all parties

3. Improve the ability to create value for relevant parties

4. Achieve a well-managed supply chain that can stably provide products and services

Usually, this type of expenditure represents items with low strategic value and low cost. Typical examples include office supplies, books, magazines, and food services. This quadrant represents activities that are ancillary, rather than those that create competitive advantage, and therefore are the primary candidates for outsourcing consideration.

This type of expenditure has a higher strategic value than Quadrant 1, and is also the main transaction activity in the traditional procurement function. Typical examples of this quadrant are conduits, valves, supporting devices, etc.

This quadrant includes advanced engineering equipment, certain process materials, or special contract employees

This quadrant is the focus of supply chain management. A supply team should be established for such commodities to identify and select strategic suppliers. The procurement of such commodities should be managed through an ongoing, team-based effort involving end users, procurement departments and suppliers, with a focus on the supply chain. create value

The inputs into the planning process are

The output of the process is

Steps in the Supplier Relationship Planning Process:

1. Clearly defined supply chain quality goals. These goals are established through planning activities

2. Adequate, ongoing data collection and evaluation of supplier performance against these supply chain quality objectives

3. Take corrective measures when necessary

1. Create a cross-functional team

2. Identify key performance measures

3. Determine minimum performance standards

4. Reduce the supplier base

5. Evaluate supplier performance

First, the management, evaluation and continuous improvement of the supply process

The second is to extend control to the entire supply chain and continuous improvement of the supply chain to ensure value creation

1. Form a joint team

2. Reduce costs

3. Increase value

4. Information exchange

5. Resource sharing (highest level)

With decimals, the variable is a continuous variable

Without decimals, the variable is a discrete variable

It refers to all the research objects in a certain statistical analysis. Individual, unit overall capacity N table

It is a part of individuals randomly selected from the population and subjected to detailed research and analysis. Sample unit, sample size n represents

For example, two numbers are randomly selected from the four numbers 4567

Under certain conditions, the phenomenon that the same result does not always occur is called random phenomenon

List all possible basic outcomes as sample points

The set of all possible sample points is called the sample space

A collection of certain sample points is called a random event

The probability of a random event A happening is called probability

Represented by P(A). For example, the probability of an event with a mean of 5.5 occurring is 4/16=25%

Therefore, a certain part is randomly selected and n parts are repeatedly inspected. Among them, k parts are qualified. What is the probability of qualified products?

A discrete random variable has a limited number of points for a specific value or can list a number of points.

For example, if the event probability has a mean of 5, the mean of the event is a variable, and 5 is the variable value.

Continuous random variables have unlimited specific values ​​and cannot be listed.

Discrete random variables and continuous random variables are determined by the specific numerical values ​​represented by the random variables.

Probability distribution refers to the data model that relates the value of a random variable in the population (in the sample space) and its probability of occurrence.

General distribution of discrete random variables:

General distribution of continuous random variables:

If the sample size is large enough, the continuous random variable will approximately obey a normal distribution regardless of discreteness.

Is a statistical method that effectively collects, organizes and describes data

Illustration

index

Statistical inference is the process of obtaining conclusions about unknown characteristics of a population based on data extracted from the population.

include

That is, the statistical process of predicting the future based on past data.

Questionnaires, also known as checklists, checklists, and statistical analysis tables, are statistical charts used to systematically collect information and accumulate data, confirm facts, and roughly organize and analyze the data.

for on-site management

type

The hierarchical method, also known as the classification method and the grouping method, is a method of classifying, organizing and summarizing a large amount of collected statistical data and opinions on a specific topic according to certain signs.

Cause-and-effect diagrams, also known as Ishikawa diagrams, characteristic factor analysis diagrams, branch diagrams, fishbone diagrams, etc., are diagrams that represent the relationship between fluctuations in quality characteristics and their potential causes, that is, a diagram that expresses and analyzes causal relationships.

A Pareto chart, also known as a Pareto chart, is a simple graphical technique for lining up quality improvement projects from the most important to the least important.

composition

principle

use

Frequency histogram, make a histogram based on the actual process data, and then compare it with the tolerance range of the design specifications to analyze whether the process is stable.

Steps to make a histogram

It is a diagram that studies the relationship between two variables.

Method: For simple regression analysis

As X increases, Y also increases, which is a positive correlation

X increases, Y decreases, negative correlation

constitute

A relationship diagram is a connection diagram that uses arrows to represent the causal relationship between things. It is also called a correlation diagram. It is a method of solving problems in a group way.

Joint diagram is a method of solving problems in a group way

Classification:

constitute:

Also called affinity diagramming, designed according to brainstorming method

Developed by Jiro Kawakita (Japan)

Also known as a system diagram, it is an analysis method that systematically develops goals and means to find the best means and measures to solve problems and achieve goals.

In the form of a matrix, a graphic showing the interrelationships between various sub-elements in related matters and the focus of problem solving.

