本文關(guān)鍵詞： 質(zhì)量管理 標準化管理 流程 持續(xù)改進　出處：《上海交通大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：針織面料行業(yè)自古以來是中國的傳統(tǒng)行業(yè)，資源消耗大戶。由于近兩年以來成本的急劇上升，，同時外部客戶要求的多樣化，行業(yè)普遍面臨的經(jīng)營壓力很大。如何解決經(jīng)營壓力成為行業(yè)的普遍性課題。但質(zhì)量是該行業(yè)的發(fā)展基石，降低成本不應(yīng)建立在損失質(zhì)量的前提上。經(jīng)過調(diào)查分析，我們發(fā)現(xiàn)該行業(yè)的平均質(zhì)量水平僅處于3σ左右，內(nèi)部的質(zhì)量損失成本占企業(yè)銷售額的25%~30%，提升的空間還非常大。 Y針織有限公司過往一直是該領(lǐng)域的領(lǐng)導(dǎo)者企業(yè)，現(xiàn)在也依然是該行業(yè)的優(yōu)秀代表，其發(fā)展歷史是針織面料行業(yè)的縮影。本文就以Y針織公司為研究標的，對其產(chǎn)品質(zhì)量管理進行了實證分析,并結(jié)合理論研究，最終系統(tǒng)提出了質(zhì)量管理改進方法。 本文首先從Y公司的產(chǎn)品質(zhì)量過程控制及質(zhì)量管理體系的角度對其質(zhì)量管理現(xiàn)狀進行了剖析，并發(fā)現(xiàn)了五大問題，集中體現(xiàn)在標準化管理不健全、質(zhì)量管理信息分散、質(zhì)量過程控制力量薄弱、流程質(zhì)量改進機制缺乏、外部質(zhì)量管理挑戰(zhàn)應(yīng)對被動這五大方面。 針對這些問題，本文從企業(yè)內(nèi)部、企業(yè)外部及企業(yè)持續(xù)改進三個緯度對Y公司所面臨的產(chǎn)品質(zhì)量管理問題進行了分類分析，并根據(jù)問題的產(chǎn)生機理提出了相應(yīng)的改進方法與措施。企業(yè)內(nèi)部質(zhì)量管理的改進主要從質(zhì)量導(dǎo)向的組織架構(gòu)與流程、質(zhì)量管理信息一體化及標準化管理三個方面提出了解決方案；企業(yè)外部質(zhì)量管理改進主要從后端供應(yīng)商質(zhì)量管理、前端與客戶合作質(zhì)量管理及前后端一體化的供應(yīng)鏈質(zhì)量管理的三大角度進行了實踐與研究；企業(yè)持續(xù)改進從可行的途徑和方法及持續(xù)改進績效評估的兩大緯度進行了總結(jié)和改進。 經(jīng)過實施以上改進措施，Y公司的白色領(lǐng)袖面料FPY（First PassYield）平均每月提升約15%，同時白色布身面料FPY取得了平均每月提升約3%。
[Abstract]:The knitted fabric industry has been a traditional industry in China since ancient times, with a large consumption of resources. Due to the sharp rise in costs in the past two years, and the diversification of external customer requirements, How to solve the business pressure has become a common topic in the industry. But quality is the cornerstone of the development of the industry, and the cost reduction should not be based on the premise of losing quality. We find that the average quality level of the industry is only about 3 蟽, the cost of internal quality loss accounts for 25% of the sales volume of the enterprise, and the room for improvement is still very large. Y Knitting Co., Ltd. has been a leading enterprise in this field in the past, and is still an outstanding representative of this industry. Its development history is the epitome of the knitting fabric industry. This paper makes an empirical analysis on the product quality management, and finally puts forward the improvement method of the quality management systematically based on the theoretical research. This paper first analyzes the current situation of quality management from the point of view of the quality process control and quality management system of Y Company, and finds five major problems, which are mainly reflected in the imperfect standardization management and the dispersion of quality management information. Quality process control is weak, process quality improvement mechanism is lacking and external quality management challenges are passive. Aiming at these problems, this paper classifies and analyzes the product quality management problems faced by Y Company from three aspects of enterprise interior, enterprise exterior and enterprise continuous improvement. According to the mechanism of the problem, the corresponding improvement methods and measures are put forward. The improvement of internal quality management is mainly based on the quality-oriented organization structure and process. Three aspects of quality management information integration and standardization management solutions are put forward, external quality management improvement mainly from the back-end supplier quality management, The practice and research of front end and customer cooperation quality management and supply chain quality management of front end and front end integration are carried out. The sustainable improvement of enterprises is summarized and improved from the feasible ways and methods and the two dimensions of continuous improvement performance evaluation. Through the implementation of the above improvement measures, the white leader fabric FPY(First PassYieldof Y Company increased by about 15 per month on average, and the white fabric FPY obtained an average monthly increase of about 3 per month.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F273.2;F426.81

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