斯伦贝谢物流质量链的六西格码管理研究
摘要
本文首先简要的阐述和回顾了质量管理演变发展的历史,接着介绍了在当前世界经济发展日益全球化的背景下,正被广泛研究的质量链管理的有关思想。介绍了质量链这一思想发展的历史演变,简要阐述了质量流、质量链、链节点、链节图、耦合效应等基本概念,并选取质量链中物流管理这一重要环节,结合六西格码管理的基本方法和思路,运用DMAIC的方法以及借鉴了项目管理的方法,对Gemalto跨国集团在中国湖南的制造中心(HSTE)物流流程进行了系统的改造。
这些实践活动,在企业内部具体表现为对工作流程的改造以及对信息传递方式的改进,这些方法被证明不仅仅是提高了工作效率,减少了浪费,降低了生产成本,减少了物流过程中的质量事故,更是增强了员工的质量意识,提高了员工的质量管理技能,为实现质量管理工作的不断改进提供了知识和意识储备。另外,在公司与外部沟通上,更是开展了一系列的创新活动,对制造中心与集团总部而言,这些创新活动涉及到了制造中心如何与集团总部进行信息传递,以及制造中心如何变被动的接受顾客信息为主动的与顾客进行信息联系的一些新的工作方法和思路。另外,在此次的六西格码质量管理方法运用于物流管理流程改造的活动过程中,在与供应商的沟通与联系上,推行小组通过一个个具体的方案将质量意识、质量文化等无形的概念落到了实处,达到与供应商不仅仅是结成经济同盟,而且是结合成文化同盟的一些工作新的思路和方法。
通过这次结合六西格码、质量链等当下一些先进理念的工作实践,研究者深刻认识到了质量链管理中对核心企业而言最为关键的是如何解决与外部组织群间的信息不对称问题,以及如何协调组织与组织间的冲突和矛盾,对内部而言是如何寻找关键链节点,如何运用具体的质量管理方法来改进关键链节点的问题。
The thesis briefly described the evolvement history of quality management, and introduce some ideas of cooperative quality chain management which is been studied widely under the background of the world economy globality is developing rapidly. It described the basic conception of quality chain\chain node\chain note chart and coupling effect, and improved the material transfers process of Gemalto Multinational Corporation's manufacture center in China by using DMAIC and other methods of project management, and also practice the basic way and thought of 6Sigma by using material transfers management of the quality chain. This exercises, actually changed the working process and improved the way of information transfer. This effect of applying those ways are not only proved can improving the working efficiency, reducing the waste and cost ,cut down the quality accident during material transfer, but also enhance the employee's knowledge and concept of improvement of quality control and management, promote the quality management skill .In addition, we have developed a series of innovation activity in communication inside and outside. As to manufacture center and headquarter, those activities involved the ways of how to transfer information between Branch and HQ, and how to change the way of communicate with clients from passively to actively. During the process of applying 6Sigma quality management into material transfers management procedure, the working group put the nonobjective ideas of quality concept and culture into tangible methods through communicating with suppliers, which like become not only partnership with suppliers ,but also culture-partnership. Through these activities of using 6Sigma and quality chain, we understand the most important way of quality chain management in some key enterprise is how to resolve the issue of information is transfered publicly and timely between inside and outside. And also how to harmonize the conflict and antinomy between organizes. To the inside of a Corporation, how to find out the important chain nodes, and how to improve those key nodes by using the quality management methods is also very significant.
这些实践活动,在企业内部具体表现为对工作流程的改造以及对信息传递方式的改进,这些方法被证明不仅仅是提高了工作效率,减少了浪费,降低了生产成本,减少了物流过程中的质量事故,更是增强了员工的质量意识,提高了员工的质量管理技能,为实现质量管理工作的不断改进提供了知识和意识储备。另外,在公司与外部沟通上,更是开展了一系列的创新活动,对制造中心与集团总部而言,这些创新活动涉及到了制造中心如何与集团总部进行信息传递,以及制造中心如何变被动的接受顾客信息为主动的与顾客进行信息联系的一些新的工作方法和思路。另外,在此次的六西格码质量管理方法运用于物流管理流程改造的活动过程中,在与供应商的沟通与联系上,推行小组通过一个个具体的方案将质量意识、质量文化等无形的概念落到了实处,达到与供应商不仅仅是结成经济同盟,而且是结合成文化同盟的一些工作新的思路和方法。
通过这次结合六西格码、质量链等当下一些先进理念的工作实践,研究者深刻认识到了质量链管理中对核心企业而言最为关键的是如何解决与外部组织群间的信息不对称问题,以及如何协调组织与组织间的冲突和矛盾,对内部而言是如何寻找关键链节点,如何运用具体的质量管理方法来改进关键链节点的问题。
The thesis briefly described the evolvement history of quality management, and introduce some ideas of cooperative quality chain management which is been studied widely under the background of the world economy globality is developing rapidly. It described the basic conception of quality chain\chain node\chain note chart and coupling effect, and improved the material transfers process of Gemalto Multinational Corporation's manufacture center in China by using DMAIC and other methods of project management, and also practice the basic way and thought of 6Sigma by using material transfers management of the quality chain. This exercises, actually changed the working process and improved the way of information transfer. This effect of applying those ways are not only proved can improving the working efficiency, reducing the waste and cost ,cut down the quality accident during material transfer, but also enhance the employee's knowledge and concept of improvement of quality control and management, promote the quality management skill .In addition, we have developed a series of innovation activity in communication inside and outside. As to manufacture center and headquarter, those activities involved the ways of how to transfer information between Branch and HQ, and how to change the way of communicate with clients from passively to actively. During the process of applying 6Sigma quality management into material transfers management procedure, the working group put the nonobjective ideas of quality concept and culture into tangible methods through communicating with suppliers, which like become not only partnership with suppliers ,but also culture-partnership. Through these activities of using 6Sigma and quality chain, we understand the most important way of quality chain management in some key enterprise is how to resolve the issue of information is transfered publicly and timely between inside and outside. And also how to harmonize the conflict and antinomy between organizes. To the inside of a Corporation, how to find out the important chain nodes, and how to improve those key nodes by using the quality management methods is also very significant.
