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内容简介

　　通过前五个版本，《朱兰质量规划与分析》为学习质量管理的学生和从事质量管理的专业人士提供了。统计技术的。处理方式。这本质量管理领域的经典作品的第六版——《朱兰质量管理与分析》，把约瑟夫。朱兰博士的先进理念和弗兰克。葛丽娜博士及约瑟夫。笛福在培训和实践中的丰富经验结合起来，详细展示了实现优质的产品和服务所需要的管理、统计、技术和行为方面的理论和技术。每一章都有一个现实案例方便读者学习。本书适合学生、质量工程师及从事质量管理工作的人士阅读。

作者简介

　　约瑟夫 A.德费欧 （Joseph A.De Feo）德费欧现任朱兰研究院院长兼CEO（首席执行官），主要从事质量管理、精益生产、六西格玛部署、战略规划和业务流程管理领域的咨询、培训和出版工作，拥有35年的丰富职业经验，其从业经历涵盖消费品、零售、电子、化工、航空航天、汽车制造、半导体，以及中等教育和高等教育等多个行业，在各类期刊和网络上发表了100多篇论文，还担任《六西格玛论坛》杂志的顾问。

目录

Preface
About the Authors
Introduction
1 The Bottom Line: Quality and Business Performance 5
1.1 Why Quality Management? A Brief History Lesson 5
1.2 Quality and Its Impact on Financial Performance 7
1.3 Integrated Quality System Defined 9
1.4 The Quality Function 11
1.5 Relationship of Quality to Productivity, Costs, Cycle Time, and Value 13
1.6 Universal Principles for Managing for Quality 15
1.7 Quality Disciplines and Other Disciplines 17
1.8 The Way Forward—Developing a System Plan for Success 18
Summary 19
Problems 19
References 20
2 Integrating Quality into the Enterprise Strategic Plan21
2.1 Quality and the Strategic Plan 21
2.2 A Strategic Planning Model 23
2.3 Developing a Mission and Vision 25
2.4 Developing Long�睺erm Strategies 28
2.5 Development of Short�睺erm Annual Goals 30
2.6 Deployment of Goals—Hoshin Kanri 34
2.7 Leadership to Implement the Strategies 36
2.8 Review Progress Assessments, Audits, and a Balanced Scorecard 39
2.9 Review and Refresh the Plan 39
2.10 Obstacles to Achieving Goals 41
Summary 43
Problems 44
References 44
目 录
前言
关于作者
引言
1 概要：质量与绩效5
1.1 为什么需要质量管理？质量管理简史5
1.2 质量及对财务绩效的影响7
1.3 集成质量体系的定义9
1.4 质量活动11
1.5 质量与生产率、成本、周期、价值的关系13
1.6 质量管理的一般原则15
1.7 质量规范及其他规范17
1.8 发展的途径——制订面向成功的系统计划18
小结19
思考题19
参考文献20
2 将质量融入企业战略规划21
2.1 质量与战略规划21
2.2 一个战略规划的典范23
2.3 确定使命与愿景25
2.4 制定长期战略28
2.5 短期年度目标的制定30
2.6 目标分解落实——方针管理34
2.7 加强对战略执行的领导36
2.8 评审过程评价、审核与平衡计分卡39
2.9 回顾并调整规划39
2.10 完成目标的障碍41
小结43
思考题44
参考文献44
......

精彩书摘

　　《朱兰质量管理与分析（英文影印版）》：
　　The Quality Office
　　Traditionally， the Quality Office is given the responsibility to ensure that the functions required for establishing and producing quality products and services meet thecustomers' specified requirements.This Office is called by various names however，it is most commonly known as the Quality or Quality Assurance department.In regulated industries such as the pharmaceutical or the medical device industry， it is oftencalled QA／RA， short for Quality Assurance／Regulatory Assurance.Within defenseindustries it may be known as Mission Assurance or Quality and Mission Assurance.In other industries， it might be called Quality and Safety Compliance.In this chapter，the traditionally limited role of the Quality Office as mentioned above is challenged.The modern definition of the Quality Office is expanded and to a business level andis called the Performance Excellence Office， discussed below.
　　Quality functions are the actions or activities which are carried out on a dailybasis according to the three universal processes of the Juran Trilogy—quality planning， improvement， and control.
　　Quality planning activities include joint supplier planning， designing or re—designingprocesses， new development of products or services， design reviews， toll—gate reviews，and quality plans.
　　Quality improvement activities include problem—solving， root—cause analysis， andprojects to remove waste or improve process capability.
　　Quality control activities include implementing quality standards， carrying oursource inspection， testing， in—process inspection， final inspection， and audits.
　　These functions may or may not be performed by Quality personnel alone andusually require the participation and input of employees （the community of practitioners） throughout an organization.
　　ISO 9000 identifies eight quality management principles that sum up what canbe used by the Quality Office in order to lead the organization toward performanceexcellence.
　　1.Customer focus： Organizations depend on their customers and therefore shouldunderstand current and future customer needs， should meet their customer requirements and strive to exceed customer expectations.
　　2.Leadership： Leaders establish unity of purpose and direction of the organization.They should create and maintain the internal environment in which people canbecome fully involved in achieving the organization's objectives.
　　3.Involvement of people： People at all levels are the essence of an organizationand their full involvement enables their abilities to be used for the organization'sbenefit.
　　4.Process approach： A desired result is achieved more efficiently when activities andrelated resources are managed as a process.
　　……

