【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，但質量是該行業(yè)的發(fā)展基石，降低成本不應建立在損失質量的前提上。經(jīng)過調查分析，我們發(fā)現(xiàn)該行業(yè)的平均質量水平僅處于3σ左右，內部的質量損失成本占企業(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域的領導者企業(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針織公司為研究標的，對其質量管理進行了實證分析,并結合理論研究，最終系統(tǒng)提出了質量管理提升策略。 本文首先從Y公司的質量過程控制及質量管理體系的角度對其質量管理現(xiàn)狀進行了剖析，，并發(fā)現(xiàn)了五大問題，集中體現(xiàn)在標準化管理不健全、質量管理信息分散、質量過程控制力量薄弱、流程質量改進機制缺乏、外部質量管理挑戰(zhàn)應對被動這五大方面。 針對這些問題，本文從企業(yè)內部、企業(yè)外部及企業(yè)持續(xù)改進三個緯度對Y公司所面臨的質量管理問題進行了分類分析，并根據(jù)問題的產(chǎn)生機理提出了相應的改進策略。企業(yè)內部質量管理的提升主要從質量提升導向的組織架構與流程、質量管理信息一體化及標準化管理三個方面提出了解決方案；企業(yè)外部質量管理提升主要從后端供應商質量管理、前端與客戶合作的質量管理及前后端一體化的供應鏈質量管理的三大角度進行了實踐與研究；企業(yè)持續(xù)改進從可行的途徑和方法及持續(xù)改進績效評估的兩大緯度進行了總結和改進。
[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.
【學位授予單位】：上海交通大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.81;F273.2

【參考文獻】

相關期刊論文 前10條

1 ;質量管理發(fā)展的三大階段[J];電子質量;2003年03期

2 車建國;何楨;;六西格瑪管理在企業(yè)中的應用[J];工程機械;2006年11期

3 郭伏,李森,戴春鳳;流程程序分析方法在印染生產(chǎn)線改進中的應用[J];工業(yè)工程;2002年03期

4 王淑茹;;計算機輔助質量控制系統(tǒng)在質量檢測中的應用[J];科技創(chuàng)新與應用;2012年06期

5 崔美慧,戴佩群;淺談染整工序漂白產(chǎn)品的質量管理措施[J];黑龍江紡織;1999年04期

6 邱國棟,孫龍業(yè);以流程為主代替分工——淺析中國企業(yè)的組織改革[J];社會科學輯刊;1997年04期

7 周宏斌,王其藩;基于流程的組織結構及其案例[J];系統(tǒng)工程理論方法應用;2000年03期

8 李春田;關于企業(yè)標準化的思考[J];中國標準化;2000年02期

9 劉永貴,邢志貴,王愛竹;利用統(tǒng)計技術提升紡織行業(yè)質量管理水平[J];針織工業(yè);2005年11期

10 李兵;;質量管理體系有效性評價分析[J];質量與可靠性;2006年04期

本文編號：2498414