İmalatta kalite kontrol ve toplam kalite yönetimi
Başlık çevirisi mevcut değil.
- Tez No: 75617
- Danışmanlar: Belirtilmemiş.
- Tez Türü: Yüksek Lisans
- Konular: Makine Mühendisliği, Mechanical Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Makine Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 300
Özet
ÖZET Bu çalışmada, şu anda yönetim modelleri içinde bütün işletmelerin uygulamaya çalıştığı“Toplam Kalite Yönetimi, İmalatta toplam kalite ve toplam kaliteye ulaşmak için kullanılan yönetim olan Kalite Güvencesi ”ele alınmıştır. Toplam kalite yönetiminin prensipleri, uygulanması ve sağladığı kazançlar ile dünyada ve Türkiye' deki mevcut kalite standartları incelenmiştir. Birinci bölümde kalite anlayışının, oluşumundan günümüze dek detaya girilmeden kısaca bilgi verilmektedir. İkinci bölümde kalite ve kalite kontrol kavranılan ve tarihsel değişimle birlikte gelişimleri anlatılarak, kalitenin önemi, getirdikleri ve kalite-kazanç ilişkisine yer verilmiştir. Üçüncü bölümde toplam kalite yönetimi temelleri genel hatlarıyla verilmiş, önlemeye dönük yaklaşım, ölçüm ve istatistik, grup çalışması ve sürekli iyileşme incelenmiştir. Ayrıca toplam kalite felsefesi yaratıcılarının kalite yönetim ilkeleri açıklanmaktadır. Dördüncü bölümde toplam kalite kavramı ile birlikte anılan kavramlara yer verilerek açıklanmış ve toplam kalite yönetimi ile olan bağlantıları ortaya konmuştur. Beşinci bölümde kalitenin tasarımla başlaması gereğinden dolayı tasarımla toplam kalitenin bağlantısı uygulamalarla açıklanmıştır. Altıncı bölümde, toplam kalite yönetiminin uygulamada başarılı olabilmesi için göz önünde bulundurulması gereken organizasyonun hem kendi iç bünyesinde hem de dışında yer alan basan faktörleri irdelenmiştir. Yedinci bölümde, toplam kalite yönetiminin bir firmada uygulanabilmesi için gerekli olan birbirini takip eden adımlar şeklinde açıklanmıştır. Sekizinci bölümde, toplam kalite yönetiminin uygulanmasıyla bunu uygulayan organizasyonların elde edecekleri sonuçlar ve topluma olan yansıması açıklanmış ve bir işletme için iş sonuçlan verilmiştir. Dokuzuncu bölümde, toplam kalite yönetiminin hayata geçişini sağlayan kalite güvencesi sistemleri ve belgelendirilmesi incelenmiş toplam kalite yönetimi ile olan bağlantısı irdelenmiştir. Onuncu bölümde ise toplam kalitenin medyada ne şekilde yansıdığına yorumsuz yer verilmiştir. Sonuçlar ve öneriler kısmında ise, yapılan çalışmanın ışığı altında sonuçlar çıkarılmakta ve önerilerde bulunulmaktadır. xi
Özet (Çeviri)
SUMMARY QUALITY CONTROL IN MANUFACTURING AND TOTAL QUALITY MANAGEMENT The subject of this study is“Qality Control in Manufacturing and Total Quality Management”. Total quality management depends on joining of administration and creativity. Companies has set up quality assurance systems in order to produce quality. International and domestic standards are put forward in order to preserve quality assurance instead of quality control. The challenges, excitement, and opportunities in quality technology and management are increasing yearly. In the 1990' s, all organizations face the issues of improving product and service quality, containing costs, and enhancing innovation. Quality and competittiveness are now synonymous. The discipline of quality has evolved and expanded rapidly from inspection to company- wide quality management. Quality was inspected into a product after it was made. Then quality was controlled in the manufacturing process. Now quality is a company-wide phenomenon encompassing every person and every element of the organization. In the global marketplace, the issue of quality is changing, continuously adapting to customers need and expectations. Customer demand for quality is increasing. Quality is being enhanced through increased product performance, design, useability, reliability, and maintainability. Defect prevention is replacing defect inspection as the means to pursue continuous quality improvement. Many organizations are eliminating incoming, inprocess, and final inspection. Responsibility for quality is being placed on the person doing the work, whether assembling, fabricating, managing, servicing or delivering. Quality is satisfaction of customer wants, needs, and expectations at a competitive cost. Quality is conformance to specifications, customer satisfaction, and value added. The first quality groups were inspection departments. During production, inspectors measured products against spesifications. Inspection departments were not independent; they usually reported to the manufacturing department whose efforts they were inspecting. This presented a conflict of interest. If the inspection xudepartment rejected a batch of non conforming products and the manufacturing department wanted to push this batch of products out the door regardless of quality, the manufacturing department always got its way. Product quality could only improve slowly in this environment. In the 1940's, inspection groups evolved into quality control (QC) departments. The start of World War II required that military products be defect-free. Product quality was crucial to winning the war and could only be ensured if the inspection department could control the production processes. Quality defined as conformance to spesification, was controlled during production instead of being inspected into products. Responsibility for quality was transferred to an independent QC department, which was now considered the guardian of quality. Also, the QC department was now separated from manufacturing to give it autonomy and independence. Quality control evolved into quality assurance (QA). The QA department focuses on assuring process and product quality through executing operational audits, supplying training, performing technical analysis, and advising operational areas on quality improvement. QA consults with the departments where the responsibility for quality actually rests. As the issue of quality becomes more prominent, QA is evolving into a company- wide quality management (CWQM) function. CWQM is also called total quality management. The quality organization is the prime facilitator and consultant in this effort. Corporate quality groups are small with more authority to stop defective material from leaving the manufacturing door, while responsibility for the control of quality is pushed to the manufacturing department operator. The chief executive officer (CEO) often starts and guides the CWQM program. As the quality message permeates the organization, more people become involved, and slowly a quality ethic and culture develop. The focus of the program