【摘要】：赫比天津公司是新加坡赫比集團(tuán),在中國(guó)建立的一個(gè)主要的手機(jī)整機(jī)及零部件生產(chǎn)基地。天津工廠產(chǎn)業(yè)鏈條是整個(gè)赫比集團(tuán)最完整的,涵蓋了從電子產(chǎn)品設(shè)計(jì)研發(fā),機(jī)構(gòu)件的生產(chǎn),電路板生產(chǎn),整機(jī)裝配、測(cè)試及包裝的全部環(huán)節(jié)。作為單一工廠,天津工廠涉及的生產(chǎn)環(huán)節(jié)之多、之全面在華北地區(qū)是少有的。自2003年建廠以來(lái)已經(jīng)累計(jì)為許多國(guó)際大品牌的電子產(chǎn)品制造商提供優(yōu)質(zhì)的代工服務(wù),例如MOTOROLA,NOKIA,SAMSUNG,YOTA等,年?duì)I業(yè)額在數(shù)億美元。天津赫比公司自2003年建立以來(lái),企業(yè)的質(zhì)量管理水平由最初的質(zhì)量控制階段發(fā)展到質(zhì)量保證階段,同時(shí)公司的質(zhì)量管理體系也在不斷地進(jìn)行完善。然而,受到隨著多方面因素的影響：經(jīng)濟(jì)全球化的普及、行業(yè)內(nèi)企業(yè)競(jìng)爭(zhēng)日趨激烈、原材料成本不斷上升、產(chǎn)品售價(jià)不斷下降、電子產(chǎn)品功能不斷增多、生產(chǎn)工藝越來(lái)越復(fù)雜,產(chǎn)品良率無(wú)論是在廠內(nèi)生產(chǎn)還是供應(yīng)給其他外包廠商都是每況愈下,退貨及返工成本居高不下,企業(yè)的利潤(rùn)空間逐步被擠壓。面對(duì)這種嚴(yán)峻的外部形勢(shì),對(duì)天津赫比公司的質(zhì)量管理提出了更高的要求,需要公司的員工對(duì)新形勢(shì)下的質(zhì)量管理進(jìn)行深入的研究,特別是成品檢驗(yàn)工序作為產(chǎn)品出貨前的最后一道把關(guān)的質(zhì)量管理問(wèn)題,但到目前為止還沒(méi)有進(jìn)行專(zhuān)門(mén)的進(jìn)一步研究以提升出貨產(chǎn)品的質(zhì)量。本人從2011年加入赫比公司以來(lái)一直在質(zhì)量部擔(dān)任客戶(hù)質(zhì)量工程師的職務(wù),從事項(xiàng)目質(zhì)量的管理工作,從項(xiàng)目初期參與新項(xiàng)目的開(kāi)發(fā)驗(yàn)證,到項(xiàng)目量產(chǎn)持續(xù)跟蹤項(xiàng)目的良率及客戶(hù)投訴等。根據(jù)本人多年的手機(jī)項(xiàng)目質(zhì)量管理經(jīng)驗(yàn)及體系流程管理經(jīng)驗(yàn),結(jié)合真實(shí)的典型案例,同時(shí)收集廠內(nèi)及客戶(hù)端的數(shù)據(jù),對(duì)天津赫比公司目前的產(chǎn)品檢驗(yàn)的問(wèn)題進(jìn)行深入的分析。以天津赫比工廠目前的質(zhì)量結(jié)構(gòu)為基礎(chǔ),結(jié)合天津赫比工廠目前處于質(zhì)量保證和體系的各要素等特征,論述天津赫比工廠質(zhì)量管理流程目前的運(yùn)行情況,闡述赫比天津工廠質(zhì)量管理中存在的檢出力差,責(zé)任到人追蹤困難、突發(fā)事件處理緩慢、良率起伏波動(dòng)大等問(wèn)題。并分析了產(chǎn)生這些問(wèn)題的主要原因：產(chǎn)品檢驗(yàn)沒(méi)有流水線(xiàn)化、精益生產(chǎn)理念沒(méi)有應(yīng)用在檢驗(yàn)工作上、沒(méi)有處理突發(fā)情況的機(jī)制,人員培訓(xùn)及考核不到位。最后,指出赫比天津工廠成品檢驗(yàn)的新措施：如用精益生產(chǎn)的理論指導(dǎo)檢驗(yàn)工作,使檢驗(yàn)工作流水線(xiàn)化,對(duì)檢驗(yàn)工作進(jìn)行分工;人員培訓(xùn)專(zhuān)業(yè)化,使檢驗(yàn)人員對(duì)每個(gè)檢驗(yàn)環(huán)節(jié)更加專(zhuān)業(yè)；建立快速反應(yīng)質(zhì)量控制系統(tǒng)(QRQC),及時(shí)對(duì)生產(chǎn)過(guò)程中發(fā)現(xiàn)的問(wèn)題進(jìn)行整改。
[Abstract]:Herbie Tianjin is Singapore's Herbie Group, a major mobile phone parts and components manufacturing base in China. Tianjin factory industrial chain is the most complete of the whole Herbie Group, covering all links from electronic product design and development, mechanism component production, circuit board production, whole machine assembly, testing and packaging. As a single factory, Tianjin factory involves a lot of production links, which is rare in North China. Since its establishment in 2003, the company has provided quality contract manufacturing services to many international electronics manufacturers, such as MOTOROLA,NOKIA,SAMSUNG,YOTA, with annual turnover in the hundreds of millions of dollars. Since the establishment of Tianjin Herbie Company in 2003, the quality management level of the enterprise has developed from the initial stage of quality control to the stage of quality assurance, and the quality management system of the company has been continuously improved. However, with the popularity of economic