MindMap Gallery Quality Control
Notes on quality management for self-study courses, including introduction to quality and quality management, quality management concepts and frameworks, customer-centricity, leadership and strategic planning, etc.
Edited at 2021-12-06 15:02:35本テンプレートは、日本人に人気の海外リゾート地「ハワイ・オアフ島」を対象とした、5 日間の充実したモデル旅行プランを体系化したマインドマップです。初めてハワイを訪れる旅行者、リピーター、家族連れやカップルなど、多様なニーズに対応するため、旅行基本情報・持ち物チェックリスト・5 日間詳細スケジュール・オプションプラン・事前準備情報の 5 つの軸で構成されています。対象読者は日本からオアフ島へ旅行を計画中の 20〜50 代の旅行者であり、成果指標としては、情報の網羅性(渡航手続きから現地体験まで必要な項目が過不足なく含まれているか)、実用性(移動時間や費用、予約のタイミングなどの正確さ)、体験の充実度(自然・文化・アクティビティ・食事のバランス)を測定します。 ユーザーニーズ分析では、渡航準備・現地移動・体験プラン・安全情報の 4 領域を掘り下げます。渡航準備においては、ESTA 申請、飛行機の予約、為替、パスポートの有効期限、海外旅行保険など、事前に整えるべき情報が不足していると計画が難しくなります。求められる価値としては、渡航に必要な手続きの流れ、必要な持ち物リスト、季節別の服装アドバイス、現地で使えるアプリや連絡先などが考えられます。現地移動では、ワイキキ内の徒歩・バス移動、レンタカーの利用方法、空港からのアクセス、交通機関のルール(右側通行など)が主な関心事です。悩みとしては、バスの路線が分からない、レンタカーの予約手続きが不安、現地での移動時間の目安が分からないなどが挙げられます。体験プランでは、ビーチでのんびり、ダイヤモンドヘッドのハイキング、ノースショアでのサーフィン、ハレイワタウン散策、ポリネシアン・カルチャーセンターでの文化体験など、オアフ島の魅力を網羅したプランが求められます。悩みとしては、限られた日数で主要スポットを効率よく回れない、予算に合ったアクティビティの選び方が分からない、人気のレストランやショップの情報が不足しているなどが挙げられます。安全情報では、ハワイ特有の注意点(紫外線対策、海での安全ルール、治安情報)、緊急時の連絡先、現地でのトラブル対応方法など、旅行者が不安に感じる点を整理することが重要です。 5 日間のモデルコースでは、各日のテーマを明確に設定し、体験のバランスを考慮しています。1 日目は「到着日・ワイキキ慣らし」として、ホノルル国際空港に到着後、ワイキキのホテルにチェックインし、夕方からワイキキビーチでのんびりしたり、夜は地元料理を味わったりして、ハワイの雰囲気に慣れる行程です。2 日目は「自然体験&ショッピング」として、午前中にダイヤモンドヘッドのハイキングに挑戦し、午後はアラモアナセンターやワイキキでショッピングを楽しみ、夜はハワイアン・ルアウショーを鑑賞する行程です。3 日目は「歴史文化巡り」として、イオラニ宮殿やパールハーバー(真珠湾)を訪れてハワイの歴史に触れ、午後はダウンタウンホノルルで街歩きをし、夜はインターナショナルマーケットプレイスで食事や買い物を楽しむ行程です。4 日目は「北海岸&大自然体験」として、オプションでノースショアへ向かい、ハレイワタウンで散策したり、サーフィンを体験したり、美しいビーチでのんびり過ごす行程で、夜はワイキキに戻って食事を楽しみます。5 日目は「最終日・思い出作り」として、午前中にワイキキビーチでの最後の散策や、お土産を買いに街を巡り、午後は空港へ移動して帰国する行程です。各日には、おすすめの時間帯、混雑しにくいタイミング、予約が必要なアクティビティの情報などを付け加え、実際に旅行する際の参考になるよう工夫しています。 また、テンプレートには持ち物チェックリストも含まれており、パスポート・ESTA、海外旅行保険証書、現金・クレジットカード、日焼け止め・帽子・サングラス、歩きやすい靴、薬、充電器など、海外旅行に必要なアイテムをリストアップしています。さらに、事前準備情報として、ネット環境の確保、現地で使えるアプリ、緊急連絡先、季節別の服装アドバイスなども記載し、旅行者の不安を解消するようサポートします。 EdrawMind のマインドマップ機能を活用することで、ユーザーは自身の旅行スタイルに合わせて行程を追加・削除したり、好みのアクティビティをハイライトしたりすることができます。例えば、ゆっくりリゾートを楽しみたい方はショッピングやハイキングの時間を減らしてビーチでの時間を増やしたり、アクティブに過ごしたい方はノースショアでのサーフィンやダイビングを追加したりするなど、カスタマイズも自由自在です。このテンプレートは、オアフ島の旅行計画を立てる際の基盤として活用することを想定しており、主要な情報が一目で分かるよう整理されているため、初めてハワイを
本テンプレートは、古都・奈良の世界遺産、鹿とのふれあい、歴史的な雰囲気を存分に楽しむための 1 泊 2 日旅行プランを体系化したマインドマップです。修学旅行や短期文化旅行、週末の小旅行に人気の奈良を対象に、イメージ・種類・交通・宿泊の 4 つの基本軸を設け、2 日間の具体的な行程を時系列で整理しています。対象読者は大阪・京都在住の 20〜40 代の一人旅・カップル・家族連れ、初めて奈良を訪れる旅行者、世界遺産や日本文化に興味のある層であり、成果指標としては、行程の網羅性(主要スポットが過不足なく含まれているか)、実用性(移動時間や混雑情報の正確さ)、体験の充実度(鹿とのふれあい・文化体験の満足度)を測定します。 ユーザーニーズ分析では、行程・体験・交通・注意点の 4 領域を掘り下げます。行程においては、「東大寺」「春日大社」「奈良国立博物館」といった世界遺産の回り方、「奈良公園」での鹿とのふれあい、「奈良町」の古い町並み散策がユーザーの関心事となります。悩みとしては、限られた時間で主要スポットを効率よく回れない、鹿との接し方が分からない、徒歩移動の負担が心配などが挙げられます。求められる価値としては、時間帯別のおすすめルート、鹿と安全に接するためのマナー説明、無理のない徒歩移動のための休憩ポイント案内が考えられます。体験面では、鹿せんべいの購入場所や与え方、春日大社の灯篭や御朱印の魅力、奈良町のカフェや伝統工芸体験など、現地でしか味わえない体験情報が求められます。交通においては、奈良市内のバス路線や一日券の情報、主要スポット間の徒歩時間、雨天時の移動手段など、事前に知っておくべき情報が不足していると計画が難しくなります。注意点では、天候対策(夏の暑さや冬の寒さ)、スケジュールのゆとり作り、写真撮影のルールやマナー、ゴミの持ち帰りなど、旅行者が見落としがちな点を整理することが重要です。 行程の中でも、特に人気の高いスポットには詳細な情報を盛り込んでいます。「東大寺」は世界遺産に登録されており、奈良時代に建立された日本を代表する寺院で、世界最大級の木造建築物である大仏殿や、高さ約 15 メートルの盧舎那仏(奈良の大仏)が有名です。事前にコインロッカーに荷物を預けて身軽になってから訪れることで、ゆっくりと境内を散策できるほか、大仏殿の柱の穴をくぐると「厄除けになる」という言い伝えもあり、多くの観光客が体験しています。「奈良公園」は東大寺や春日大社を含む広大な公園で、約 1,300 頭の野生の鹿が自由に生息しており、鹿せんべいを使って鹿とふれあうことができます。ただし、鹿は野生動物であるため、エサの与え方や触れ方には注意が必要で、事前にルールを確認しておくことが推奨されます。「春日大社」は朱色の社殿と美しい灯篭が特徴的な世界遺産で、参道には 3,000 基を超える石灯篭が並び、神聖な雰囲気を醸し出しています。特に夜間にライトアップされた灯篭は幻想的で、写真撮影にも人気です。 1 泊 2 日のモデルコースでは、初日に東大寺・奈良公園・春日大社を巡り、夜は奈良町の古い町並みを散策して地元料理を味わう行程を提案しています。二日目には、若草山から奈良の街並みを一望した後、興福寺や奈良国立博物館を訪れ、奈良町で伝統工芸体験やカフェ巡りを楽しんでから帰路に就く流れとなっています。各スポットには、徒歩時間や混雑しにくい時間帯、おすすめの食事処などの情報を付け加え、実際に旅行する際の参考になるよう工夫しています。また、旅行の注意点として、スケジュールは体調に合わせて無理のないペースで調整すること、天候に合わせて水分補給や防寒・防暑対策を徹底すること、神社仏閣での写真撮影ルールを守ることなどを記載し、安全で快適な旅行をサポートします。 EdrawMind のマインドマップ機能を活用することで、ユーザーは自身の旅行スタイルに合わせて行程を追加・削除したり、好みのスポットをハイライトしたりすることができます。一人旅向けには静かなカフェ巡りを追加したり、家族連れ向けには鹿とのふれあい体験を充実させたりするなど、カスタマイズも自由自在です。このテンプレートは、奈良の旅行計画を立てる際の基盤として活用することを想定しており、主要な情報が一目で分かるよう整理されているため、初めて奈良を訪れる方でも安心して旅行を楽しむことができます。
本テンプレートは、東京から約90分でアクセス可能な温泉・富士山・美術館が融合したリゾート地「箱根」の週末旅行ガイドを体系化したマインドマップです。カップルや家族連れに人気の週末旅行先として、交通アクセス、観光スポット、名物料理の3軸で構成され、効率的な旅行計画と満足度の高い体験を実現することを目的としています。対象読者は東京在住の20〜40代のカップル・家族連れ、初めて箱根を訪れる旅行者、週末の小旅行を計画中の層であり、成果指標としては、情報の網羅性(必要な項目が過不足なく含まれているか)、実用性(実際の移動時間や料金の正確さ)、満足度(モデルプランの再現性)を測定します。 ユーザーニーズ分析では、交通アクセス、観光スポット、グルメの3領域を掘り下げます。交通アクセスにおいては、東京からの行き方(小田急ロマンスカー約85分・指定席、新宿→箱根湯本、普通電車約2時間・乗換2回)、箱根内の移動手段(登山電車・バス・ケーブルカー・ロープウェイ)、お得な周遊券(箱根フリーパス・2日券)の情報が不足していると計画が難しくなります。求められる価値としては、交通機関別の所要時間・料金・乗換回数を比較した表、周遊券の特典内容(主要観光施設の割引)と購入場所、移動手段ごとのメリット・デメリットが考えられます。観光スポットでは、「箱根ガラスの森美術館」「クモ箱根(早雲山駅)」「芦ノ湖の夕暮れ遊覧船」などが代表的です。悩みとしては、美術館や自然スポットが多すぎて選べない、夕暮れ時の遊覧船のベストタイミングが分からない、写真映えするスポットを知りたいなどが挙げられます。価値ある情報として、おすすめスポットの特徴と所要時間、夕暮れ時の撮影ポイント、カップル向け・家族向けの選別基準を提供します。名物料理では、「黒たまご(大涌谷)」「温泉豆腐」などが代表的です。悩みは、どこで何を食べれば良いか分からない、観光地価格に見合う価値があるか、アレルギーや食事制限への対応などです。求められる価値として、名物料理の特徴とおすすめ店舗、価格帯、食べるタイミング(例:黒たまごは大涌谷観光の合間に)を整理します。 カップルにおすすめスポットとして、「箱根ガラスの森美術館」はユネスコ世界遺産(※正確には箱根地域全体がジオパークに認定されていますが、イメージとして)の美しい庭園とガラス作品が魅力です。写真はイメージですが、実際の訪日客にも人気のスポットです。名物料理のセクションでは、「黒たまご」は大涌谷の火山活動を利用して茹でられた卵で、殻が黒くなるのが特徴です。伝統的な名物料理として、食べると寿命が延びると言われています。「温泉豆腐」も地元の温泉を利用した料理で、なめらかな食感が特徴です。これらの情報をマップ上で可視化し、移動ルートと組み合わせることで、無駄のない観光計画が立てられます。 成功するための具体施策としては、主要スポットを時系列で結んだ「1泊2日モデルコース」を提供する(例:1日目:新宿→箱根湯本→登山電車→強羅→大涌谷→芦ノ湖遊覧船→宿泊、2日目:箱根ガラスの森美術館→箱根湯本→帰京)、各スポットの「混雑予想時間帯」と「穴場時間帯」をデータで示す(例:芦ノ湖遊覧船は夕暮れ時が混雑するが、その分景色は絶景)、名物料理を食べられる店舗の「営業時間・定休日・予約可否」をリスト化する、の3点が有効です。よくある失敗とその回避策としては、移動手段の乗換えが複雑で迷ってしまうケースでは箱根フリーパスの活用と事前のルート確認を推奨すること、観光スポットの滞在時間を見誤って計画が詰まりすぎるケースでは余裕を持ったスケジューリングと優先順位付けをアドバイスすること、天候によって富士山が見えない場合の代替プラン(雨天でも楽しめる美術館や温泉施設)を用意しておくことが有効です。本テンプレートは、週末旅行ガイドのコンテンツを計画・評価する際の基盤として活用することを想定しています。
本テンプレートは、日本人に人気の海外リゾート地「ハワイ・オアフ島」を対象とした、5 日間の充実したモデル旅行プランを体系化したマインドマップです。初めてハワイを訪れる旅行者、リピーター、家族連れやカップルなど、多様なニーズに対応するため、旅行基本情報・持ち物チェックリスト・5 日間詳細スケジュール・オプションプラン・事前準備情報の 5 つの軸で構成されています。対象読者は日本からオアフ島へ旅行を計画中の 20〜50 代の旅行者であり、成果指標としては、情報の網羅性(渡航手続きから現地体験まで必要な項目が過不足なく含まれているか)、実用性(移動時間や費用、予約のタイミングなどの正確さ)、体験の充実度(自然・文化・アクティビティ・食事のバランス)を測定します。 ユーザーニーズ分析では、渡航準備・現地移動・体験プラン・安全情報の 4 領域を掘り下げます。渡航準備においては、ESTA 申請、飛行機の予約、為替、パスポートの有効期限、海外旅行保険など、事前に整えるべき情報が不足していると計画が難しくなります。求められる価値としては、渡航に必要な手続きの流れ、必要な持ち物リスト、季節別の服装アドバイス、現地で使えるアプリや連絡先などが考えられます。現地移動では、ワイキキ内の徒歩・バス移動、レンタカーの利用方法、空港からのアクセス、交通機関のルール(右側通行など)が主な関心事です。悩みとしては、バスの路線が分からない、レンタカーの予約手続きが不安、現地での移動時間の目安が分からないなどが挙げられます。体験プランでは、ビーチでのんびり、ダイヤモンドヘッドのハイキング、ノースショアでのサーフィン、ハレイワタウン散策、ポリネシアン・カルチャーセンターでの文化体験など、オアフ島の魅力を網羅したプランが求められます。悩みとしては、限られた日数で主要スポットを効率よく回れない、予算に合ったアクティビティの選び方が分からない、人気のレストランやショップの情報が不足しているなどが挙げられます。安全情報では、ハワイ特有の注意点(紫外線対策、海での安全ルール、治安情報)、緊急時の連絡先、現地でのトラブル対応方法など、旅行者が不安に感じる点を整理することが重要です。 5 日間のモデルコースでは、各日のテーマを明確に設定し、体験のバランスを考慮しています。1 日目は「到着日・ワイキキ慣らし」として、ホノルル国際空港に到着後、ワイキキのホテルにチェックインし、夕方からワイキキビーチでのんびりしたり、夜は地元料理を味わったりして、ハワイの雰囲気に慣れる行程です。2 日目は「自然体験&ショッピング」として、午前中にダイヤモンドヘッドのハイキングに挑戦し、午後はアラモアナセンターやワイキキでショッピングを楽しみ、夜はハワイアン・ルアウショーを鑑賞する行程です。3 日目は「歴史文化巡り」として、イオラニ宮殿やパールハーバー(真珠湾)を訪れてハワイの歴史に触れ、午後はダウンタウンホノルルで街歩きをし、夜はインターナショナルマーケットプレイスで食事や買い物を楽しむ行程です。4 日目は「北海岸&大自然体験」として、オプションでノースショアへ向かい、ハレイワタウンで散策したり、サーフィンを体験したり、美しいビーチでのんびり過ごす行程で、夜はワイキキに戻って食事を楽しみます。5 日目は「最終日・思い出作り」として、午前中にワイキキビーチでの最後の散策や、お土産を買いに街を巡り、午後は空港へ移動して帰国する行程です。各日には、おすすめの時間帯、混雑しにくいタイミング、予約が必要なアクティビティの情報などを付け加え、実際に旅行する際の参考になるよう工夫しています。 また、テンプレートには持ち物チェックリストも含まれており、パスポート・ESTA、海外旅行保険証書、現金・クレジットカード、日焼け止め・帽子・サングラス、歩きやすい靴、薬、充電器など、海外旅行に必要なアイテムをリストアップしています。さらに、事前準備情報として、ネット環境の確保、現地で使えるアプリ、緊急連絡先、季節別の服装アドバイスなども記載し、旅行者の不安を解消するようサポートします。 EdrawMind のマインドマップ機能を活用することで、ユーザーは自身の旅行スタイルに合わせて行程を追加・削除したり、好みのアクティビティをハイライトしたりすることができます。例えば、ゆっくりリゾートを楽しみたい方はショッピングやハイキングの時間を減らしてビーチでの時間を増やしたり、アクティブに過ごしたい方はノースショアでのサーフィンやダイビングを追加したりするなど、カスタマイズも自由自在です。このテンプレートは、オアフ島の旅行計画を立てる際の基盤として活用することを想定しており、主要な情報が一目で分かるよう整理されているため、初めてハワイを
