摘要
产品质量由产品加工的过程来保证，而过程偏差、周期时间和产出的持续改进对于降低产品成本、增加收入具有十分重要的意义。该论文主要研究如何运用各种质量持续改进工具：现场管理5S法、传统的七种质量工具、过程工序能力分析、质量成本分析法以及较复杂的统计学知识因素试验和方差分析持续降低过程偏差，减少过程周期时间或增加过程产出，从而降低产品成本，增加收入。
本论文结合BYQ公司油箱车间的实际情况从以下几个方面进行了具体的分析。首先是运用质量成本分析法指出油箱车间加强质量检查和质量控制以减少内部和外部故障成本的必要性；其次是将油箱车间质量持续改进前一年所发生的所有产品不合格记录进行了整理分析，使我们看到增强质量意识、加强基础管理和提高工艺能力的迫切性；接下来计算分析了油箱车间质量持续改进前一年的综合质量水平，找出了油箱车间与同行业者的质量水平差距以及与世界级制造商们的差距，使我们意识到质量危机感；最后针对整个BYQ公司以后的生产量发展目标，指出减少过程周期时间或增加过程产出是BYQ公司发展的必然选择。围绕着对油箱车间上述问题的分析，并结合质量持续改进的基本原理和质量持续改进的各种工程技术方法，本论文从三个方面阐述了油箱车间对车间生产的各个过程开展有声有色的质量持续改进方案。第一，结合车间产品具体的加工工艺流程，采用科学的涵盖车间产品整个制造过程的质量检验卡增强员工的质量意识、加强员工的自检和互检；第二，运用科学的现场管理5S法并结合油箱车间生产的具体情况，采用科学合理的车间现场检验卡，加强车间的基础管理；第三，充分运用各种质量持续改进工具对油箱车间生产的各个过程，特别是对整个产品质量有重大影响的关键过程、经常出现产品不合格记录的过程和那些制约着整个油箱车间生产效率提高的过程进行积极的，有效的质量持续改进活动。通过上述质量持续改进方案的实施，油箱车间在降低产品质量成本、减少产品质量不合格数量和提高产品质量水平方面取得了显著的成绩。
本论文是一篇运用性较强并具有普遍指导意义的文章。中国加入世贸组织(WTO)以后，将会与许许多多的世界级制造商进行竞争，而质量将是我们维护顾客忠诚最好的保证，是我们对付外国竞争最有力的武器，也是我们保持增长和盈利的唯一途径。通过对BYQ公司油箱车间质量持续改进方案的诠释，使我们看到质量持续改进不再仅仅是口号，而是实实在在存在于生产的每一个环节，每一个方面，而每一个员工都可以为质量持续改进贡献出自己的一份力量。
Products quality is guaranteed only through production processes, and sustainable improvement of processes deviation, cycle time and output are significant to cost reduction and revenue improvement. This paper mainly research how to Take full advantage of various quality tools, including work-site management 5S, traditional seven quality tools, process capacity analysis, poor quality cost analysis and more complicated statistics factorial experiment and variance analysis, to lower products cost and improve revenue through process deviation reduction, process cycle time reduction or process output improvement.
This paper makes concrete analysis from following aspects in conjunction with tank shop situation of BYQ Company. First through poor quality analysis, conclude that it is necessary to strengthen quality inspection and quality control so as to reduce internal and external failure cost; second through sorting and analysis of all non-conformance records happened before quality sustainable improve approach, make us understand it is crucial to strengthen quality sense, enhance bottom management and improve process capacity; third through analysis of previous year compound quality level before quality sustainable improve approach, point out the compound quality level gap between BYQ tank shop and counterpart, make us feel quality crisis; last in connection with BYQ Company production volume development target, conclude it is inevitable for BYQ Company to select the development pattern of reducing cycle time and improve output. Focusing on above analysis and basic quality sustainable improvement theory and various quality sustainable improvement tools, from three aspects this paper describes tank shop's vivid and dramatic quality sustainable improvement approach. First, in conjunction with tank shop concrete production processing follow, strengthen employee's quality sense, self-inspection and mutual inspection through use of scientific inspection card covering tank shop whole production chain; second, adopt scientific work site management 5S featuring tank shop concrete situation and work site inspection card to strengthen tank shop bottom management; third, take full advantage of various quality tools to actively and efficiently improve tank shop processes, especially those processes which have serious influence to assembled product, frequently produce non-conformance products and seriously restrict whole tank efficiency improvement. After implementing above quality sustainable
improvement approach, tank shop achieves remarkable results in lowering poor quality cost, reducing non-conformance quantity and improving quality level.
This paper is practical and has comprehensive instructive. After China's access to World Trade Organization (WTO), she will compete with many, many world-class manufacturers, quality is the best way to maintain customer faith, quality is the most powerful weapon against foreign competition, and quality is the only approach to maintain our growth and gain profit. Through the case of tank shop quality sustainable improvement, we can see quality improvement is no longer stayed on lips and quality improvement lies on every process, every aspect. Each employee at any moment can do a contribution to quality improvement.
引文
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