引文
[1]国家质量监督检验检疫总局质量管理司.质量专业理论与实务.北京:中国人事出版社,2002,50-55
[2]丁文琴,赵俊华.“质量链”——质量“多米诺骨牌”——关于提高产品质量的思考.化工质量,2006,(6):23-25
[3]唐晓青,段桂江.面向全球化制造的协同质量链管理.中国质量,2005,(12):15-17
[4]唐晓芬,邓绩,金升龙.质量链理论与运行模式研究.第二届中国质量学术论坛论文选登,2005,(1):26-33
[5]杰里米·夏皮罗.供应链建模.北京:中信出版社,2005,54-56
[6]克劳斯比.零缺点的质量管理.北京:三联书店,1999,234-235
[7][美国]彼得S·潘德,罗伯特P·纽曼,罗兰R·卡瓦纳.六西格码管理法.北京:北京机械工业出版社,2001,123-127
[8]翁心刚.物流管理基础.北京:中国物资出版社,2002,54
[9]朱伟生,张洪革.物流成本管理.北京:机械工业出版社,2003,23-27
[10]马士华.供应链管理.北京:机械工业出版社,2000,167-170
[11]罗纳德·H·巴罗.企业物流管理.北京:机械工业出版社,2002,23-26
[12]徐章一.敏捷物流:供应链一体化的价值实现.北京:中国物资出版社,2004,123-126
[13]休斯.供应链再造.辽宁:东北财经大学出版社,1999,88-90
[14][日]门田安弘.新丰田生产方式.河北:河北大学出版社,2001,45-47
[15]林荣瑞.管理技术.福建:厦门大学出版社,2002,14-18
[16]卓德保,徐济超.面向过程改进的诊断性质量评价.北京:机械工业出版社,2005,123-124
[17]Jack Campanella.质量成本原理.北京:机械工业出版社,2004,156
[18]马林.六西格码管理.北京:中国人民大学出版社,2004,24-27
[19]李菊华,童毓舟.六西格码工具手册.上海:上海交通大学,2005,28-37
[20]周黎民.质量控制技术.广东:广东经济出版社,2003,178-182
[21]上海质量管理科学研究院.六西格码自由论坛(论文汇编).北京:中国标准出版社,2003,15
[22][美国]苏比尔·乔杜里.六西格码设计的力量.北京:电子工业出版社,2003,187-189
[23]蒋志青.企业业务流程设计与管理.北京:电子工业出版社,2002,23-25
[24]张驰,文放怀,王绍印.六西格码实战.广东:广东经济出版社,2002,234
[25]伍爱.质量管理学.第2版.福建:暨南大学出版社,2002,34-37
[26]唐晓青,麻书城.供应链质量预测方法.北京:航空制造技术,2002,195-217
[27]马士华,林勇,陈志祥.供应链管理.第1版.北京:机械工业出版社,2000,36-39
[28]张翠华,黄小原.非对称信息对供应链质量成本决策的影响(自然科学版).东北大学学报,2003,3-4
[29]李济球.论供应链环境下的质量链管理.物流技术,2006,(7):23-25
[30]解琨.制造企业集团供应链管理问题研究.物流技术,2006,(7):17-18
[31]左雪莲,肖纯,李严锋.推-拉结合式混合供应链模式研究.物流技术,2006,(7):35-38
[32]陈国华,胡海莹.基于可靠性供应链改善对象的确定方法.物流技术,2006,(7):23-26
[33]杨治宇,马士华.供应链企业间的委托代理研究.计算机集成制造系统,2001,(6):15-17
[34]钱海燕.我国企业如何实施6Sigma质量革新战略.现代管理科学,2004,(12):13-15
[35]伍建军.6Sigama物流质量管理初探.世界标准化与质量管理,2003,(6):12-14
[36]顾青峰.6Sigama项目的选择.世界标准化与质量管理,2004,(6):6-7
[37]Troczynski.Tom.The quality chain.Quality Progress,1996,(6):208
[38]Joseph M.Juran and A.Blanford Godfrey.Juran's Quality Handbook 5th edition,1,000 illus.,Hardbound,1999:1-183
[39]Adrian Forster.The Quality Chain from Hops to Hop Products.29.th EBC-Congress,Dublin 2003,17-26
[40]Deming.WE.The New Economics:for industry,government.education.MIT CAES,Cambridge,1994:132
[41]H.Gungr,G.Gungr.Managing.The Quality Chain In Citrus Fruit Industry:A Case Study Inukurova Region Of Turkey.ISHS Acta Horticulturae 536:ⅪⅤth International Symposium on Horticultural Economics