本テンプレートは、古都・奈良の世界遺産、鹿とのふれあい、歴史的な雰囲気を存分に楽しむための 1 泊 2 日旅行プランを体系化したマインドマップです。修学旅行や短期文化旅行、週末の小旅行に人気の奈良を対象に、イメージ・種類・交通・宿泊の 4 つの基本軸を設け、2 日間の具体的な行程を時系列で整理しています。対象読者は大阪・京都在住の 20〜40 代の一人旅・カップル・家族連れ、初めて奈良を訪れる旅行者、世界遺産や日本文化に興味のある層であり、成果指標としては、行程の網羅性(主要スポットが過不足なく含まれているか)、実用性(移動時間や混雑情報の正確さ)、体験の充実度(鹿とのふれあい・文化体験の満足度)を測定します。 ユーザーニーズ分析では、行程・体験・交通・注意点の 4 領域を掘り下げます。行程においては、「東大寺」「春日大社」「奈良国立博物館」といった世界遺産の回り方、「奈良公園」での鹿とのふれあい、「奈良町」の古い町並み散策がユーザーの関心事となります。悩みとしては、限られた時間で主要スポットを効率よく回れない、鹿との接し方が分からない、徒歩移動の負担が心配などが挙げられます。求められる価値としては、時間帯別のおすすめルート、鹿と安全に接するためのマナー説明、無理のない徒歩移動のための休憩ポイント案内が考えられます。体験面では、鹿せんべいの購入場所や与え方、春日大社の灯篭や御朱印の魅力、奈良町のカフェや伝統工芸体験など、現地でしか味わえない体験情報が求められます。交通においては、奈良市内のバス路線や一日券の情報、主要スポット間の徒歩時間、雨天時の移動手段など、事前に知っておくべき情報が不足していると計画が難しくなります。注意点では、天候対策(夏の暑さや冬の寒さ)、スケジュールのゆとり作り、写真撮影のルールやマナー、ゴミの持ち帰りなど、旅行者が見落としがちな点を整理することが重要です。 行程の中でも、特に人気の高いスポットには詳細な情報を盛り込んでいます。「東大寺」は世界遺産に登録されており、奈良時代に建立された日本を代表する寺院で、世界最大級の木造建築物である大仏殿や、高さ約 15 メートルの盧舎那仏(奈良の大仏)が有名です。事前にコインロッカーに荷物を預けて身軽になってから訪れることで、ゆっくりと境内を散策できるほか、大仏殿の柱の穴をくぐると「厄除けになる」という言い伝えもあり、多くの観光客が体験しています。「奈良公園」は東大寺や春日大社を含む広大な公園で、約 1,300 頭の野生の鹿が自由に生息しており、鹿せんべいを使って鹿とふれあうことができます。ただし、鹿は野生動物であるため、エサの与え方や触れ方には注意が必要で、事前にルールを確認しておくことが推奨されます。「春日大社」は朱色の社殿と美しい灯篭が特徴的な世界遺産で、参道には 3,000 基を超える石灯篭が並び、神聖な雰囲気を醸し出しています。特に夜間にライトアップされた灯篭は幻想的で、写真撮影にも人気です。 1 泊 2 日のモデルコースでは、初日に東大寺・奈良公園・春日大社を巡り、夜は奈良町の古い町並みを散策して地元料理を味わう行程を提案しています。二日目には、若草山から奈良の街並みを一望した後、興福寺や奈良国立博物館を訪れ、奈良町で伝統工芸体験やカフェ巡りを楽しんでから帰路に就く流れとなっています。各スポットには、徒歩時間や混雑しにくい時間帯、おすすめの食事処などの情報を付け加え、実際に旅行する際の参考になるよう工夫しています。また、旅行の注意点として、スケジュールは体調に合わせて無理のないペースで調整すること、天候に合わせて水分補給や防寒・防暑対策を徹底すること、神社仏閣での写真撮影ルールを守ることなどを記載し、安全で快適な旅行をサポートします。 EdrawMind のマインドマップ機能を活用することで、ユーザーは自身の旅行スタイルに合わせて行程を追加・削除したり、好みのスポットをハイライトしたりすることができます。一人旅向けには静かなカフェ巡りを追加したり、家族連れ向けには鹿とのふれあい体験を充実させたりするなど、カスタマイズも自由自在です。このテンプレートは、奈良の旅行計画を立てる際の基盤として活用することを想定しており、主要な情報が一目で分かるよう整理されているため、初めて奈良を訪れる方でも安心して旅行を楽しむことができます。
本テンプレートは、東京から約90分でアクセス可能な温泉・富士山・美術館が融合したリゾート地「箱根」の週末旅行ガイドを体系化したマインドマップです。カップルや家族連れに人気の週末旅行先として、交通アクセス、観光スポット、名物料理の3軸で構成され、効率的な旅行計画と満足度の高い体験を実現することを目的としています。対象読者は東京在住の20〜40代のカップル・家族連れ、初めて箱根を訪れる旅行者、週末の小旅行を計画中の層であり、成果指標としては、情報の網羅性(必要な項目が過不足なく含まれているか)、実用性(実際の移動時間や料金の正確さ)、満足度(モデルプランの再現性)を測定します。 ユーザーニーズ分析では、交通アクセス、観光スポット、グルメの3領域を掘り下げます。交通アクセスにおいては、東京からの行き方(小田急ロマンスカー約85分・指定席、新宿→箱根湯本、普通電車約2時間・乗換2回)、箱根内の移動手段(登山電車・バス・ケーブルカー・ロープウェイ)、お得な周遊券(箱根フリーパス・2日券)の情報が不足していると計画が難しくなります。求められる価値としては、交通機関別の所要時間・料金・乗換回数を比較した表、周遊券の特典内容(主要観光施設の割引)と購入場所、移動手段ごとのメリット・デメリットが考えられます。観光スポットでは、「箱根ガラスの森美術館」「クモ箱根(早雲山駅)」「芦ノ湖の夕暮れ遊覧船」などが代表的です。悩みとしては、美術館や自然スポットが多すぎて選べない、夕暮れ時の遊覧船のベストタイミングが分からない、写真映えするスポットを知りたいなどが挙げられます。価値ある情報として、おすすめスポットの特徴と所要時間、夕暮れ時の撮影ポイント、カップル向け・家族向けの選別基準を提供します。名物料理では、「黒たまご(大涌谷)」「温泉豆腐」などが代表的です。悩みは、どこで何を食べれば良いか分からない、観光地価格に見合う価値があるか、アレルギーや食事制限への対応などです。求められる価値として、名物料理の特徴とおすすめ店舗、価格帯、食べるタイミング(例:黒たまごは大涌谷観光の合間に)を整理します。 カップルにおすすめスポットとして、「箱根ガラスの森美術館」はユネスコ世界遺産(※正確には箱根地域全体がジオパークに認定されていますが、イメージとして)の美しい庭園とガラス作品が魅力です。写真はイメージですが、実際の訪日客にも人気のスポットです。名物料理のセクションでは、「黒たまご」は大涌谷の火山活動を利用して茹でられた卵で、殻が黒くなるのが特徴です。伝統的な名物料理として、食べると寿命が延びると言われています。「温泉豆腐」も地元の温泉を利用した料理で、なめらかな食感が特徴です。これらの情報をマップ上で可視化し、移動ルートと組み合わせることで、無駄のない観光計画が立てられます。 成功するための具体施策としては、主要スポットを時系列で結んだ「1泊2日モデルコース」を提供する(例:1日目:新宿→箱根湯本→登山電車→強羅→大涌谷→芦ノ湖遊覧船→宿泊、2日目:箱根ガラスの森美術館→箱根湯本→帰京)、各スポットの「混雑予想時間帯」と「穴場時間帯」をデータで示す(例:芦ノ湖遊覧船は夕暮れ時が混雑するが、その分景色は絶景)、名物料理を食べられる店舗の「営業時間・定休日・予約可否」をリスト化する、の3点が有効です。よくある失敗とその回避策としては、移動手段の乗換えが複雑で迷ってしまうケースでは箱根フリーパスの活用と事前のルート確認を推奨すること、観光スポットの滞在時間を見誤って計画が詰まりすぎるケースでは余裕を持ったスケジューリングと優先順位付けをアドバイスすること、天候によって富士山が見えない場合の代替プラン(雨天でも楽しめる美術館や温泉施設)を用意しておくことが有効です。本テンプレートは、週末旅行ガイドのコンテンツを計画・評価する際の基盤として活用することを想定しています。
Quality Management(1)
Chapter 1 - Introduction to Quality and Quality Management
1. Characteristics of contemporary management environment
Contemporary management environment: the main forces driving and influencing business and social and economic activities:
3C
1. Increasingly drastic changes:
Main features:
1. Political field: After 9.11, the balance of political power and multipolarization
2. Economic field
3. Technology field: Diversification and acceleration of technology
4. Social and cultural fields: social value, green, environmental protection
2. Customers who have the upper hand
Customers are called the focus of attention of enterprises, and meeting customer needs becomes the key
3. Ubiquitous competition (competition)
The third important force
A wide range of business competition areas
Final standards for enterprise competition:
lowest price
highest quality
best service
fastest speed
Enterprise competition goals:
From maximizing the interests of shareholders to maximizing the interests of all stakeholders
Enterprises adapt to the 3C environment and require FFII characteristics/
fast
flexible
innovation
Continuous improvement
2.The meaning of quality
1.ISO9000:2015 definition:
Quality: The degree to which a set of inherent characteristics meets requirements/
A group: refers to products, services, processes, activities, organizations or their combination/
The higher the inherent characteristics meet the requirements, the better the quality
Inherent characteristics: inherent (innate), permanent characteristics
1.Technical or physical and chemical characteristics
2. Psychological characteristics:
clothing style
food taste
car symbol
3. Time characteristics:
long time
Short time, good quality
4. Security features
5. Social characteristics:
Environmental friendly
Legal and regulatory requirements
Require:
Stakeholder requirements
clearly defined
in contract
There are implicit or unspoken:
Banks keep confidentiality from customers
food sanitation
Electrical safety
Notice:
Difference Between Quality and Grade
Levels are based on different qualities
Star Hotels
Quality only makes sense if it is at the same level
Which one has better quality among the same star rating?
2. Definition of quality-related terms
1. Process: refers to a set of interrelated or interacting activities that transform input into output.
2. Product: the result of the process
3. Customer: is the organization or individual who accepts the product
apparent, potential
External, internal: the next link within the organization is the customer of the previous link
4. Supplier: an organization or individual that provides products
External, internal: the previous link within the organization is the supplier of the next link
5. Defect: refers to any defect or error that impairs the suitability of the product
3. Two understandings of Julan’s quality concept:
Quality and cost are two issues
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.
4. Charming characteristics and necessary characteristics:
Charming characteristics: enough to produce satisfaction, but not enough to make people dissatisfied.
Necessary characteristics: Characteristics that will not produce satisfaction if they are sufficient, but will produce dissatisfaction if they are not sufficient.
Charming traits will gradually evolve into necessary traits
Linear characteristic: refers to the characteristic that the more sufficient it is, the more it will lead to satisfaction, and the less sufficient it will be, the more dissatisfied it will be.
5. Big quality and small quality concept
Generalized quality: high quality, settled at the company or even wider level
Quality in a narrow sense: small quality, settled at the company or department level
Note: At the company level, quality is sometimes defined in a broad sense and sometimes in a narrow sense.
6. The main reasons for paying attention to quality:
1. Explosive growth of science and technology/
2. National governments/quality control
3. The consumer/rights movement is growing
4.International competition in quality/increasing
3. Basic concepts related to management and quality management
1. Business operation, management and governance
business
technology
Business
Accounting
finance
Safety
manage
Management: refers to the process by which managers in a certain organization coordinate the activities of others and lead people to achieve organizational goals through the implementation of plans, organization, leadership and control.
Functions of management: the specific activities included in management
Plan: Establish goals and pathways
Organization: division of labor, collaboration
Leadership: Influence and encourage employees
Control: correct deviations and achieve goals
Business management is a means to achieve business goals
Governance: Incentives and constraints for managers
Reason: There is a principal-agent relationship between managers, the board of directors, and shareholders, which needs to be motivated and restricted.
2. The concept of quality management
Quality management: It is the activities of planning, organizing, leading and controlling to achieve the quality goals of the organization.
The definition of quality management in the ISO9000 standard: the coordinated activities of an organization that directs and controls quality.
Establish policies and goals:
Quality planning: defining processes and resources
Quality Control: Meet quality requirements
Quality Assurance: Ensure customer satisfaction
Quality improvement: the ability to improve quality
3. Quality Management Trilogy (Julan Trilogy)
Quality Plan
QC
quality improvement
The relationship between the three:
4. Concepts and principles of total quality management
