【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(shí)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(biāo)的，對其質(zhì)量管理進(jìn)行了實(shí)證分析,并結(jié)合理論研究，最終系統(tǒng)提出了質(zhì)量管理提升策略。 本文首先從Y公司的質(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(jìn)行了剖析，，并發(fā)現(xiàn)了五大問題，集中體現(xiàn)在標(biāo)準(zhǔn)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(jìn)機(jī)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(jìn)三個緯度對Y公司所面臨的質(zhì)量管理問題進(jìn)行了分類分析，并根據(jù)問題的產(chǎn)生機(jī)理提出了相應(yīng)的改進(jìn)策略。企業(yè)內(nèi)部質(zhì)量管理的提升主要從質(zhì)量提升導(dǎo)向的組織架構(gòu)與流程、質(zhì)量管理信息一體化及標(biāo)準(zhǔn)化管理三個方面提出了解決方案；企業(yè)外部質(zhì)量管理提升主要從后端供應(yīng)商質(zhì)量管理、前端與客戶合作的質(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(jìn)行了實(shí)踐與研究；企業(yè)持續(xù)改進(jìn)從可行的途徑和方法及持續(xù)改進(jìn)績效評估的兩大緯度進(jìn)行了總結(jié)和改進(jìn)。
[Abstract]:Knitted fabric industry has been a traditional industry in China since ancient times. Due to the sharp rise in costs in the past two years and the diversification of external customer requirements, the industry is generally facing great operating pressure. How to solve the business pressure has become a universal issue of the industry, but quality is the cornerstone of the development of the industry, reducing costs should not be based on the premise of loss of quality. After investigation and analysis, we find that the average quality level of the industry is only about 3 蟽, the internal quality loss cost 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 leader in this field, but also is still an excellent representative of the industry, its development history is a microcosm of the knitted fabric industry. This paper takes Y knitting company as the research object, carries on the empirical analysis to its quality management, and unifies the theoretical research, finally puts forward the quality management promotion strategy systematically. This paper first analyzes the present situation of quality management in Y Company from the point of view of quality process control and quality management system, and finds five major problems, which are embodied in five aspects: imperfect standardization management, scattered quality management information, weak quality process control force, lack of process quality improvement mechanism and passive response to external quality management challenges. In order to solve these problems, this paper classifies and analyzes the quality management problems faced by Y Company from three latitudes of internal, external and continuous improvement, and puts forward the corresponding improvement strategies according to the mechanism of the problems. The improvement of internal quality management in enterprises mainly puts forward solutions from three aspects: the organizational structure and process of quality improvement, the integration of quality management information and standardized management, and the external quality management of enterprises mainly from the three angles of back-end supplier quality management, quality management of front-end and customer cooperation and supply chain quality management of front-end integration. The sustainable improvement of enterprises is summarized and improved from the feasible ways and methods and the two latitudes of continuous improvement performance evaluation.
【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】：F426.81;F273.2

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