DODD-5000.51-G-1989.pdf
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1、PB89-181929 DMt 2115/89 REPRODUCED BY US. DEPARTMENT OF COMMERCE NATIONAL TECHNICAL INFORMATION SERVICE SPRINGFIELD, VA 22161 DODD 5000.51-G * 2595528 0082620 185 m ml I “ - - ?AGE Total Quality H8nagewnt cultura change i n orguization through instituting a broader vision of management encompassing
2、improvement of every process critica to orgiriizational success. TQM is managed process of coatinuous i=provcmcnt. This improved perforPruice is directed toward s t i s f y i n g such cross-functional goals as quality, cost, rhduk, and technical performance. Puugement techniques, existing improvemen
3、t efforts, and .technical tools under a disciplin ipproach focused on continuous process improvement. :ustomCr/users with products and services that consistently wet their needs and expecta- tons. TQM integrates fundamental The activities focus on providing Each TQM element is institutionalized by i
4、nplementing a structured approach.to :ontinuous process improvement through training at each level, starting with top manage- Dcnt. . Esaential TQM elemknts include: obtaining management conmitment ; establishing I steering group and/or focal-poing to provide direction and control of the imorovement
5、 -. ictivities; Y . - - a . - and providing training of personnel. - . . . - -.- - - - - - u - - .- - . , . -.-. . . . . . , . . . . . -. DODD 5000.51-G tt m 2595528 0082621 O11 m TABLE OF CONTENTS Total Quaiity Management Strategy Resents a survey of fundamental concepts. Page 1 Total Quality Manag
6、ement Model Presents a seven-step model for continuous process improvement. The critical role of management is emphasized. 13 T o o l s and Techniques of Total Quality Management 45 Presents a survey of tools which are used to implement TQM. The use of a tool(s) depends on the circumstance. DoD TQM
7、in Systems Acquisitions Resents a survey of DoD initiatives which closely relate to TQM. Some of these initiatives arc not entirely compatible with the TQM philosophy. Additional Information Presents a list of suggested readings. 61 77 II DODD 5000.51-G * 2575528 0082622 T58 - N O T I C E THIS DOCUM
8、ENT HAS BEEN REPRODUCED FROM THE BEST COPY FURNISHED US BY THE SPONSORING AGENCY, ALTHOUGH IT IS RECOGNIZED THAT CER- TAIN PORTIONS ARE ILLEGIBLE, IT IS BEING RE- LEASED IN THE INTEREST OF MAKING AVAILABLE AS MUCH INFORMATION AS POSSIBLE, DODD 5000-51-G * E 257552ti 0082623 Y m I T o t a l Quality M
9、anagement Strategy TOTAL QUALITY MANAGEMENT STRATEGY . . . . . . . . . . . Doing the right thing, right the ftrst time on time, all the time; always strving for improvement, and always satishing the customer. . . . . . . . . . . . . . I Definition -i-otai Quaity Management (TQM) consists of continuo
10、us process improvement activities involving everyone in an organization-managers and workers-in a totally integnted effort toward improving performance at every level. This im- proved pcrfoxmance is directed toward satisfying such cross-functional goals as quality, cost, schedule, mission need, and
11、suitability. TQM integntes fundamen- t a l management techniques, existing improvement efforts, and technical tools under a disciplined approach focused on continuous process improvement. The :ly focused on increased customerhser satisfaction. acnviues are ultimate 1 -,-,- Total Quality Management P
12、ursue New Strategic Thinking 2 The TQM philosophy provides a comprehensive way to improve quality by examining the way work-gets done in a systematic, integrated, consistent, organi- zation-wide perspective. The focus is to: O O O O O Emphasizi continuous improvement of processes, not compliance to
13、standards Motivate to improve f r o m within, rather than wait for complaintddemands f r o m users involve all functions, not just the quality organization Motivate and involve tmploytes to become the driving force for improvements Satisfy the customer, not merely conform to requirements Use guides
14、and target values as goais t o improve on, not standards to conforni U s e modem process control techniques Undentanti the effects of variation on processes and their impiications for proceSsimproVt. -,-,- DODD 5000-5I1-G * m 2575528 O082625 767 m - T o t a l Quality Management Strategy . . . . . Pr
15、oviding customerslusers with products and services that consistently meet their needs and expectatons. . . . Know Your Customers User satisfaction is the ultimate requirement to which everyone must smve whether the user is an internal customer o r an external customer. The only way the user can ulti
16、mately bc satisfied is if the product or service meets the users need or intended use at a reasonable coa The ultimate usas arc the officers and servicemen in the field. They require products and senrices t h a t satisfy their expectations for technical performance (including logistic support), sche
17、dule (avaiiable when needed), and cost (within budget). . 3 -,-,- Total Quality Management Quality is conformance to a set of customer requirements that, grnet, result in a product that is fit for its intended use. Set True Customer Requirements Knowledge of the users needs and expectations (intenid
18、 and exthai) is a pre- requisite to satisfjing thcm. It is critical that these requirements be understood and fected accuratciy in specifications for products, SMYiccs, and processes. The manufacturing oriented definition of quality, “confamrance to requirements,“ only lcads to user satisfaction whe
19、n there is dignmcnt between user expectations and user requirements. For example, meting procurement specifications b m e s a concm to be pur- sucd only after the users requirements have been defined Quaiity products and services result f r o m processes that meet user requirements. Thus, in procure
20、ment, confoxmance to Government or industry specifications will result in quaiity products only when those specifications ppcrly identify user requirements. if they do not, blind adhmnce to specifications can easily become counterproduc- tive. 4 -,-,- DODD 5000.51-G * m 2595528 0082627 53T W Total Q
21、uality Management Strategy A manager who fails to provide resources and time for prevention activities is practicing f d e economy. . Concentrate on Prevention, Not Correction QUALITY P R E V b HAS MORE LEVERAGE WHEN IMPROVING CIUAUTY when considered during early phases of develop- The quality payof
22、f is maximtzed ing a product o r service. It is then that many problems can be prevented. There- after, the leverage of prevention is reduced as correction of problems-a more costly procedure-becomc the dominant mode. A key aspect of this concept is de- signing products and suvices that can be produ
23、ccd with high-yield within the cn- pabiiity of the manufacturing or service process. Designs that are immune to manufacturing and operational use variability art said to be robust. . . -,-,- _ - - DODD 5000.5L-G * 2575528 0082628 476 Total Quality Management Reduce Chronic Waste MATERIAL I CUMULATIV
24、E INSPECTION- EOUIPMEM TEST EOUIPMENT POOR MACHINE ENERGY LOST OR MISPLACED MATERIAL . OVER AND UNDER SPECIFICATIONS I EXCESSIVE EOUIPMENT UTILIZATION REWDRK INSPECTIOF( CHECKING CLARIFYING 9 PRODUCING WAstE INEFFICIENT MEETINGS OR POOR aumw *POORauAuTy PRODUCTS, SERVICES INVESTh4ENTS UABIUN COST ID
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