Total Quality Management (TQM): It is the highest state of modern quality management development. It refers to an organization that is quality-centered and based on the participation of all employees. It aims to achieve long-term success by satisfying customers and benefiting all members of the organization and society. management approach.
It is the framework or basis for the effective implementation of the "Quality Management Trilogy"
In 1997, Japan Union of Science and Technology (JUSE) renamed TQC to TQM
ISO’s seven quality management principles:
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.
customer-focused
leadership role
All employees actively participate
process approach
Improve
Evidence-based decision-making
relationship management
These principles can be considered the most authoritative summary of the basic characteristics or basic history of total quality management.
5. The main results of total quality management:
1. High quality: the most direct effect
2. Low cost: reduce errors, rework, and non-value-added work
3. High profitability: increased customer satisfaction, increased market share, higher customer retention, more loyal customers, higher pricing
4. Customer loyalty
5. Employee activation: a state in which employees have the knowledge, skills, authority and desire to make decisions and take actions, and at the same time, employees are responsible for the consequences of their actions and the success of the enterprise
Julan proposed: The 20th century is the century of productivity, and the 21st century is the century of quality/
4. The development process of quality management
Three stages of modern quality management:
Quality inspection stage (before World War II)
Control quality through inspection and check afterward
Statistical quality control stage (World War II-1950s)
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)
Total quality management stage (1960s to present)
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"
The whole process
All members
total quality
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
Chapter 2-Quality Management Concept and Framework
1. Main representatives and concepts of modern quality management
1. Deming and his management philosophy
System concept: scientific methods to optimize the system and achieve quality improvement
Claim: Quality improvement should focus on reducing variability in the design and manufacturing process. Variability is the main culprit of poor quality.
In 1986, "Out of the Crisis" proposed the transformation to a quality-based organization with customer satisfaction as its purpose, and 14 key points or 14 obligations that organizations must pay attention to. It is a symbol of organizational survival and responsibility for the interests of investors and employees.
Four aspects summarized by Deming’s 14 points:
In order for the organization to survive and develop, management must establish a clear mission or direction to lead the entire organization to change, and customers are the foothold and starting point for thinking about all issues.
The management of an enterprise should be based on a good system. Quality, productivity improvement and cost reduction should be achieved through continuous improvement of the system, and the comprehensive effect of the system should be achieved through cooperation with suppliers and customers.
Pay attention to the role of corporate culture and leadership, fully mobilize people's enthusiasm and creativity, and enable people to take responsibility and obligations for the success or failure of the organization from the bottom of their hearts.
Attach importance to the role of each individual and enhance each individual's abilities through education and training so that people are willing and able to make their greatest contribution to the success or failure of the organization.
2. Contributions of Julan, Shewhart, and Kaoru Ishikawa
1. Julan: "Julan Quality Manual" "the Bible in the field of quality management" advocates:
Quality is the concept of "fitness"
Emphasize the importance of customer orientation
Quality Improvement Trilogy
crucial few principles
2. Shewhart: "The father of modern quality control", combined statistics, engineering and economics, statistical quality control, proposed the control chart method, "Economic Control of Product Manufacturing Quality" elaborated on the basic principles of quality control
3. Ishikawa Kaoru: Pays attention to corporate practice, advocates that quality management tools and methods are easy to understand and easy for employees to accept, develops a cause-and-effect diagram, also called Ishikawa diagram, and summarizes Japanese-style quality management as "company-wide quality management"
2. Three major quality awards and excellent performance model
The excellence performance model is a comprehensive and systematic management model reflected by the evaluation standards of the three major quality awards (Japan's Deming Prize, the United States' Malcolm Baldrige National Quality Award, and the European Quality Award).
1. Japan Deming Prize
Established in 1951 (earliest)
Two categories:
The Deming Prize for Individuals
Deming Implementation Prize for Business
operating results
quality improvement
New products development
productivity increase
Increase in sales profit
Management level
Department communication
work quality
Plan implementation
Improved into an ongoing activity
10 review items:
policy
The organization is its operations
education and popularization
Information collection, transmission and application
analyze
standardization
Control and Management
quality assurance
Effect
future plans
2. U.S. National Quality Award
Established in 1987, the Malcolm Baldrige National Quality
Step One: Establish a set of evaluation criteria, namely "Performance Excellence Standards"
Performance Excellence Standards are the basis for award decisions and feedback to applicants
Values of Performance Excellence Standards:
system vision
visionary leadership
Focus on customer excellence
Attention to people
Organizational learning and agility
focus on success
Management that promotes innovation
fact-based management
social responsibility
Ethics and transparency
Provide value and results
Malcolm Baldrige National Quality Award places strong emphasis on results/
There are 7 categories of goals
lead
Strategic Plan
Customer and market centric
Measurement, Analysis and Knowledge Management
Attention to human resources
process management
operating results
Note: The first 6 categories are "countermeasure-expansion" type requirements, the 7th category is "result" type requirements, the first 3 categories represent the three elements of leadership, and the last 3 categories represent the three elements of results.
Purpose:
Improve quality and productivity
Recognize quality improvement achievements
Establish quality improvement guidelines and guidelines
Leading other businesses through award-winning corporate change and culture messaging
3. European Quality Award (EQA)
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:
Add value to customers
Leadership based on vision, passion and integrity
Achieve success by leveraging people’s talents
Building organizational capabilities
Agility-based management
Promote creativity and innovation
Maintain excellent results
Create a sustainable future
Summary of the “Performance Excellence Model”:
The essence of the performance excellence model is the standardization of total quality management, and the implementation details
my country: In 2001, the "National Quality Management Award" was established based on the United States and plans to launch the "China National Quality Award"
3.ISO9000 family quality management system standards
Published in 1987, revised in 1994, and revised for the second time in 2000
"Eight Quality Management Principles" constitute the basic concept of the ISO9000 family of standards
1. What is the ISO9000 family of standards?
ISO9000: 2015 "Quality Management System-Basics and Terminology"
is a descriptive standard
ISO9001:2015 "Quality Management System-Requirements"
Mainly used for system certification
Certification develops best
ISO9004:2018 "Quality Management System-Performance Improvement Guide"
Mainly used for organizational performance and improvement
most important to the organization
ISO19011:2011 "Quality and/or Environmental Management System Audit Guide"
2. Process orientation of ISO9000 family standards
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?)