前言/序言

　　我们告别了生产率的时代，进入了质量的时代。在21世纪的前10年，质量管理领域发生了激动人心的变化。为了满足用户不断变化的需求，传统的质量管理活动已经融入了企业的其他职能中。质量管理相关的职业团体、专业网站、图书、论文、评奖和咨询机构都呈指数级增长。大多数增长都归因于各种组织为了满足新的全球化驱动的用户和市场的需求。这些组织还必须在以服务驱动经济、全球化虚拟供应链、大规模定制和飞速变化的技术为特征的竞争中表现卓越。
　　我们的用户需要产品的安全性、质量、可靠性、成本、及时性和大规模供货的完美结合，这种需求已成为常态。如果不能满足用户的需求，无法实现高绩效目标，就会带来企业经营业绩的下滑。我们也曾目睹了罕见但危险的失误，使得企业登上新闻头条，对品牌声誉造成重大打击。我们把这归因于质量不良。这也是质量从业人员存在的原因——阻止这样的事情发生。
　　第6版为寻找建立企业质量管理体系的正确方法的从业人员进行了改写。新版关注的不是关于产品规范，也不是关于统计方法，而是关于如何运用它们来获得质量优势，保证经营成果。本书是关于“大质量”的，正如朱兰博士所提出的。在本书中，“大质量”是关于如何使整个组织获取质量优势。本书为提供产品和服务的组织而写，为改善质量过程、质量体系、质量组织和质量管理的领导而写。换句话说，本书是一本关于利用质量驱动进行企业转型的书。
　　本书的读者对象包括：
　　 管理类和工程类专业的学生，本书可作为他们学习质量管理课程的专业基础课教材，也可作为运营管理和工业工程专业学生学习质量管理的专业课教材。
　　 参与诸如卓越绩效、卓越运营、六西格玛部署和精益生产等持续改进计划的管理人员和从业人员。
　　 质量主管、质量经理、工程师以及准备参加注册质量工程师、质量经理、软件质量工程师和可靠性工程师等认证考试的考生。
　　 六西格玛黑带和绿带，本书可作为黑带和绿带参加培训和准备认证的基础教材，黑带大师也能从本书中追求企业质量领先的概念、工具和方法的坚实基础中受益。
　　第6版的特点：
　　 建立集成业务管理系统，以获得优秀的可持续的绩效。
　　 新增了内容，包括：精益生产、六西格玛改善、质量设计、六西格玛设计、质量风险评价、员工敬业度、企业保证和展望。
　　 更新了真实的商业项目案例。
　　 一个全面的案例分析，展示了精益六西格玛在美国食品与药品监督管理局监察的生物技术环境的防错流程文档中的应用。
　　 使用MINITAB软件分析数据并解决问题，使用的例子都是真实的。
　　 为使用本书的教师和学生提供网站支持，能够在网站上使用数据集、布置作业，并提供链接供深入学习和参考使用。
　　另外，本书还提供完整的教师手册，包括习题答案、附件的案例分析及答案，书中的增补关键数据也可在网站获得。
　　我们希望你能接受这些变化并从本书中受益。
　　约瑟夫 A.德费欧第6版致谢我们要感谢对这一版做出贡献的人。没有他们，我们不可能提供一个如此宽广的质量视野。
　　约翰·恩利、凯文·考德威尔、布瑞恩·斯韦恩、查尔斯·奥布里、约瑟夫 M.德费欧、布拉德·伍德参与了本书的编写。
　　蒂娜·皮尔特拉斯季维奇和米歇尔·玛诗进行了审查和编辑工作。
　　此外，我们还要一如既往地感谢朱兰博士和格里纳博士为我们提供了学习质量管理方法的机会，并且给我们提供了发展新的方法和手段的空间。
　　PrefaceWe have entered the century of quality; we leave a century of productivity. The first decade of this century has resulted in dramatic changes in the field of managing for quality. There has been a surge of growth in performance excellence initiatives. The traditional quality management activities have become integrated with other functions to meet the changing needs of our customers. Professional societies, the many websites devoted to quality, publication of books and papers, awards, and consultancies have all grown exponentially. Much of this growth can be attributed to the need of our organizations to meet the new globally driven customer and marketplace. Organizations must excel in a competitive world that features a servicedriven economy, global and virtual supply chains, mass customization, and technology that seems to change in a nanosecond.Our customers demand perfection in safety, quality, reliability, and cost, and timely performance and delivering large quantities are now the norm. Failure to meet such needs and highperforming goals will produce declines in business performance. At times, we have seen rare and critical failures that make headlines and cause significant declines in brand reputation. We refer to this as poor quality. It is the reason the quality practitioners exist—to prevent these events from happening.This edition has been rewritten for the practitioners who search to find the right methods to create an enterprise quality management system to make quality happen. This new edition is not about meeting product specifications; it's not about statistical techniques. It is about how to use them to attain superiority in quality and sustain business results. This book is about “Big Q,” as Dr. Juran referred to it. In this book, “Big Q” is about what it takes for an entire organization to manage for superiority in quality. It is for goods and service organizations. It is for improving the quality of processes, systems, organizations, and leaders. In other words, this book is about enterprise transformation using quality as the driver.This book was written for: Business and engineering students, both as an introductory text to the subject of managing for quality and as an advanced text in quality management for those specializing in operations management or industrial engineering. Managers and practitioners of ongoing improvement initiatives such as Performance Excellence, Operational Excellence, Six Sigma, and L 朱兰质量管理与分析（英文影印版） 电子书 下载 mobi epub pdf txt

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