[2]丁文琴,赵俊华.“质量链”——质量“多米诺骨牌”——关于提高产品质量的思考.化工质量,2006,(6):23-25
[3]唐晓青,段桂江.面向全球化制造的协同质量链管理.中国质量,2005,(12):15-17
[4]唐晓芬,邓绩,金升龙.质量链理论与运行模式研究.第二届中国质量学术论坛论文选登,2005,(1):26-33
[5]杰里米·夏皮罗.供应链建模.北京:中信出版社,2005,54-56
[6]克劳斯比.零缺点的质量管理.北京:三联书店,1999,234-235
[7][美国]彼得S·潘德,罗伯特P·纽曼,罗兰R·卡瓦纳.六西格码管理法.北京:北京机械工业出版社,2001,123-127
[8]翁心刚.物流管理基础.北京:中国物资出版社,2002,54
[9]朱伟生,张洪革.物流成本管理.北京:机械工业出版社,2003,23-27
[10]马士华.供应链管理.北京:机械工业出版社,2000,167-170
[11]罗纳德·H·巴罗.企业物流管理.北京:机械工业出版社,2002,23-26
[12]徐章一.敏捷物流:供应链一体化的价值实现.北京:中国物资出版社,2004,123-126
[13]休斯.供应链再造.辽宁:东北财经大学出版社,1999,88-90
[14][日]门田安弘.新丰田生产方式.河北:河北大学出版社,2001,45-47
[15]林荣瑞.管理技术.福建:厦门大学出版社,2002,14-18
[16]卓德保,徐济超.面向过程改进的诊断性质量评价.北京:机械工业出版社,2005,123-124
[17]Jack Campanella.质量成本原理.北京:机械工业出版社,2004,156
[18]马林.六西格码管理.北京:中国人民大学出版社,2004,24-27
[19]李菊华,童毓舟.六西格码工具手册.上海:上海交通大学,2005,28-37
[20]周黎民.质量控制技术.广东:广东经济出版社,2003,178-182
[21]上海质量管理科学研究院.六西格码自由论坛(论文汇编).北京:中国标准出版社,2003,15
[22][美国]苏比尔·乔杜里.六西格码设计的力量.北京:电子工业出版社,2003,187-189
[23]蒋志青.企业业务流程设计与管理.北京:电子工业出版社,2002,23-25
[24]张驰,文放怀,王绍印.六西格码实战.广东:广东经济出版社,2002,234
[25]伍爱.质量管理学.第2版.福建:暨南大学出版社,2002,34-37
[26]唐晓青,麻书城.供应链质量预测方法.北京:航空制造技术,2002,195-217
[27]马士华,林勇,陈志祥.供应链管理.第1版.北京:机械工业出版社,2000,36-39
[28]张翠华,黄小原.非对称信息对供应链质量成本决策的影响(自然科学版).东北大学学报,2003,3-4
[29]李济球.论供应链环境下的质量链管理.物流技术,2006,(7):23-25
[30]解琨.制造企业集团供应链管理问题研究.物流技术,2006,(7):17-18
[31]左雪莲,肖纯,李严锋.推-拉结合式混合供应链模式研究.物流技术,2006,(7):35-38
[32]陈国华,胡海莹.基于可靠性供应链改善对象的确定方法.物流技术,2006,(7):23-26
[33]杨治宇,马士华.供应链企业间的委托代理研究.计算机集成制造系统,2001,(6):15-17
[34]钱海燕.我国企业如何实施6Sigma质量革新战略.现代管理科学,2004,(12):13-15
[35]伍建军.6Sigama物流质量管理初探.世界标准化与质量管理,2003,(6):12-14
[36]顾青峰.6Sigama项目的选择.世界标准化与质量管理,2004,(6):6-7
[37]Troczynski.Tom.The quality chain.Quality Progress,1996,(6):208
[38]Joseph M.Juran and A.Blanford Godfrey.Juran's Quality Handbook 5th edition,1,000 illus.,Hardbound,1999:1-183
[39]Adrian Forster.The Quality Chain from Hops to Hop Products.29.th EBC-Congress,Dublin 2003,17-26
[40]Deming.WE.The New Economics:for industry,government.education.MIT CAES,Cambridge,1994:132
[41]H.Gungr,G.Gungr.Managing.The Quality Chain In Citrus Fruit Industry:A Case Study Inukurova Region Of Turkey.ISHS Acta Horticulturae 536:ⅪⅤth International Symposium on Horticultural Economics