Management responsibilities
Resource management
Product realization
Measurement, analysis and improvement
The effectiveness and efficiency of resource management, product realization and process improvement depends on the organization's management
3.The relationship between ISO9000 family standards, quality award criteria and TQM
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.
Purpose: Promote international trade and reduce costs in the supply chain
4. Principles of quality management
Seven principles of quality management:
1. Focus on customers
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.
To achieve successful transformation, we must first solve a position issue, which embodies the requirements of the first principle.
2. Leadership role
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.
On the basis of clarifying their position, management authorities should lead
3. Active participation of all employees
Competent, empowered and engaged people at all levels throughout the organization are necessary to improve the organization's ability to create and deliver value
All members are required to achieve this transformation.
4. Process approach
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"
Efforts to achieve the same goal from top to bottom must also have a correct methodology
5.Improvement
Successful organizations continually focus on improvement
Because competition is fierce and customer expectations are constantly rising, processes and the systems they constitute must be continuously improved.
6. Evidence-based decision-making
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
Evidence-based decision-making is the most powerful weapon for continuous improvement
7. Relationship management
For continued success, organizations need to manage relationships with relevant stakeholders
The results that this kind of improvement can only achieve within the organization are still very limited. The organization must also work closely with its customers and suppliers to achieve greater success.
The logical relationship between the seven principles
Chapter 3 - Customer-centric
1.Customer identification and segmentation
In TQM, customers occupy a dominant position, and customer choices determine the success or failure of the enterprise.
The focus of enterprise competition: competition for customers
The process of business operation is the process of understanding customer needs, providing relevant products and services, and achieving customer satisfaction.
The value of an enterprise's existence is to meet the needs of customers
Identifying and segmenting customers is the logical starting point for business operations
1.Customer identification
Identifying customers and their needs is an important part of organizing quality activities
1. Customers include existing consumers who purchase and use the company's products (current customers), and also include customers other than current customers (potential customers and hidden customers)
2. Customers can also be divided into external customers and internal customers
external customers
An organization or person outside the organization's boundaries who receives the organization's final product or service but may not be the actual user
Who are the external customers? Just remember who the internal customers are.
internal customers
Within the boundaries of an organization, an individual or group involved in a process
Everyone in the organization has three roles:
supplier
processor
customer
Internal customers only complete the process, while external customers are the company's ultimate responsibility and the purpose of providing products and services.
2. Customer segmentation
Purpose:
Market segmentation is particularly important to corporate well-being. Companies that do not segment markets will maximize their opportunities to meet customer expectations in this market segment.
The key to market segmentation is to segment customers with specific needs and expectations
Segment customers based on:
geographical location
Demographic factors
Product usage
purchasing method
Purchase quantity
expected service level
According to customer preference:
similar preferences
Dispersed preferences
group preference
2. Customer needs, customer satisfaction and customer loyalty
1.Customer needs
Customer needs: refers to the basic physical and psychological requirements and desires of customers for survival and well-being.
Maslow's five levels of needs theory is the most influential theory:
physiological
Safety
social contact
respect
self-actualization
Juran’s “pyramid” hierarchy:
Basic needs
secondary needs
Level 3 needs
Julan believes that the steps to analyze customer needs
Three quality characteristics that Kano Noriaki eliminated:
Must characteristics meet minimum expectations
Better performance in terms of linear characteristics leads to better satisfaction
Better performance on charismatic traits leads to joy
2.Customer satisfaction
In the ISO standard, customer satisfaction is the customer’s feeling that their requirements have been met.
Customer complaints are a common expression of low satisfaction, but the absence of complaints does not mean customer satisfaction (50% of customers do not complain, 45% complain on the spot, and 5% report it to senior management)
45% of complaints that are resolved will purchase again, while only 19% of complaints that are not resolved will purchase again.
Customers who are satisfied will tell 8 people, and customers who are dissatisfied will tell 16 people
Customer satisfaction is measured by customer satisfaction
Customer satisfaction:
customer perceived quality
customer expectations
customer perceived value
Different levels of satisfaction can lead to two outcomes: customer complaints and customer loyalty.
Customer Perceived Quality Customer Expectation, Very Satisfied, May Become Loyal Customer or Frequent Customer
Customer Perceived Quality Customer Expectation, Dissatisfaction, May Complain, Complaint, Lose Customer
Customer perceived quality = customer expectations, may be satisfied or not dissatisfied
customer satisfaction measurement
Generally use econometric models and sampling statistical methods to measure the customer satisfaction index (CSI)
Different industries, regions, and products have different CSI measurements. The most typical one in the United States (ACSI) incorporates perceived quality, customer expectations, perceived value, customer satisfaction, customer complaints, and customer loyalty into the model for analysis.
CSI can be used for:
1. Compare different industries
2. Compare company and industry averages
3. Comparison between different periods
4. Predict long-term performance
5. Answer specific questions
The purpose of measuring CSI: to discover the key factors affecting customer satisfaction and promote organizational improvement actions
3.Customer experience
Customer experience is a psychological feeling that customers have during their interaction with an enterprise. This experience is the feeling and response produced by an individual upon receiving specific stimuli. It is a psychological phenomenon or state, and it is also a process. The rise of the experience economy shows that psychological experience and spiritual experience are new choices for corporate innovation and product offerings, a new level of corporate competition, and the core and important goals of customer satisfaction management and customer relationship management. Enhancing customer experience is called important. corporate strategy
4. Customer loyalty
Customer loyalty refers to a customer's long-term purchase commitment to a certain brand of product or a certain enterprise (customer loyalty = attraction * satisfaction * participation, the key to attraction is: delight = expectation 1)
The difference between satisfaction and loyalty: Satisfaction is reflected in attitude, while loyalty is reflected in actions. Satisfied customers will patronize competitors, while loyal customers only buy from us. Customer satisfaction is a necessary condition for customer loyalty but not a sufficient condition.
The difference between customer loyalty and customer satisfaction
Customer Satisfaction
What customers say – opinions or attitudes
Customers expect more satisfactory suppliers to choose from
Businesses strive to satisfy more customer groups
Businesses measure satisfaction with products and services across broad customer segments
Mainly measures existing customer satisfaction
Emphasis on maintaining quality competitiveness for a wide range of customer groups
customer loyalty
What customers do – purchases and recommendations
Customers expect to buy from only one supplier
Companies identify and convince key customers
Measure satisfaction with all aspects of interaction with key customers and their future purchase intentions
Analyze and understand the reasons for customer churn (departure)
Advocate for developing new products to continuously add value by adapting to changing needs of key customers
The meaning of customer loyalty: bringing continuous added value
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
5.Customer involvement
Customer participation refers to the process and degree of physical, cognitive and emotional investment by customers in order to complete commercial activities in the supply and demand relationship. Customer participation is directly affected by customer needs. Customer participation is a key process in the formation of customer experience. It is the customer's direct experience of the enterprise and an important part of the experience. Under rational circumstances, the level of customer participation is consistent with the level and level of customer experience. Enhancing customer participation is the main way to achieve and improve customer experience.
6. Ways to achieve customer satisfaction
1. Clearly define your key customer groups and markets
2. Understand the long-term and short-term needs and expectations of customers (that is, expected quality)
3. Clarify the connection between the customer’s item (expected quality) and the design, production and delivery process (obtained actual quality)
Expected quality - actual quality = quality perceived by customers
4. Build solid customer relationships
5. Establish an effective complaint management process
6. Measure customer satisfaction and use this information to evaluate and improve its own internal processes
3. Measurement and analysis of customer satisfaction
Customer satisfaction is a barometer of an organization's management level and business performance
Customer satisfaction measurement methods:
Customer survey (main method)
Product offer registration
Complaint handling and tracking
Transaction data analysis
Customer touch point analysis
Lost customer analysis
1. Purpose of customer satisfaction measurement:
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
2.Customer satisfaction evaluation process
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
3. Main tasks of customer satisfaction evaluation
The main aspects of customer survey:
1. Clarify the purpose of the investigation
2. Select the survey implementer and survey objects
3. Design and select investigation methods
4. Determine the survey question
5. Scale of design satisfaction
6. Design the format of the report and the method of data collection
4.Customer satisfaction data analysis and calculation
1. Basic data analysis
Univariate
marginal analysis
frequency analysis
Centralized analysis
Variation analysis
extremum
Explanation of answer level
bivariate
Classification analysis
related analysis
Risk Analysis
Identify major issues and analyze their causes
simple cause and effect analysis
2. Semantic analysis: listening to customers
3. Graphical analysis
4. Advanced analytics
Multiple Regression
variance analysis
factor analysis
Cluster analysis
multidimensional scale analysis
5. Simple application of satisfaction index
4.Customer relationship management
1.Customer relationship evolution and relationship management process
Customer relationship management (CRM), also known as customer relationship management: is an activity and management that enterprises strive to establish long-term good relationships with customers in order to obtain customer satisfaction, retain customers, tap potential customers, achieve customer loyalty, and ultimately gain long-term customer value. measures
CRM goals
win customers
retain customers
Achieve customer loyalty
CRM is the embodiment of customer-centered management concept
Currently, CRM is implemented through CRM system software
A complete customer relationship management process includes:
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
2. Key links in customer relationship management:
1. Organizational accessibility and commitment
2. Select and train front-line employees who have direct contact with customers
Have interpersonal communication skills
Analytical problem solving skills
confidence
Anti-stress
patience
Think of others
Sensitive attention to detail
3. Clarify customer contact requirements
time
Behavior
Attitude (calling, tone, expression)
4. Effective complaint management
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
5. Comprehensive analysis of customer relationship value
tangible customer benefit value
intangible goodwill value
6. Seek strategic partners and alliances
3. Electronic customer relationship management system
Electronic customer relationship management system (eCRM) has become a new hot spot in the enterprise information system market. The basic functions of the eCRM system are:
1. Access management
Interact with customers through e-commerce, call center, network, email, phone, fax, etc., respond quickly and provide technical support
2. Process management
Realize fine management and work automation of marketing, sales, service and other functions and processes
3. Decision support
Provide decision support for customer relationship management and business operations with the help of data warehouse, data mining, decision support, knowledge management and other technologies.
Chapter 4 - Leadership and Strategic Planning
1. Basic direction of the organization
To realize the transformation from a traditional organization to a customer-oriented quality organization, it first depends on the organization's management authorities, especially the top managers or top management, to be able to play an effective leadership role.
The basic direction of an organization:
who I am
mission
where do i go
Vision
What are my principles of doing things?
values
It is the logical starting point for managing organizations
1. Organizational mission
The organizational mission reflects the reason or value of an organization's existence and answers the fundamental question "Who am I?"
2. Core values
Core values are also called "key beliefs": they are what an organization supports and believes in, it is the most important and eternal creed of an organization, and it is a small number of principles that do not change over time.
understand:
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.
content:
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
propose:
Collins and Porras suggested a "Mars Team" to excavate
Mars teams generally consist of 5-7 people
3.Vision
Vision is a state that an organization hopes to achieve in the future
Generally, it is a goal set by the organization for more than 5-10 years.
Moratti Beach Experiment
A blanket was placed on Morati Beach. A tourist came over with a radio. He put the radio on the blanket and went swimming. Everyone nearby knew it was a tourist's radio. At this time, a thief stole it. Come over and take away the tourists’ radios and see how the people around them react. In order to weaken the influence of different folk customs and cultures, this experiment was conducted in many countries. The results of the comprehensive experiment found that after 20 experiments, no one No matter what, there was only one time when the thief was passing by and heard someone say, "Hey, this radio doesn't belong to him. Why did someone take it away?" After this experiment, another experiment was done. The same 20 times, only one change occurred in the test situation at this time, that is, before going into the sea, the owner of the radio asked everyone to help look at the radio. This request was not directed at anyone in particular, and the person being asked did not make a specific promise, but He nodded, but after 20 experiments, someone came out to stop him 19 times. Only once did an accident happen. The thief was caught by two swimmers and beaten violently.