is company- wide, customer-oriented, and competitively driven. Quality no longer resides in one department. It is a company-wide issue essential to the organization' s survival. To produce a quality product or deliver a quality service requires the attention and commitment of everyone in the organization. It is the responsibility of the person doing the work. The executive committee defines a realistic policy: line management establishes doable objectives; engineers design attractive, reliable, and functional products; receptionists are courteous and prompt; and operators produce defect-free products. Customer orientation is essantinal in CWQM programs because the customer's needs change and the organizations must adapt to changing needs. Adapting means designing aesthetic products, producing defect-free products, and delivering X11Iproducts, and delivering productson time, at a profit. Most importantly, an organization must design, produce, and deliver what the customer wants, not what the organization thinks the customer wants. The International Standarts Organization (ISO) devoloped standarts (9000-9004) so that there could be a common language and understanding of important terms and concepts in quality. The American standart“Quality Management and Quality System Elements-Guidelines”(ANSI/ASQC Q94-1987), issued by the American National Standarts Institute (ANSI), evolved from the ISO standarts. This standard spesificies the principal elements of a CWQM system. ANSI standards are technically equivalent to ISO standards. Ispection is used to obtain a level of quality historiy. Once this is obtained, the operator or supplier is notified of the results and asked to improve the process. The system approch is a logical, systematic method for solving many types of quality problems. The value of this method lies in its ability to define a problem and to arrive at a solution through a logical process. Modern industrial problems are complex. One person doesen't have skills or knowledge to solve them. So interdisciplinary teams are created to solve this problems. These teams consist of representatives from the area where the problem is located as well as experts from peripheral areas who can supply information. Organizations rely on audits to monitor and ensure that international quality controls are in place and working effectively. A company-wide quality management (CWQM) program will serve to instill and reinforce goals, to achieve quality. Audintg is a major tool to monitor and evaluate the effectiveness of the CWQM program, process, products, and people. These are called the 4 Ps and are the essantial elements of CWQM. Almost every type of organization uses audits. Audits are used extensively in the public and private sectors, military organizations, schools, and the federal goverment. Regardless of the spesific purpose of an audit, audits have a common structure and purpose and similar key players. Quality auditing is the process of accumulating and evaluating quantifiable information. Information is gathered for the CWQM program, processes, products, and people. The audit is conducted by the independent and skilled persons. An auditor must have sufficient skills to perform an audit and to ensure audit effectiveness and reliability. Audit skills are devoloped through on-the- job experience and training under the tutalage of a senior auditor. As experience and skills are gained, a junior auditor evolves into a senior and then lead auditor. The purpose of an audit is to determine and report upon the degree of correspondence between quantifiable information and established criteria. Quality auditors strive to obtain timely, accurate, reliable, unbiased, and complete information. Unreliable information can cause inefficient use of resources, which will result in deteriorating quality. An audit is authorized by top management to investigate company-wide XIVproblems. There are three main parties in any audit: auditor, client, and auditee. The client is the person, department, or group requesting the audit. An audit can be conducted by one person or by a team of professionals. The size of audit team depends on the scope of the audit, the size of the organization being audited, requirements of the client, risks involved, and costs. The frequency of an audit is based on the type of audit, the cost, the critical nature of the product, customer requirements, and emergency requirements. The auditee has sevaral audit: cooperate and assist with the audit, provide adequate facilities and necessary equipment to complate the audit, review audit recommendations and conclusions, and implement any required corrective action. At the conclusion of the audit, the auditee has the opportunity to review the auditors' s report and, if necessary, offer evidence to rebut perceived unfair, unreasonable, or inconclusive reports. Quality cost information is a management tool to monitor and control quality costs during production, evaluate competing projects, and ensure on-budget and on-time completion. Specifically, quality cost information cost can be used to : => Determine the hidden costs of customer dissatisfaction => Determine the cost of a field failure => Determine the cost of producing the product => Estabilish a benchmark or baseline level of quality => Make accurate desicions => Compare achieved objectives against stated objectives => Compare returns of one quality improvement project against those of another => Measure the effectiveness of any corrective action or quality improvement => Evaluate management performance Allocate scarce resources to projects promising the greatest return Quality related cost is the cost in ensuring and assuring quality as well as loss incurred when quality is not achieved. Some frequently used subdivisions are as follows: Prevention cost: The cost of any action taken to investigate, prevent or reduce the risk of nonconformity or defect. XVApprasial cost: The cost of evaluating the achievement of quality requirements including cost of verification and control performed at any stage of the quality loop. Internal failure cost: The cost arising within an organization due to nonconformities or defects at any stage of the quality loop such as costs of scrap, rework, retest, reinspection and redesign. External failure cost: The cost arising after delivery to a customer/user due to nonconformities or defects which may include the cost of claims against warranty, replacement and consequential losses and evaluation of penalties incurred. XVI
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