【作者】 张欣；

【导师】 李全喜；

【作者基本信息】 吉林大学 ， 管理科学与工程， 2005， 硕士

【摘要】 论文在对新时期质量管理工作所面临的新形势进行了分析,提出了在资源、制造模式、社会因素、市场环境和管理规则的共同影响下,质量管理的战略要向由长远商业目标驱动的质量链管理转变的设想。同时,论文指出,在质量链管理模式下,制造企业需要以经济的角度重新审视质量管理工作,重视用经济效益来驱动企业质量管理工作的进一步发展。论文较全面的介绍了质量链管理的特点与内容,给出了质量链管理的实施框架,并指出经济效益分析是质量链管理的一项关键技术。企业管理的变革源自经济利益的驱动,因此,企业质量管理要适应这种要求,要重视质量经济性的分析工作。论文分析了迄今为止质量经济效益研究工作的诸多方法,并结合质量链管理的新特点提出了对质量链环境下质量经济效益分析的新思考,提出了质量成本管理工作是质量经济效益分析的首要的重要的内容,但在质量链环境下需要把质量成本工作向前推进,要从投入与产出两个角度进行质量管理工作经济性的评价。论文最后探讨了如何应用投入产出技术对制造企业内质量链管理活动的经济性进行分析,建立了数量分析模型,并对新的分析方法的应用进行了探讨。更多还原

【Abstract】 In the period of 1920s to 1990s, the traditional mass-production mode had turned to be matured. At the same time, in half of a century, quality management was developed to be a seprate subject and experienced three stages of growing. From the effection of traditional mass-production mode, the focus of traditional quality activities was laid on the inside operations of organizations, but seldom caring about the happenings outside. With the change of social conditions, especially the rapidly development of information technology, the thinking space has been exceeded and even the thinking bodies was changed. The requirentments of customers are more and more complex and character-oriented and such a market showed not to be easily estimated any more. Facing such a ferociously competitive and hard to propose market, the traditional quality mode felt quite sorry for its inability to meet the new coming conditions. Unlike the other successful management scope like logistic management, the quality managent was obviously lack of some kind of economic-driven. Under the traditional quality management mode, among the suppliers, manufacturers, distributers and the customers, there never emerging a voice of forming an organic chain to link the units of uprivers and downrivers and then deploy effectively cooperations. The result is the traditional management can’t realize the total optimization of quality work. Welcoming the new trend of globalization, the production system needs a more flexible, more agile, more integrated and more rapid-respose quality management system and needs in even a lager system to deliberate the life-circle things of production. This new idear can be called quality chain management. Quality chain management doesn’t mean the enlargement of quality activities inside the organization, but a complicated system engineering concerning about technics, management and social environment etc. and requires the eagerly participation of all the partners. The deployment of quality chain management will be limited by many restrains and the following five one are the most important, they are the change of resource and environment, the change of social environment, the change of manufacturing mode, the change of economic environment and the change of management regulations. In fact, in such an opening economic environment, the emerging of quality chain is quite normal and inevitable. Quality chain is a complex network, its content is including every aspects of enterprises management and cooperation among different enterprises. The purpose of quality chain management is to realize the successful flow of information, funds and material inside one single company at its three stages and to comprehensively integrated the different quality activities among the partners and combine the quality management along the axile direction and to build a solid 3-dimentional integrated quality chain. Quality chain management is quite a complicated long way, but the final goal is yet very promising: total optimization of quality management, enhanced responding speed and effectiveness, quality cost saving and the enhanced performance of core competitivity. Everything deployed according to the production course should be clear and quantitative. But in this course, the work of quality management never paid enough attention to its economic description and the direct impact is that there accumulated a lot of “invisible plants”and the work in those plants only means wasting and add no value to the final products. Thoses plants are “gold mines”waiting for excavating. Traditional quality economic benefit analysis (QEBA) permits the existing of such waste and points out this expressed the economy of production course. Such a belief is contradictary to the concept of total quality. Economic problems are always the drive for the transformation of enterprises and society, but the existing analysis for quality economy is ex parte. Looking quality department as cost center and focusing the attention onto the reduction of quality cost can lead to an incorrect decision. As far as the depth and dimention of the quality economy research be concerned, there is still a lot of work left for excavating. Among the different quality expenses, there existed distinct reasonable input-output relationships, so on the bisis of quality chain management, the QEBA can be more complete and systematic. Looking the outcome of quality cost management as the source and further searching where these expenses is used is a macroeyesight to更多还原