The reason why the results of the two experiments are so different is that the latter has some kind of commitment and responsibility
2. Social responsibility of the organization
1. Social responsibility of the organization
Social responsibility refers to an obligation of an enterprise to pursue long-term goals that are beneficial to society. It goes beyond the obligations required by law and economy.
Stages in the development of organizational social responsibility:
Stage 1: Managers will strive to enhance the interests of shareholders/
Stage 2: Managers acknowledge their responsibilities to their employees/employees and place a high priority on human resources
The third stage: managers extend social responsibility to other relevant parties in the environment, namely customers and suppliers.
Stage 4: Managers feel they have responsibility for society as a whole
Legal obligations are only minimum obligations
Social responsibility goes beyond a business's ability to achieve its economic goals
Social responsibility is based on legal and economic obligations and adds ethical requirements.
2. Ways to ensure and promote ethical behavior in the organization
Making the organization's behavior conform to the requirements of the standards is the basic requirement for the organization to assume social responsibility.
way:
1. Pay attention to the moral standards of candidates when hiring personnel
2. Establish the organization’s ethics and decision-making rules
A code of ethics is an organization's official document that states the basic values and ethical rules that employees are expected to adhere to
A code of ethics is a common practice that reduces moral confusion among members of an organization.
95% of the world's top 500 companies have their own code of conduct
3. Senior managers set an example in ethics
4. Understand the role of goals and performance evaluation
Employees should not use any means necessary to achieve their goals, and their performance should be evaluated under a high moral standard.
5. Provide ethics training
6. Independent social audit
7. Formal protection mechanisms
Design separate positions or procedures to protect the organization’s ethical principles
3. Strategic planning activities
1. The meaning and benefits of strategic planning activities
Strategic planning activities are a systematic process by which an organization establishes long-term goals for quality and integrates these goals on an equal footing with financial, human resources, marketing, and R&D goals into a single within a comprehensive business plan. Then spread the plan across the organization
Strategic planning activities are the detailed deployment of strategic goals, sub-goals, annual goals, resource arrangements and actions to achieve goals.
Benefits of implementing strategic planning activities:
1. Focus organizational resources on activities that can truly improve customer satisfaction, reduce costs, and increase shareholder value.
2. Establish an efficient and flexible planning and implementation system
3. Make improvements a long-term routine activity
4. Promote cross-departmental cooperation
5. Inspire the initiative of managers and rank-and-file employees by empowering them to implement planned activities
6. Eliminate unnecessary and wasteful activities that are not planned
7. Eliminate possible conflicts in various plans
8. Concentrate resources to ensure the implementation of financial plans
In the early days of the Malcolm Baldrige National Quality Award, strategic planning activities were called "Strategic Quality Plans"
General Electric's strategic quality plan: occupy the first or second market share in every business the company enters, and become the most competitive company in the world. Before 1998, reach an inventory turnover rate of 10 times and an operating profit of 10 times. Rate target of 16%
2. The process of strategic planning activities
1. Establish and communicate the organization’s vision, mission, values and quality policy
2. Break down the vision into a small number (4 or 5) of key strategies
3. Set strategic goals
Clear, measurable strategic goals
Consider 7 areas for strategic goals:
product performance
competitive performance
quality improvement
quality cost
business process performance
Customer Satisfaction
customer loyalty
Target value determination considers:
internal requirements
Comparison with the outside
historical performance
4. Development of goals
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
5. Use key performance indicators to measure progress
6. Review progress
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)
Report form:
tabular form
Target
actual performance
difference
Illustration form
Reflects trends in performance relative to goals
7. Operation review
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)
Chapter 5-Human resources management based on TQM
1. Overview of Human Resources Management
Human resources are the most important strategic resources for enterprise development and are the key to the success or failure of an enterprise. The essence of enterprise competition is =#d32f2fThe competition of human resource quality
1. Proposal of human resources management
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.
2. Systematic process of human resources management:
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.
3. Main features of human resource management based on TQM:
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
4. Human resource management in the era of knowledge economy:
1. In the era of knowledge economy, the game relationship between capital owners and knowledge owners is undergoing profound changes. mainly reflects in:
1. Knowledge and professional managers have become the dominant elements in corporate value creation
2. Capital pursues talents, rather than talents following capital.
3. Knowledge employment capital
4. Knowledge brings power
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.
Masaaki Imai (Japan)’s book "Kaizen" points out: In TQM, the first thing to focus on is the quality of people.
2.Job design
The recruitment process plays a vital role in ensuring there is a good match between people and jobs
For a position to exist and be meaningful, it must meet the following characteristics:
1. Have clear and testable goals/
2. Have clear responsibilities/, that is, the tasks or activities undertaken by the position must be clear
3. Have clear authority/authority so that it is possible for the person occupying the position to achieve his or her goals
Job design requirements:
1. Focus on customer satisfaction/. Job design should first focus on customer satisfaction
2. Focus on employee satisfaction/. If you want to satisfy your customers, you must first satisfy your employees
3. Focus on the interests of the organization/
The evolution of job design:
1. Design positions according to the principle of professional division of labor
2. Job expansion
3. Position rotation
4. Position enrichment. Position expansion fossil refers to the horizontal expansion of work, while job enrichment refers to the vertical enrichment and enrichment of work content.
5. Work Team
Job characteristics model:
The job characteristics model proposed by Richard Hackman and Greg Oldham helps us understand how job design affects motivation, satisfaction, and organizational performance. The theoretical model is shown in the figure. The model is Composed of 4 parts:
key mental states
To develop three key psychological states, organizations can use the following five strategies:
1. Form a natural work unit so that the work has integrity
2. Merge tasks to improve skill diversity and task completeness
3. Build client connections, which help increase skill variety, autonomy and performance feedback
4. Vertically expand positions, narrow the distance between planning, implementation and control, and increase employee autonomy
5. Open feedback channels, which will help employees understand how their work is being done and whether there is any improvement.
Core job characteristics
Moderating factors and consequences
3. Recruitment, training and evaluation of personnel
1. Recruitment of personnel
Principles of personnel recruitment:
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
Internal recruitment:
advantage
low risk
low cost
Motivate employees
Enhance organizational cohesion
shortcoming
inbreeding
External recruitment:
advantage
Recruit talents
Bring new ideas and methods
shortcoming
Wrong recruitment
A crackdown on internal employees
Recruitment procedures:
1. Develop employee recruitment plans and employment policies
2. Implement recruitment organization
3. Determine methods and channels for personnel recruitment
method:
background check
Evaluation
interview
channel:
internal selection
Advertising Recruitment
employment agencies
Campus Recruiting
Recommended by acquaintances
4. Select and hire employees
5. Sign a labor contract
6. Inspection, evaluation and feedback
2.Training and education
Ishikawa Kaoru attributes the success of Japanese companies in the 1970s and 1980s to
compete
training
1. Purpose of training:
Employee training is a key link in keeping employees matched to their jobs
1. Adapt to changes in science and technology development
2. Maintain the competitiveness of enterprises
3. Form a common value concept
4. Promote personal development
2.Form of training
1. Off-the-job training
Off-the-job training is relatively formal and involves a large proportion of general theoretical knowledge. It is a kind of "rechargeable" learning and is generally limited to senior managers or technical backbones.
2.On-the-job training
On-the-job training is an organized and planned training organized by superiors by superiors in the company, where employees learn through production practice, or use their spare time during work. It is the main form of corporate training, ranging from senior managers to ordinary workers. Continuous and effective on-the-job training
3. Part-time study
3. Evaluation of training effectiveness
The assessment results serve as the basis for future training plans and training needs analysis.
step
Assessment confirmed
Assessment plan development
Evaluate implementation
Assessment feedback
method
Questionnaire
symposium
take an exam
The most direct and effective
Observe behavioral changes in trainees
Measure the effectiveness of trainees’ work
susceptible to interference from other factors
3.Career management
1.The meaning of career management
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:
1. For individual employees
In order to gain growth, development and satisfaction at work, they constantly pursue their ideal career and design their own career goals and plans.
2. For the organization
In order to continuously enhance employee satisfaction, organizations should pay attention to and encourage employees' personal career plans, provide employees with multi-faceted consultation and guidance based on the needs and development of the organization, and create conditions to help employees achieve their goals.
2. Career development stage
A person's career is divided into several stages:
Growth stage (before 14 years old)
Exploration stage (15-24 years old): changing jobs and units
Founding stage (25-44 years old): Choosing a career
Maintenance stage (45-60 years old): Career development expectations weaken
Decline stage (over 60 years old)
3. Contents of career management:
Employee self-analysis
The organization’s assessment of employees’ abilities and potential
Correctly evaluating employees' individual abilities and potential is the key to formulating and implementing career plans
Provide opportunities for fair competition
Provide training
4. Personnel performance evaluation
Performance appraisal is a very important basic work of human resources management and the main basis for salary management, promotion, training and use.
1. The meaning and characteristics of performance:
The so-called performance refers to the completion of tasks in terms of quantity, quality and efficiency/etc. Performance has the following three characteristics:
1. Multiple causes
Employee performance is determined by four factors: skills (s), opportunities (o), motivation (m) and environment (e)
Performance is affected by many factors
Performance is determined by four factors: skill S, opportunity O, motivation M, and environment E.
P=F(S,O,M,E)
excitation
Subjective factors
personal worldview values
personal needs
interest
personality
Objective factors
working environment
Leadership evaluation
collaborative relationship
environment
internal environment
working conditions
organizational structure
Leadership style
Salary and benefits
company culture
external environment
sociopolitical
economic status
market competition intensity
labor market conditions
2. Multidimensionality
Multidimensionality means that an employee’s performance must be evaluated from multiple aspects, not just one aspect.
Performance appraisal is multifaceted:
work quality
Raw material consumption
Tool wear
collaborative relationships with others
3. Dynamic
Dynamicity is based on time. Employee performance is not static, but is in the midst of dynamic changes.
Dynamic assessment
2. The meaning and function of performance appraisal
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:
control function
Assessment is the main control method of human resources management
Incentive function
Standard features
development function
Develop training plans based on assessment results to fully develop employees' strengths and determine their training direction and usage methods
communication function
3. Methods of performance appraisal
objective assessment method
Hard indicator assessment
Production indicators
Yield
sales volume
Scrap rate
Raw material consumption rate
Energy consumption rate
personal work indicators
Attendance
Accident rate
Violation and discipline rate
Applicable to front-line employees engaged in manual labor
Supervisor Appraisal Method
Wide application range, managers, technicians, etc.
relative assessment method
Employees are sorted according to their performance and forced distribution method, forming a normal distribution law of "small at the two ends and large in the middle"
absolute assessment method
short essay method, check list method
4. Requirements that the assessment system must meet
Assessment indicators must be consistent with organizational goals
Performance indicators must be complete
Assessment indicators must also be controllable
4.Teamwork
1. The concept of team
Team: refers to a group of people within an organization whose members are interdependent, psychologically aware of each other, interact behaviorally, and combine to achieve a certain goal
Basic Features:
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
2. Type of team
1. Problem Solving Team
The most widespread one is Japan’s “quality control circle” in the 1960s and 1970s, also known as the QC group
2. Self-managed teams
Also called self-directed teams or autonomous work teams
Usually consists of 10-15 people
3. Cross-functional teams
Members come from different departments to solve special problems
3. Characteristics of an efficient team
American management expert Robbins believes that efficient teams have the following eight characteristics:
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
Chapter 6 - Process Management
1. Overview of process management
1.The meaning of process
Process: A set of interrelated or interacting activities that uses input to achieve a desired result. A process consists of activities or tasks
ISO9000:2000 terminology
As early as the 1920s, Walter Shewhart, the founder of modern quality management, proposed the basic tenets of process control. Deming then further developed Shewhart's idea of statistical process control and proposed the famous PDCA work cycle of plan-implement-check-take measures. Julan first proposed the concept of process improvement in his book "Management Breakthrough"
Measuring process quality
Effect
A process is considered effective if its output meets customer needs.
efficiency
If this effect is achieved with minimal cost, it can be said that the process is driven by efficiency
Adaptability
A process is adaptive if it achieves effectiveness and efficiency over time in the face of changes.
2. Description of the process
1. Core process diagram
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
2.Flowchart
Understanding a single process often requires the help of a universal tool, which is a flow chart. Flow charts also come in many forms.
