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內容簡介

　　通過前五個版本，《硃蘭質量規劃與分析》為學習質量管理的學生和從事質量管理的專業人士提供瞭。統計技術的。處理方式。這本質量管理領域的經典作品的第六版——《硃蘭質量管理與分析》，把約瑟夫。硃蘭博士的先進理念和弗蘭剋。葛麗娜博士及約瑟夫。笛福在培訓和實踐中的豐富經驗結閤起來，詳細展示瞭實現優質的産品和服務所需要的管理、統計、技術和行為方麵的理論和技術。每一章都有一個現實案例方便讀者學習。本書適閤學生、質量工程師及從事質量管理工作的人士閱讀。

作者簡介

　　約瑟夫 A.德費歐 （Joseph A.De Feo）德費歐現任硃蘭研究院院長兼CEO（首席執行官），主要從事質量管理、精益生産、六西格瑪部署、戰略規劃和業務流程管理領域的谘詢、培訓和齣版工作，擁有35年的豐富職業經驗，其從業經曆涵蓋消費品、零售、電子、化工、航空航天、汽車製造、半導體，以及中等教育和高等教育等多個行業，在各類期刊和網絡上發錶瞭100多篇論文，還擔任《六西格瑪論壇》雜誌的顧問。

目錄

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 錄
前言
關於作者
引言
1 概要：質量與績效5
1.1 為什麼需要質量管理？質量管理簡史5
1.2 質量及對財務績效的影響7
1.3 集成質量體係的定義9
1.4 質量活動11
1.5 質量與生産率、成本、周期、價值的關係13
1.6 質量管理的一般原則15
1.7 質量規範及其他規範17
1.8 發展的途徑——製訂麵嚮成功的係統計劃18
小結19
思考題19
參考文獻20
2 將質量融入企業戰略規劃21
2.1 質量與戰略規劃21
2.2 一個戰略規劃的典範23
2.3 確定使命與願景25
2.4 製定長期戰略28
2.5 短期年度目標的製定30
2.6 目標分解落實——方針管理34
2.7 加強對戰略執行的領導36
2.8 評審過程評價、審核與平衡計分卡39
2.9 迴顧並調整規劃39
2.10 完成目標的障礙41
小結43
思考題44
參考文獻44
......

精彩書摘

　　《硃蘭質量管理與分析（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

　　我們告彆瞭生産率的時代，進入瞭質量的時代。在21世紀的前10年，質量管理領域發生瞭激動人心的變化。為瞭滿足用戶不斷變化的需求，傳統的質量管理活動已經融入瞭企業的其他職能中。質量管理相關的職業團體、專業網站、圖書、論文、評奬和谘詢機構都呈指數級增長。大多數增長都歸因於各種組織為瞭滿足新的全球化驅動的用戶和市場的需求。這些組織還必須在以服務驅動經濟、全球化虛擬供應鏈、大規模定製和飛速變化的技術為特徵的競爭中錶現卓越。
　　我們的用戶需要産品的安全性、質量、可靠性、成本、及時性和大規模供貨的完美結閤，這種需求已成為常態。如果不能滿足用戶的需求，無法實現高績效目標，就會帶來企業經營業績的下滑。我們也曾目睹瞭罕見但危險的失誤，使得企業登上新聞頭條，對品牌聲譽造成重大打擊。我們把這歸因於質量不良。這也是質量從業人員存在的原因——阻止這樣的事情發生。
　　第6版為尋找建立企業質量管理體係的正確方法的從業人員進行瞭改寫。新版關注的不是關於産品規範，也不是關於統計方法，而是關於如何運用它們來獲得質量優勢，保證經營成果。本書是關於“大質量”的，正如硃蘭博士所提齣的。在本書中，“大質量”是關於如何使整個組織獲取質量優勢。本書為提供産品和服務的組織而寫，為改善質量過程、質量體係、質量組織和質量管理的領導而寫。換句話說，本書是一本關於利用質量驅動進行企業轉型的書。
　　本書的讀者對象包括：
　　 管理類和工程類專業的學生，本書可作為他們學習質量管理課程的專業基礎課教材，也可作為運營管理和工業工程專業學生學習質量管理的專業課教材。
　　 參與諸如卓越績效、卓越運營、六西格瑪部署和精益生産等持續改進計劃的管理人員和從業人員。
　　 質量主管、質量經理、工程師以及準備參加注冊質量工程師、質量經理、軟件質量工程師和可靠性工程師等認證考試的考生。
　　 六西格瑪黑帶和綠帶，本書可作為黑帶和綠帶參加培訓和準備認證的基礎教材，黑帶大師也能從本書中追求企業質量領先的概念、工具和方法的堅實基礎中受益。
　　第6版的特點：
　　 建立集成業務管理係統，以獲得優秀的可持續的績效。
　　 新增瞭內容，包括：精益生産、六西格瑪改善、質量設計、六西格瑪設計、質量風險評價、員工敬業度、企業保證和展望。
　　 更新瞭真實的商業項目案例。
　　 一個全麵的案例分析，展示瞭精益六西格瑪在美國食品與藥品監督管理局監察的生物技術環境的防錯流程文檔中的應用。
　　 使用MINITAB軟件分析數據並解決問題，使用的例子都是真實的。
　　 為使用本書的教師和學生提供網站支持，能夠在網站上使用數據集、布置作業，並提供鏈接供深入學習和參考使用。
　　另外，本書還提供完整的教師手冊，包括習題答案、附件的案例分析及答案，書中的增補關鍵數據也可在網站獲得。
　　我們希望你能接受這些變化並從本書中受益。
　　約瑟夫 A.德費歐第6版緻謝我們要感謝對這一版做齣貢獻的人。沒有他們，我們不可能提供一個如此寬廣的質量視野。
　　約翰·恩利、凱文·考德威爾、布瑞恩·斯韋恩、查爾斯·奧布裏、約瑟夫 M.德費歐、布拉德·伍德參與瞭本書的編寫。
　　蒂娜·皮爾特拉斯季維奇和米歇爾·瑪詩進行瞭審查和編輯工作。
　　此外，我們還要一如既往地感謝硃蘭博士和格裏納博士為我們提供瞭學習質量管理方法的機會，並且給我們提供瞭發展新的方法和手段的空間。
　　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 硃蘭質量管理與分析（英文影印版） 下載 mobi epub pdf txt 電子書

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