CAV公司质量改进之路

发布时间：2018-05-30 03:35

本文选题：质量改进 + 过程质量　；参考：《东北大学》2013年硕士论文

【摘要】：众所周知,中国制造对比国外制造的优势主要体现在人工成本方面,“中国制造”的含义是“价优质低”,原因是国内企业对比国外先进企业质量水平普遍较低。随着越南,印度,马来西亚等东南亚制造业的发展,中国制造的人工成本优势已经不复存在。而加入WTO,后随着改革开放的深入,越来越多的外资企业,在中国设立了工厂,中国已经成为世界的制造业基地,国内同行业间的竞争激烈。国内生产制造型企业面临着国际和国内同行业的激烈竞争,要想生存下去的唯一途径就是提高质量水平,从“价优质低”转变为“价优质优”当前中国生产类型的企业,尤其是一些外资企业,大部分研发工作在国外公司总部进行,而国内以生产制造为主导,即把整个产业链条中,成本控制要求最严格,而又因为生产制造过程的多变性,质量最难控制的环节,放在了国内的分公司。随着国际竞争的日益激烈,质量改进在这些企业中显得尤其重要。本案例中CAV公司正是这样类型的公司。在刚成立时并没有生产线,而是与一家新加坡企业维用电子合作,CAV提供设备、技术、材料、订单而维用电子提供厂房、工人来组装加工的合作模式。随着电子行业的激烈竞争,利润越来越微薄,CAV沈阳公司于2006年建立工厂,开始正式的生产运营管理。刚成立工厂时,公司质量管理体系运行中存在诸多问题,导致客户投诉率和废品率高,质量成本相比较与维用电子合作时几乎翻了一倍。完全违背了当初决定自己成立公司的目的——降低制造成本,提高利润。因此,公司管理层决定,找出问题所在,推进质量改进,降低质量成本。本案例首先详细分析CAV公司质量管理现状及问题,逐步找出影响公司质量的三个关键过程。其次分析这三个关键过程的现状,找出其主要问题。接着针对这三个关键过程中存在的主要问题,展开详细的原因分析和整理,并且针对性地提出现有这些问题相应的解决方案,对CAV公司的这三个关键过程进行质量改进。再根据这三个关键过程的质量改进联动相应的质量管理体系的改进。最后跟踪改进方案实施后的阶段性效果,进一步验证了这三个关键过程的质量改进措施的有效性。该案例总结了在CAV公司的关键过程质量改进工作的实践,挖掘CAV公司质量改进的经验并验证其所取得进步的过程,借鉴CAV沈阳公司成功的过程质量改进的经验,对其他国内同类型企业的质量改进工作起到引导和帮助的作用。
[Abstract]:As we all know, the advantage of Chinese manufacturing compared with foreign manufacturing is mainly reflected in the labor cost. The meaning of "made in China" is "low quality and low price", the reason is that the quality level of domestic enterprises is generally lower than that of foreign advanced enterprises. With the development of manufacturing in Southeast Asia such as Vietnam, India and Malaysia, the advantage of labor cost in China is no longer available. With the deepening of reform and opening up, more and more foreign-funded enterprises have set up factories in China. China has become the manufacturing base of the world, and the competition among domestic industries is fierce. Domestic manufacturing enterprises are facing fierce competition from international and domestic industries. To survive, the only way to survive is to improve the quality level and change from "high quality and low quality" to "high quality excellent" enterprises in China. Especially for some foreign-funded enterprises, most of the R & D work is carried out in the headquarters of foreign companies, and the domestic production and manufacturing are the dominant ones, that is, in the whole industrial chain, the cost control requirements are the strictest, but also because of the variability of the production and manufacturing process. The most difficult to control the quality of the link, in the domestic branch. With the increasingly fierce international competition, quality improvement is particularly important in these enterprises. In this case, CAV is exactly this type of company. At the time of its establishment, there was no production line. Instead, CAV worked with a Singaporean company to provide equipment, technology, materials, orders, and maintenance electronics to provide workshops, workers to assemble and process. With the fierce competition in the electronics industry, CAV Shenyang Company set up a factory in 2006 and began formal production and operation management. When the factory was set up, there were many problems in the operation of the company's quality management system, which led to the high rate of customer complaints and scrap products, and the quality cost almost doubled compared with the maintenance electronic cooperation. Completely contrary to the original purpose of setting up their own company-to reduce manufacturing costs and increase profits. Therefore, the management decided to identify the problem, promote quality improvement, and reduce quality costs. In this case, the current situation and problems of CAV quality management are analyzed in detail, and three key processes that affect the quality of the company are found out step by step. Secondly, it analyzes the current situation of the three key processes and finds out the main problems. Then the main problems in these three key processes are analyzed and sorted out in detail, and the corresponding solutions to these problems are put forward to improve the quality of the three key processes of CAV Company. Then according to the three key processes of quality improvement linked to the improvement of the quality management system. Finally, the effectiveness of the quality improvement measures of the three key processes is further verified by tracking the stage effect of the improvement scheme. This case summarizes the practice of the key process quality improvement in CAV Company, excavates the experience of CAV quality improvement and verifies the process of its progress, and draws lessons from the successful process quality improvement experience of CAV Shenyang Company. Guide and help the quality improvement of other domestic enterprises of the same type.
【学位授予单位】：东北大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F425;F273.2

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