3. Type of process
1. Design process
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).
2.Production and supply process
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.
3. Support process
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.)
4. Supply and cooperation process
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
4. The meaning and characteristics of process management
Process management refers to the systematic activities of an organization to improve performance and achieve customer satisfaction through the design, control and improvement of its key processes. Features:
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
2. Product design process
The process of product creation, formation and realization includes market research, product design, procurement, production, inspection, use and other processes
1. Product design process (steps):
1. Come up with creative ideas
2. Initial concept development
3. Product/Process Development
4.Mass production
5. Market introduction
6.Market assessment
2. Design review
After each stage of product design, the design results should be formally, documented, systematic and rigorously reviewed.
Design review: It is a comprehensive, systematic and documented inspection of the design to evaluate the ability of the design to meet quality requirements, identify problems, and
design review process
1. Initial review
The initial review is only the basis and starting point of the design work. This stage requires a rough analysis and demonstration of the plan. The content focuses on the demonstration and demonstration of technical theory, design principles, technical and economic effects, and the possibility of realizing the technical plan. Review
2. Mid-term review
This refers to the review work from the beginning of the design to the finalization of the design.
3. Final review
This refers to the review that takes place after a prototype of a new product has been produced
4. Review of sales readiness status
This is to determine whether the organization has the ability to provide new products or redesigned products. The review includes: whether the installation, operation, maintenance and repair manuals are complete and applicable, there is appropriate sales and customer after-sales service, on-site personnel training, and the provision of spare parts. conditions, on-site usage, completion of qualification tests, actual inspection of early products and their packaging box labels, evidence that the process capabilities of the production equipment comply with specifications
5. Design re-evaluation, also called post-event review
To ensure continued effectiveness of designs, products should be evaluated regularly
6. Design Change Control
In order for design changes to be effectively controlled, design changes and procedures must be developed
3. Process design and control
1. Process design
The effectiveness of the production and supply process first depends on the design of the production and supply process
Steps in process design:
Identify products or services
Identify customers
Identify suppliers
identification process
Improve process
Set measurement, control and improvement goals
2. The particularity of service process design
The output of a service process is different from the product of a production process
Most service processes involve extensive contact with customers, so it is easy to identify customer needs and expectations
Customers cannot define the services they need until they understand references and comparisons
The true service standard is zero defects
3. Process control
Control is to make things go according to plan, it is to correct deviations, it is to correct the deviation between the actual execution situation and the planned ideal state. The reason why process control is important is mainly for the following two reasons:
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:
value creation process
4. Quality function development
QFD is "Quality Function Deployment" and "Quality House". It is a quality engineering tool that conducts multi-level deductive analysis of customer needs for products and transforms them into product design requirements, component characteristics, process requirements, and production requirements. Guide the robust design and quality assurance of products
1. Quality function development and its uses
Quality Function Deployment (QFD): It is a process method that uses a series of matrices to convert customer needs into product technical needs, process control plans and operating specifications.
First started in Japan
customer oriented
A series of matrices called "House of Quality" realize the transformation of "customer needs - technical requirements of products and services - invisible characteristics - process characteristics - process control plan"
The first two houses of quality are achieved through product development and process development
The third house of quality is the key operating process and is the basis for setting control points
The fourth house of quality forms the standard for quality control
2. The process of quality function development (the first quality house)
Identifying customer needs: the most critical and difficult link
Identifying technical requirements: correlation analysis of matrix elements
Develop a relationship matrix between customer needs and technical requirements
Add competitor reviews and key selling points
Evaluate technical requirements and propose goals for products and services
Select the technical requirements to be developed later in the process
Chapter 7 - Quality Improvement
1. Quality Improvement Overview
The organization must establish quality improvement as a long-term, ongoing process, with top management responsible
1. The meaning of quality improvement (also known as breakthrough)
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.
Good changes include:
1. Improve product characteristics and increase customer satisfaction through quality planning activities
2. Reduce defects, reduce waste and eliminate customer dissatisfaction through corrective action methods
2. Characteristics of quality improvement
1. Quality improvement is different from quality control
Quality control knowledge meets quality requirements, which is maintenance, not breakthrough
2. Quality improvement is implemented in the form of projects
Start improvement projects, component teams, resource support, use improvement tools and techniques to implement improvements based on work processes
3. Quality improvement is universally applicable
Initially, it is manufacturing, post-service industry, production process, other business activities, government, education, medical institutions, etc. It applies to hardware, it also applies to software, it applies to finance, product research and development, marketing
4. Quality improvement is endless
Because: Customer needs are endless, human creativity has no limits, and people can always find better ways
5. Quality improvement has a cost
It costs money to establish an improvement system and mobilize resources
Train employees to participate in improvement team work and use improvement tools at a cost
Diagnosing the causes of chronic waste and treating them costs
6. Quality improvement results mainly come from a few key projects
3. Deming cycle (PDCA cycle)
The four stages of Deming cycle (PDCA cycle)
Plan: Understand the current situation and describe the process
Implement do: Verification and implementation of action plans
Learning (check) check: rating results, recording lessons, and deciding on further improvements
Action: Standardize improvements (translate into institutional norms)
4.Julan Quality Improvement Program
Juran defines “breakthrough” as an organization achieving unprecedented levels of performance through improvement.
Juran Quality Improvement Process (Breakthrough Sequence)
present evidence
Project recognition
Building breakthrough organizations (project teams)
Diagnostic process: data collection, organization, analysis
Healing
maintain results
5. Improvement practices of results organization
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
2. Six Sigma Management
The hottest quality improvement method from Motorola
Received the Malcolm Baldrige National Quality Award in 1988
Six steps to achieve Six Sigma goals:
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
Formula: Defects per million opportunities (DPMO) = Defects per unit (DPU)/million error opportunities
Six Sigma management cycle diagram, also called MAIC cycle
The DMAIC loop includes:
Define the problem (first five steps)
Quantify the problem and collect data information (Step 6)
analyze the problem
Solve problems and improve qualityimprove
Improvement and control of the system
3. Benchmarking analysis
1. The meaning and origin of benchmarking analysis
Benchmarking is a systematic process that compares and analyzes the way advanced organizations do things to improve and change the organization's products, services, processes and other key success factors to make it the best in the industry. This method is often called Benchmarking, benchmark evaluation, model reference, level comparison, etc. This method was pioneered by the American Xerox Company in the late 1970s. The essence of benchmarking is the change of the organization. When conducting benchmarking activities, it is usually carried out in a group or team manner. The team generally consists of 3-6 people. They should be the people most familiar with the area to be improved. Team members should have professional knowledge in the corresponding field, the ability and skills to grasp and analyze problems, and a strong spirit of cooperation.
2. Implementation steps of benchmarking analysis
1. Determine the areas or objects to implement benchmarking analysis
2. Clarify your current situation
3. Determine who is the best, that is, select the benchmark for benchmarking analysis
4. Clarify how the benchmark is set
5. Determine and implement improvement plans
3. The effect of benchmarking analysis
The most direct effect of implementing benchmarking activities is to bring substantial improvements to the organization's products, services and processes. In addition, it is beneficial to:
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
4. Lean management
1. The meaning and principles of lean management
Lean management is a quality improvement methodology characterized by using minimum resources and eliminating all forms of waste. He is the American name for Japan's Toyota Production System. Just-in-time (JIT) is the most important component of the Toyota Production System. The goal of lean management is to use fewer resources to accomplish more, including fewer workers, inventory, space, equipment, time, scrap, etc. In other words, lean management is a management philosophy that seeks to eliminate all types of waste. Waste here includes: excessive delays, excessive levels of inventory, excessive distances for workers or parts to move, excessive equipment setup time, unnecessary space, rework of defective products, idle equipment, scrap, etc.
There are five important principles for implementing lean management
1. Clarify value from the customer’s perspective
2. Identify the value stream. The value stream here refers to the set of activities necessary to create products or services that customers value.
3. Move value through the value stream by eliminating non-value-added activities and optimizing the individual steps of the remaining value-added activities
4. Let customers pull value through the value stream
5. Pursue perfection
Benefits of Lean Management
1. Cost savings
2. Increase income
3. Save investment
4. Improve employee morale
5. Reveal the problem
5.Business process reengineering
1. The meaning of business process reengineering
Business process reengineering is the fundamental thinking and design of enterprise business processes in order to achieve breakthrough improvements in cost, quality, and productivity. This movement is a profound enterprise reform movement that has emerged since the late 1980s when enterprises faced drastic changes in the socio-economic field, increasing market competition, and ever-increasing customer expectations.
2. Characteristics of business process reengineering
1. A complete change in thinking patterns. Business process reengineering emphasizes fundamental change and thorough design. For this reason, the traditional thinking model must be changed.
2. Carry out system transformation with the process as the center. The great achievements of reengineering mainly rely on process reengineering
3. Creative application of information technology. In addition, business process reengineering also has the characteristics of customer first and extensive authorization.
Chapter 8 - Performance Strategy and Knowledge Management
1. Overview of Performance Measurement
1. Measurement, data and information
Measurement: It is the quantification of the characteristics and results of products, services, processes and other business activities. Measurement indicators are usually used to represent the quantitative information generated by measurement activities.
Measurement is the basis for correct decision-making
Regarding the importance of measurement, someone has put forward the following three points:
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
2. Requirements for data and information at different levels of the organization
People at different levels of an organization have different needs for data and information. Adapting the type and communication methods of data and information to the organizational level is the key to successful information management.
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
3. Information and knowledge management
1.Information Management
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:
1. Data quality must have goals and measurement standards
2. Data must be obtained from the source
3. Eliminate human errors through electronic data collection
4. Use only one database as much as possible
5. Eliminate unnecessary intermediate processing links
6. Producers of data and information must bear responsibility
7. Ensure proper training
Data and information must be available
2.Knowledge Management
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:
1. Acquire knowledge, including explicit knowledge and intrinsic knowledge
2. Apply knowledge and penetrate the acquired knowledge into the business system
3. Manage knowledge and be able to deliver or synthesize new knowledge when needed
4. Knowledge sharing, identifying and sharing the best time within the organization. Identifying and communicating the best times within an organization is also known as internal benchmarking. Internal benchmarking consists of three steps:
First, identify and collect internal information and best practices
Secondly, share these practices with Sister Li
Finally, to apply them to new scenarios and bring them to an optimal time level, many organizations have established internal databases to enable employees to share best practices and knowledge
Characteristics of successful organizations in information and knowledge management:
1. Have a comprehensive performance indicator system
2. Good at applying comparative information and data
3. Continuously improve the performance measurement system
4. Apply data analysis results to support strategic planning and daily decision-making
5. Involve all employees in measurement activities and ensure information is widely visible
6. Ensure data and information are accurate, credible, timely, safe and confidential
7. Ensure hardware and software systems are reliable and easy to use
8. Systematically manage the organization’s information and knowledge and share best practices
All of these practices kick in toward the key principle of total quality, “fact-based management.”
2. Balanced Scorecard
Kaplan's balanced scorecard organizes four aspects to measure organizational performance:
financial indicator
internal indicators
customer metrics
Innovation and learning indicators
3. Quality cost
1. The meaning and origin of quality cost
Quality cost: refers to the expenses incurred to ensure and guarantee satisfactory quality as well as the tangible and intangible losses caused by failure to obtain satisfactory quality.
Purpose: The primary purpose is to support quality improvement activities
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
2. Classification of quality costs:
1. Compliance cost: Increase in expenses due to the pursuit of satisfaction
2. Non-compliance costs: losses caused by reducing dissatisfaction
internal failure costs
Before delivery, defective related costs
Scrap loss: loss not worth repairing (labor costs, material loss costs)
Rework Fee: Worth the Cost of Repair
Re-inspection and screening fees: Fixed re-inspection and random inspection screening fees
Stoppage loss: work stoppage due to quality defects
Non-conforming product processing fee: labor, material fee
other
external failure costs
After delivery and delivery to the customer, costs related to defects
warranty fee
claim fee
Litigation costs
restocking fee
price reduction fee
other
appraisal cost
Ensure compliance with quality requirements, cost
Incoming goods testing fee
Process and finished product inspection fees
Re-inspection fee for materials in storage
Evaluation fee for test equipment
Quality review fee
other
prevention cost
The cost of quality management work, the cost of planning, review, and analysis activities to reduce failure costs and identification costs
Quality plan preparation fee
Process control fee
Product review fee: review of design plans and trial product quality
Quality information fee: collect, organize, analyze, and save quality data
Quality management implementation fee: expenses for establishing quality system, holding meetings, summarizing, rewarding excellence, etc.
other
3. Things to note when classifying quality costs
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.