globalization, the competition among enterprises in the industry is becoming increasingly fierce, the cost of raw materials is rising, the price of products is declining, the function of electronic products is increasing, and the production process is becoming more and more complex. No matter whether the product yield is produced in the factory or supplied to other outsourcing firms, the return and rework costs remain high, and the profit margins of the enterprises are gradually squeezed. In the face of this severe external situation, the quality management of Tianjin Herbie Company has put forward higher requirements, which requires the staff of the company to conduct in-depth research on the quality management under the new situation. Especially, the final quality control of finished product inspection as the final check before shipment, but so far no special further research has been carried out to improve the quality of the product. Since I joined Herbie in 2011, I have been working as a customer quality engineer in the quality Department, engaged in project quality management, and participated in the development and verification of new projects from the beginning of the project. Keep track of project yield and customer complaints to mass production. According to my experience of mobile phone project quality management and system process management, combined with the real typical cases, and collecting the data of the factory and the client, the problems of the current product inspection of Tianjin Herbie Company are analyzed in depth. Based on the current quality structure of Tianjin Herbie Plant and the characteristics of Tianjin Herbie Plant which is currently in the quality assurance and system, this paper discusses the current operation situation of Tianjin Herbie plant quality management process. The problems in quality management of Herbie Tianjin factory, such as poor detection power, difficulty in tracing responsibility to people, slow handling of unexpected events and large fluctuation of yield, are described. The main reasons for these problems are analyzed: the product inspection is not pipelined, the lean production concept is not applied in the inspection work, there is no mechanism to deal with the unexpected situation, and the personnel training and assessment are not in place. Finally, the paper points out the new measures of finished product inspection in Herbie Tianjin factory, such as using the theory of lean production to guide the inspection work, make the inspection work pipelined, and carry on the division of labor to the inspection work; Personnel training specialization, so that the inspectors for each inspection link more professional; Establish a rapid response quality control system (QRQC),) to correct the problems found in the production process in a timely manner.
【學(xué)位授予單位】：天津財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F416.63;F273

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本文編號(hào)：2394828