质量管理的成本:鼓励企业领导者管理和投资于质量提升

Nesrine Hakem, Mehdi Bouchetara, Wissam Belimane, Mustapha Amokrane
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引用次数: 0

摘要

质量管理是一套复杂的持续性活动,旨在提高产品和服务质量,定期评估和监测质量,预防缺陷,限制和减少故障,并在商品销售前后纠正生产缺陷。质量管理不力会导致产品退货、索赔、更换或维修、客户群流失、品牌声誉受损等问题。本文旨在分析有效控制质量管理成本的先进战略、方法、方法和工具,以及将其战略性地融入企业质量管理实践的方式方法,强调优化企业质量管理成本的重要性。本文以阿尔及利亚 HASNAOUI 集团的子公司 MEKKERA(MDM)木工部为例,论证了本文提出的建议。文章采用了定性和定量相结合的方法。定性数据收集包括对四位公司经理进行半结构化访谈,访谈使用 NVIVO 软件进行处理。这些访谈的目的是了解公司将质量成本评估纳入其 2023 年质量目标的原因,以及公司在这一举措中的观点和目标。定量分析依赖于公司数据库中的二手数据:使用 P-A-F 和 Ferrebœuf 模型计算直接质量成本,评估预防和检测措施的有效性以及生产流程绩效;定义间接质量成本的关键绩效指标。研究结果表明,该公司的内部和外部故障成本都超过了设定的临界值,因此有必要加以改进。石川方法确定了原因,并使用故障模式和影响分析法(FMEA)提出了纠正措施。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Cost of Quality Management: Encouraging Business Leaders to Manage and Invest in Quality Enhancement
The quality management is a complex set of constant activities aimed at improving the quality of products and services, regularly evaluating and monitoring it, preventing defects, limiting and reducing malfunctions, and correcting production defects before and after the sale of goods. Ineffective quality management leads to such problems as product returns, claims, replacement or repair, loss of customer base, damage to brand reputation, etc. This paper aims to analyze advanced strategies, methodologies, methods and tools for effective control of quality management costs, ways and means of their strategic integration into the practice of business quality management, emphasize the importance of optimizing the cost of quality management in enterprises. The proposals developed in this article are demonstrated on the example of the woodwork division of MEKKERA (MDM), a subsidiary of the HASNAOUI Group in Algeria. An approach represented in the article combines qualitative and quantitative methods. Qualitative data collection involved semi-structured interviews with four company managers, processed using NVIVO software. The purpose of these interviews was to understand the reasons that led the company to include the evaluation of the Cost of Quality in its quality objectives for 2023, as well as the perspectives and goals aimed for by the company in this initiative. A Quantitative analysis relied on secondary data from the company’s database: direct quality costs were calculated using the P-A-F and Ferrebœuf models, prevention and detection measures’ effectiveness and production process performance were evaluated; key performance indicators for indirect quality acquisition costs were defined. Findings revealed the company exceeded set thresholds for internal and external failure costs, necessitating improvements. Ishikawa method identified causes, and corrective actions were proposed using Failure Mode and Effects Analysis (FMEA).
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