4. Calculation method of quality cost
Quality Costing: Focus on Quality Cost Analysis
Internal operational quality costs and external activity quality costs
prevention cost
appraisal cost
internal failure costs
Process costing:
Compliance costs
non-compliance costs
Quality loss method: losses due to poor product quality
Internal losses:
internal intangible losses
internal tangible losses
External losses:
External intangible losses (customer dissatisfaction, revenue decline)
External tangible losses (breakdown costs)
5. Study the role of quality cost in promoting quality improvement
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
Chapter 9 - Stakeholder Relationship Management
1. Overview of stakeholder relationship management
1. Meaning of related parties:
Relevant parties are also called stakeholders. According to the definition of ISO9000::2015, relevant means refer to individuals or organizations that can influence decisions or activities, are affected by decisions or activities, and consider themselves affected by decisions or activities.
Effective management of relationships with interested parties has several benefits:
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
2. Main measures for stakeholder relationship management
1. To grasp the situation, we must first understand who are the relevant parties of the organization and what is the current status of their relationship with the organization. This is the starting point for stakeholder relationship management
2. Distinguish between priorities
3. Balance distance and nearness
4. Share resources
5. Measurement, feedback
6. Joint development (improvement)
7. Commendation and recognition
2. Supply chain and supply chain management
1.The meaning of supply chain
Supply chain refers to all activities involved in providing products and services to end users. Each organization designed, such as raw material processors, parts manufacturers, product manufacturers, wholesalers, retailers and customers, is a link in the entire process, making the entire process just like a chain
2. The meaning and purpose of supply chain management
Supply chain management is the management of the entire chain from the initial receipt of orders from final consumers, to the upstream raw material suppliers, and finally to the provision of goods to consumers. The purpose of supply chain management is to get the right products to the right place at the right time and to maximize profits.
3. Motives for supply chain management
1. The proportion of supply chain costs in total costs increases
2. Increasing global competition
3. Outsourcing. More and more organizations are adopting outsourcing, which has greatly increased the demand for transportation, which in turn has led to an increase in transportation costs.
4. E-commerce. The advent of e-commerce and other electronic technologies has made outsourcing easier and cheaper, both domestically and globally
5.Shorter life cycle
6. Supply chain complexity. In addition to cost benefits, good supply chain management also leads to greater customer loyalty and greater market share
4. Supply chain strategy model
1. Quadrant 1 (low importance/low cost)
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.
2. Quadrant 2 (low importance/high expense)
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.
3. Quadrant 3 (High Importance/Low Cost)
This quadrant includes advanced engineering equipment, certain process materials, or special contract employees
4. Quadrant 4 (High Importance/High Cost)
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
3. Supplier relationship management
1. Supplier relationship planning
Supplier relationship planning refers to activities related to identifying customer needs, analyzing and formulating supply strategies to meet these needs. One of the key outputs of the planning process is the formation of an initial model that details the total customer ownership cost of the target commodity. Therefore, Data collection and analysis will also be required throughout the planning process
The inputs into the planning process are
customer needs
Industry data
spending data
possession cost data
The output of the process is
Recommended supply strategy
unified purchase
Reduction of supplier base
total cost of ownership model
Identify and assess customer needs. The core of the supplier planning process is to identify customers and evaluate these customers' current and future needs for target products.
Steps in the Supplier Relationship Planning Process:
1. Collate and compile various documents related to the organization’s past, current and future procurement activities.
2. Identify from purchasing activities which products are both of high importance to business operations and have high costs.
3. Form a cross-functional team for the product, including representatives from customers and representatives from the company’s functional departments
4. Determine customer supply needs through data collection, surveys and other needs assessment activities
5. Analyze the structure, capabilities and trends of supply industries
6. Analyze the cost composition of the total occupancy cost of goods
7. Translate customer needs into a supply process that will satisfy the customer and provide opportunities to manage and optimize total cost of ownership
8. Obtain management approval to transfer the developed supply measurements to the operations department for implementation
2. Control of supplier relationships
Requirements for supplier relationship control
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
Supplier relationship control steps:
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
3. Improvement of supplier relationships
Supplier relationship improvement activities generally include two basic contents:
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
5 levels of cooperation in supplier relationships
1. Form a joint team
2. Reduce costs
3. Increase value
4. Information exchange
5. Resource sharing (highest level)
Chapter 10 - Statistical Thoughts and Applications
1.Basics of statistics
1. Type of data
Measurement data
With decimals, the variable is a continuous variable
count data
Without decimals, the variable is a discrete variable
Piece counting data
Point data
2. Population and sample
overall
It refers to all the research objects in a certain statistical analysis. Individual, unit overall capacity N table
sample
It is a part of individuals randomly selected from the population and subjected to detailed research and analysis. Sample unit, sample size n represents
3. Probability and random variables
1. Probability
For example, two numbers are randomly selected from the four numbers 4567
Repeated sampling may occur:
Sampling without repetition may occur:
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?
2. Random variables
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.
3. Distribution of 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:
binomial distribution
Poisson distribution
hypergeometric distribution
General distribution of continuous random variables:
Evenly distributed
normal distribution
lognormal distribution
If the sample size is large enough, the continuous random variable will approximately obey a normal distribution regardless of discreteness.
4. Characteristics of normal distribution
The normal distribution probability density function curve is symmetrical, a unimodal bell-shaped curve
Any normal distribution is completely determined by only two parameters: mean μ and standard deviation σ. Until μ determines the center, it is called the position parameter. σ determines the shape of the distribution curve, which is called the shape parameter. The smaller σ, the steeper the curve. The smaller the degree of data dispersion, the larger σ, the flatter the curve, the greater the degree of data dispersion.
The area under the normal distribution curve is the probability that a random variable takes on a value in the corresponding interval, or what proportion of the values in the population fall within the corresponding interval.
5. Commonly used statistical parameters
Median: sorted by size, the middle number
standard deviation
Range R=maximum value-minimum value
2. Statistical techniques and methods in quality management
Statistical techniques and methods are divided into:
Descriptive statistics
Is a statistical method that effectively collects, organizes and describes data
Illustration
Frequency distribution plot
Histogram
index
central tendency
mean
median
Proportion
Dispersion trend
extremum
standard deviation
deviation
Statistical speculation
Statistical inference is the process of obtaining conclusions about unknown characteristics of a population based on data extracted from the population.
include
Parameter Estimation
That is, a method of estimating unknown parameters contained in the population distribution based on samples drawn from the population.
point estimate
moment estimation method
maximum likelihood estimation method
least squares method
Bayesian estimation method
interval estimate
sampling distribution
interval estimate
hypothetical test
large sample theory
hypothetical test
The real situation is that H0 is established, but it is judged that H0 is not established, making the mistake of "taking truth as false"
The real situation is that H0 is not established, but it is judged that H0 is established, making the mistake of "taking false as true"
Testing method: the most important one is the likelihood ratio method
Test design
follow principles
randomization
local control
repeat
method
block design
factorial design
partial implementation law
Speculative statistics (predictions)
That is, the statistical process of predicting the future based on past data.
method
related analysis
Correlation coefficient r (linear), the larger the value, the more relevant it is
regression analysis
Unary regression
Multiple Regression
multiple regression
Chapter 11 - Quality Management Tools and Methods
1. Quality control and improvement tools
On-site quality management "old seven tools"
Questionnaire
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
Nonconforming product item survey form
Defect Location Questionnaire
Quality Characteristics Distribution Questionnaire
matrix questionnaire
layered hair
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 diagram
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.
Issues to note when applying cause and effect diagrams
Methods to build cause-and-effect diagrams: brainstorming, etc.
A cause-and-effect diagram can only analyze one major quality issue
The levels of the cause-and-effect diagram should be clear
The main reason must be the end (highest level) factor
Cause-and-effect diagrams can only analyze causes or hypotheses, and key factors need to be tested.
Cause-and-effect diagrams are used in conjunction with Pareto diagrams and strategy tables, called "two diagrams and one table"
Pareto chart
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
1 abscissa
2 vertical coordinate
Rectangles arranged in order
cumulative percentage line
principle
Pareto principle, the principle of "critical few and minor majority" proposed by Pareto (meaning)
use
1. Sorting shows the impact and role of each quality improvement project on the entire quality problem
2. Find the “critical few” and focus on key issues for quality improvement
Histogram
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
1. Collect data (generally more than 50)
2. Determine the range R
3. Determine the number of groups k and the group distance h. The number of groups k is determined as shown in Table 11.6p282
Group distance h=R/number of groups (take an integer)
4. Determine the group limits for each group. Generally determined by 1/2 of the smallest unit of measurement
5. Prepare a frequency distribution table to see how many data are in each group
6. Draw a histogram and mark the tolerance range T, sample size n, sample mean and sample standard deviation S
Observation and Analysis of Histograms
observe
Normal type (steady state)
Biased type:
Reason: One-way tolerance requirements, processing habits or psychological factors
Bimodal type:
Reason: Two workers or two equipment are processed into one batch
Island type:
Reasons: mixed raw materials, negligent operation, replacement of unskilled workers in a short period of time, large errors in measurement tools
Flat top type:
Reason: slowly changing factors such as tool wear, several distributions with different average values are mixed
Sawtooth type:
Reason: Too many groups or inaccurate measurement data
analyze
Ideal type:
Symmetric distribution, with margin for tolerance, should be maintained
Eccentric type:
Adjust the distribution center so that it coincides with the tolerance center
No surplus type:
Reduce sample bias S
Ability surplus type:
Excess capacity, high costs, reduced accuracy or frequency of inspections, reduced costs
Insufficient ability type:
If defective products appear, reduce the standard deviation S or increase the range of tolerance T.
Wall type:
If defective products appear, adjust the distribution center to coincide with the tolerance center.
Control Charts
Scatter plot
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
flow chart
constitute
2.Quality planning and improvement tools
New seven tools (proposed by Japan)
relation chart
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:
centralized relationship diagram
One-way intensive relationship diagram
relational representation diagram
constitute:
Target
reason
arrow line
KJ method
Also called affinity diagramming, designed according to brainstorming method
Developed by Jiro Kawakita (Japan)
tree diagram
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.
Matrix diagram
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
matrix data method
The only quantitative analysis method
process decision making diagram
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
vector diagram
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:
Chapter 12 - Statistical Process Control
1. Variation theory
Variation is any change during process operation that is inconsistent with the target or specification requirements, also known as fluctuation
1. Source of variation
Variation comes from the process. There are many sources of variation in the process, generally 5M1E.
raw materials
tool
machine
operator
environment
Measurement
2. Types of mutation
shewhart thinks
Stable process with "inevitable random variation"
Unstable processes with “determinable cause variation”
Deming believes
common cause variation
Variation factors that are always present in a process and are not controllable by humans but are called inherent components of the process
Generally accounts for 80-95% of variation
The general reason is caused by the system design and occurs randomly.
A process governed by general causes is a controlled process, and a system is a stable system.
special cause variation
Factors other than common causes that cause process variation
Special causes arise from the outside, do not occur randomly, and can be detected and corrected using statistical methods.
3. Two fundamental mistakes managers may make
Treat all defects, complaints, errors, malfunctions, accidents or shortages and other quality problems that are actually caused by general causes as if they were special causes
For all defects, complaints, errors, malfunctions, accidents or shortages and other quality problems that are actually caused by special causes attributable to general causes
2. Sampling technology and sampling inspection
1. Random sampling
Random sampling: that is, a certain number of individual units are randomly selected from the population as samples for observation, so that each individual unit has a certain probability of being selected into the sample, so that the conclusions made based on the sample are fully representative of the population.
random sampling method
simple random sampling
stratified random sampling
Stratify first, sampling in equal proportions in each stratum
equally spaced random sampling
cluster random sampling
First divide into groups and randomly sample the groups
sampling error
sampling error
Sampling error always exists
Systematic error (non-sampling error)
Systematic errors can be eliminated
source:
bias
non-comparable data
Undiscriminating trend estimation
causation
inappropriate sampling
2. Sampling inspection
Sampling inspection refers to an acceptance method that randomly selects samples from a batch of products for inspection according to a certain plan, and determines whether the batch of products is qualified based on the inspection results of the samples, and thereby determines whether the batch of products is accepted or rejected.