L-shaped matrix: 2 elements are related

T-shaped matrix: elements 1 and 2 are related

Y-shaped matrix: 3 elements are related to each other

X-shaped matrix: 4 elements are related to each other

The only quantitative analysis method

PDPC diagram

Used in strategic planning activities, new product research and development, prediction and prevention systems, planning, prevention and prediction of possible accidents and possible adverse factors in the process

It is a network diagram for formulating schedules and implementing progress management based on time.

It is the application of plan review technology and critical path method in quality management.

structure:

raw materials

tool

machine

operator

environment

Measurement

Stable process with "inevitable random variation"

Unstable processes with “determinable cause variation”

common cause variation

special cause variation

simple random sampling

stratified random sampling

equally spaced random sampling

cluster random sampling

sampling error

Systematic error (non-sampling error)

Saves inspection costs

Suitable for destructive testing

Fewer inspectors required

Since the entire batch of products is rejected instead of just returning the substandard products, it can more effectively promote the improvement of product quality.

There is a risk of accepting “bad” batches and rejecting “good” batches

Increased planned workload

Samples generally provide less product information than full inspections

Count Sampling Inspection: Discrete Quantities

Measurement Sampling Inspection: Continuous Quantity

one sampling

subsampling

multiple sampling

sequential sampling

Standard type

Selective

Adjustable type

Continuous

Select a representative machine or process link (operation)

Determine the relevant conditions (environment) of the process (sample size ≥ 100)

Choose a representative operator

Provide raw materials that meet standard grades

Develop measurement and measurement methods to be used (frequency distribution chart or control chart)

Provide means (equipment) for recording measured values ​​and conditions

1. When the sample mean and the population mean are equal, two-sided tolerance

2. When the sample mean and the population mean are not equal, two-sided tolerance

3. One-sided tolerance, there is an upper limit of tolerance

4. One-sided tolerance, there is a lower limit of tolerance

Extra quality, process capability is too high

Quality level 1, process capability is sufficient, and the lower safety limit is 1.5

Quality level 2, process capability is acceptable

Quality level 3, insufficient process capability

Quality level 4, insufficient process capability

Control charts explained

Mean first difference control chart

Median first difference control chart

Single value first difference control chart

Capacity or Efficiency - failure or malfunction that can be repaired

probability or possibility

specified time

specific operating conditions

Components/Reliability

Product/Reliability

System/reliability

interaction

inherent/reliable

Implementation/reliability

The ability of a system or product to maintain or restore to a specified state under specific conditions and within a specified period of time when repaired in accordance with specified procedures and methods.

The possibility and probability that the equipment will not shut down due to failure

Represents mean time to failure (MTTF) that cannot be repaired or mean time between failure (MTBF) that can be repaired

If one link fails, the system fails

Its reliability follows multiplicative probability (the reliability of the latter link is affected by the previous link)

Rs=R1R2R3....Rn

If one link fails, other links will operate normally; if all links fail, the system will fail.

First calculate the failure probability of each link. The overall failure probability of all links in the system is the product of the failure probability of each link. The reliability of the system is: 1-overall failure probability

Rs=1-(1-R1)(1-R2)(1-R3)....(1-Rn)

process

Ways to improve reliability

method

It is a means of investigating, analyzing and evaluating product reliability.

type

Perfect reliability is unrealistic and costly. High costs lead to high prices, reaching prices that customers are unwilling to pay. Therefore, a balance must be struck between economic factors and cost minimization.

Product or system performance characteristics, operating conditions, and performance duration govern the design

Raw materials, equipment, and workers affect reliability, and preventive maintenance activities are also very important.

The development of standards

Publishing standards

Implementation standards

The formulation and implementation of standards are based on the comprehensive results of science, technology and practical experience, with the purpose of promoting the best social benefits.

Standards are the result of "consensus"

Standards are promulgated in a specific form

international standards

National standard

Industry Standard

Corporate standards

technical standard

management standards

Working standard

Industry standard

agricultural standards

business standards

construction industry standards

education standards

health standard

mandatory standards

Recommended standards

Standard setting

release

revision

abolish

Reduce object scope and reduce unnecessary duplication

Unify multiple things into one standardized form

Difference: simplification allows individuality to exist, while unification refines commonalities.

Simplification allows retaining individuality, uniformly eliminates unnecessary individuality, and requires "timely and appropriate"

Unification is an ancient form of standardization, unifying writing, currency, etc.

Expand target scope and reduce duplication of work

Design a standardized system composed of multiple units, with different units targeting different products

Standardizing the structural form and main parameters of similar products is an extension of simplification

authoritative

scientific

Mass nature

coherence

clarity

Meaning: It is a conformity assessment activity

Object: It is the product and management system

Basis: Relevant technical regulations or standards

Authorized agency by the Certification and Accreditation Supervision and Administration Department of the State Council

certified product

Management system certification

Voluntary certification

Mandatory certification

National certification

Regional certification

International Certification

Conformity mark certification (technical voluntary certification)

Safety Mark Certification (Safety Compulsory Certification)

The most complete and most commonly used in various countries