Sampling inspection consists of three parameters (N, n, A)
Number of inspections N (population) Sample size n (sample) Number of qualified or failed A
If the unqualified number is dA, the product is unqualified
If the number of failures d≤A, the product is qualified
3. Characteristics (advantages and disadvantages) of sampling inspection
advantage
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.
shortcoming
There is a risk of accepting “bad” batches and rejecting “good” batches
Increased planned workload
Samples generally provide less product information than full inspections
4. Types of sampling inspection
by data type
Count Sampling Inspection: Discrete Quantities
Measurement Sampling Inspection: Continuous Quantity
Obtaining methods by sample size
one sampling
subsampling
multiple sampling
sequential sampling
Sampling method
Standard type
Selective
Adjustable type
Continuous
5. Sampling characteristic curve (OC curve)
It refers to the relationship curve between the acceptance probability L (p) of a product batch (determining that the product batch is qualified) and the actual quality level of the product batch (pass rate p) after a sampling inspection plan (N, n, A) is determined.
3. Process capabilities
1. Process capabilities
It refers to the processing accuracy and processing capabilities of the process when a process is in a stable state, that is, when factors such as operators, machines, equipment, raw materials, methods and environment (5M1E) are under standard conditions.
The fluctuation range of product quality characteristics is generally expressed as 6 times the standard deviation. Process capability: B=6σ (Six Sigma management)
2. Procedures for process capability research
5M1E
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
3. Process capability index: CP=T/6σ≈T/6S
T: Tolerance range determined by product specifications
σ: process standard deviation
S: sample standard deviation
The higher the CP value, the lower the defective product rate.
Calculation (4 cases)
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
4. Process capability rating
CP1.67
Extra quality, process capability is too high
1.67≥CP1.33
Quality level 1, process capability is sufficient, and the lower safety limit is 1.5
1.33≥CP1
Quality level 2, process capability is acceptable
1≥CP≥0.67
Quality level 3, insufficient process capability
CP0.67
Quality level 4, insufficient process capability
5. Ways to improve process capabilities
CP=(T-2 ε)/6S
Approach: reduce the center offset ε, reduce the standard deviation S, and increase the tolerance range T
4.Control chart
Control chart is the basic tool of statistical process control (SPC) proposed by Shewhart
Control charts explained
The plot points of the control chart fall outside the upper and lower limits
The upper and lower limits are generally expressed by the overall mean μ and standard deviation σ.
μ 3σ is the upper limit and μ-3σ is the lower limit, because the probability of the normal distribution falling at μ±3σ is 99.73%
The distribution of plot points is not random
Indicates that the process is subject to special cause variation and is uncontrolled
1.Principle:
Process variation is caused by common causes and the process is controlled
Process variation is caused by special reasons and process overcontrol
2.Use
Establish statistical control status
Monitors the process and provides alarm signals when the process exceeds control limits
Determining Process Capability: Stability
3. Type
Measurement value control chart
Mean first difference control chart
Median first difference control chart
Single value first difference control chart
List methods
Chapter 13 - Reliability Management
1. Reliability and related concepts
1.The meaning of reliability
Reliability refers to the ability or probability of a component, product or system to perform its intended function within a specified period of time under specific operating conditions.
Elements:
Capacity or Efficiency - failure or malfunction that can be repaired
probability or possibility
specified time
specific operating conditions
2. Reliability classification
According to the levels and objects of reliability analysis and research
Components/Reliability
Product/Reliability
System/reliability
interaction
From a reliability design perspective
inherent/reliable
Implementation/reliability
3. The relationship between reliability, maintainability and availability
1. Maintainability
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.
preventive maintenance
corrective maintenance
2. Availability
The possibility and probability that the equipment will not shut down due to failure
operational availability
Ao=MTBM/(MTBM MDT)
MTBM: Time between maintenance includes corrective and preventive maintenance
MDT: Mean Downtime
corrective
preventive maintenance time
waiting time
intrinsic usability
At=MTBF/(MTBFMTTR)
MTBF: mean time between failures
MTTR: mean time to repair
2. Measurement of reliability
1. Measurement of unit reliability
Failure rate = total number of failures/total running hours
The reciprocal of the failure rate = total operating hours/total number of failures
Represents mean time to failure (MTTF) that cannot be repaired or mean time between failure (MTBF) that can be repaired
1. Failure rate and failure rate curve
2. Reliability function R(t)
R(t): The probability that the product will not fail within the specified time
R(t)=P(tT)
Determination of R(t)
failure density function
cumulative failure distribution function
reliability function
λ represents the failure rate
2. Measurement and prediction of system reliability
1. Series system
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
2. Parallel system
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)
3.Reliability engineering
Reliability Engineering: refers to the knowledge and techniques for designing, manufacturing and protecting products with high reliability
1.Reliability design
process
Specify reliability requirements
Establish a reliability model
allocation reliability
Predictive reliability
Formalize the principles and requirements for product reliability design and formulate design standards and specifications
Select and control components
Carry out environmental, maintenance and other auxiliary design when necessary
Ways to improve reliability
Choose standardized components
Use redundancy techniques
Environmentally resistant design
Design for maintainability
2.Reliability analysis
method
Failure Mode and Effects Analysis (FMEA)
Definition: During the product design process, a method is used to analyze the various potential failure modes of each component unit of the product and their impact on product functions, and propose possible corrective and preventive measures to improve the inherent reliability of the product.
process
Understand and master product information
Determine the functional requirements of the product and select the level of analysis
Find all failure modes
Analyze causes and effects
Develop corrective actions
Analyze and evaluate the severity of the hazard
Detailed information required for single components
Failure mode
cause of issue
Failure impact
Corrective Action
Hazard comments
Fault Tree Analysis (FTA)
Similar to fishbone diagram in cause and effect analysis
3. Reliability test
It is a means of investigating, analyzing and evaluating product reliability.
type
Reliability measurement test: stop after a certain time or when the number of faults reaches a certain number
Reliability identification test: Use representative products to identify relevant data on product reliability
Reliability acceptance test: Sampling of delivered products to determine whether product performance meets requirements
Environmental stress screening test: Apply environmental stress to products to screen products with high reliability
Reliability growth test: whether product reliability is improved under specified environments
4. Reliability management
Reliability management refers to the entire process of establishing, achieving and maintaining reliability goals in the process of achieving product or system reliability.
1. General steps of reliability management
Define customer performance requirements
Identify important economic factors and evaluate their relationship to reliability requirements
Define the environment and conditions under which the product will be used
Select components, designs and suppliers that meet reliability requirements and cost criteria
Determine machine and equipment reliability requirements and their impact on product reliability during manufacturing
Analyzing field reliability data as a quality improvement approach
2. Contents of reliability management
Establishment of reliability goals
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.
Design process reliability management
Product or system performance characteristics, operating conditions, and performance duration govern the design
Manufacturing process reliability management
Raw materials, equipment, and workers affect reliability, and preventive maintenance activities are also very important.
Chapter 14 - Standardization and Certification System
1.Standardization
1.Standardization and related concepts
Standardization is the activity of formulating common and reusable rules for actual or potential problems in order to obtain the best order within a certain range.
Object: Common and repeated activities and their results
content
The development of standards
Publishing standards
Implementation standards
Essence: unity
Purpose: Get the best order
Standards: In order to obtain the best order within a certain range, common and reusable rules, guidelines or characteristic documents are specified for activities and their results.
Basic meaning: regulation
particularity
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
2. The meaning and role of standardization
Obtain the best order within a certain range and achieve maximum social and economic benefits
Lay the foundation for scientific management
Promote a quality improvement cycle to improve product and service quality
Protect the interests of consumers
Promote the development of trade
Ensure human safety, health and protect the environment
3. Standard system
Vertical level and scope of application
international standards
National standard
Industry Standard
Corporate standards
Standard content
technical standard
management standards
Working standard
Standardization area
Industry standard
agricultural standards
business standards
construction industry standards
education standards
health standard
The effectiveness and nature of requirements of standards
mandatory standards
Recommended standards
time dimension
Standard setting
release
revision
abolish
4.International standards
International standards refer to the standards formulated by the International Organization for Standardization (ISO), the International Electrotechnical Commission (IEC) and the International Telecommunications Union (ITU), as well as other standards confirmed and published by the International Organization for Standardization
Adopting international standards means that the formulation of national standards is based on international standards, or that international standards are recognized as having the same status as national standards.
5. Adopt international standard methods
recognition law
cover method
complete reprint method
translation method
redraft law
citation method
Adoption level
6. Standardized approach
simplify
Reduce object scope and reduce unnecessary duplication
standardization
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.
Universal
Expand target scope and reduce duplication of work
Combination
Design a standardized system composed of multiple units, with different units targeting different products
Serialization
Standardizing the structural form and main parameters of similar products is an extension of simplification
7. Standard setting procedures
preparation
Project establishment
draft
solicit opinions
review
approve
publishing
review
abolish
8. Enterprise standardization tasks
Establish a certain order for the production and operation activities of the enterprise, so that the conditions provided by each department of the enterprise meet their respective requirements, coordinate the activities of each production link, make the various economic activities of the enterprise follow common guidelines, and make complex management The work is systematic, standardized and simplified to ensure that the company's production and operation activities can be carried out efficiently, accurately and continuously.
9. Requirements of corporate standards
Enterprises carrying out standardization work must be guided by the idea of "customers first"
Enterprise standardization work must adhere to the principle of "systematization"
The standardization work of enterprises must meet the following specific requirements:
authoritative
scientific
Mass nature
coherence
clarity
2.Quality certification
The first certification mark was created in the UK in 1903
In 1976, IEC established the Certification Management Committee.
After the "Uruguay Round" negotiations in 1993, quality certification was expanded to the "Conformity Assessment Procedure"
In April 1983, my country joined the IEC Certification Management Committee.
1. Certification system
Certification system refers to any procedure that directly or indirectly determines that the relevant requirements in technical regulations or standards are met (including certification and accreditation activities)
Meaning: It is a conformity assessment activity
Object: It is the product and management system
Basis: Relevant technical regulations or standards
2. The overall structure of my country’s certification system (four levels)
The first level is the authorizing or governing body/
Authorized agency by the Certification and Accreditation Supervision and Administration Department of the State Council
The second level is the accreditation body/
The third level is the institutions and personnel engaged in certification/
The fourth level is enterprise/
3.Categories of certification
According to the objects of certification
certified product
Management system certification
According to the nature of certification
Voluntary certification
General products
Quality management system
Mandatory certification
Personal safety
physical and mental health
A product with great responsibility
According to certification scope
National certification
Regional certification
International Certification
ISO
IEC
According to certification mark
Conformity mark certification (technical voluntary certification)
Safety Mark Certification (Safety Compulsory Certification)
4.Basic process of certification
Organizations seeking certification submit a certification application to the certification body
Certification agency accepts applications
The certification body designates auditors to conduct certification audits or reviews
Certification evaluation and approval
Certification agencies implement post-certification supervision and inspections
Certification marks issued by our country
5. Authentication mode
Type test (typical test): the simplest and most limited
Type test Market sampling inspection
Type test Factory sampling inspection
Type test Post-certification surveillance (market and factory sampling inspection)
Type test Factory quality management system assessment Post-certification supervision (quality management system review, market and factory sampling inspection)
The most complete and most commonly used in various countries
Industrial and commercial quality management system (i.e. quality management system certification system)
batch inspection
100% inspection (generally not used)
6. The role of implementing quality certification system
Help consumers choose products and protect consumers’ interests
Promote the implementation of advanced standards and implement policies that support the good and limit the bad
Promote enterprises to establish and improve quality management systems and improve quality management levels
Promote national measurement standards
Reduce repeated inspections and tests in society and save a lot of test costs
Improve the competitiveness of products in the international market
Enhance corporate credibility and economic benefits
Realize national macro-management of product quality
Reduce the risk of product liability