H 公司是一家 LED 贴片支架制造企业，近几年来随着欧亿·体育（中国）有限公司发展的成熟，其质量管 理问题日益突出，主要体现在其来料检验合格率、良品率和客户投诉率一直无法达到企 业的质量管理目标，同时也低于欧亿·体育（中国）有限公司的平均水平；客户反映其对质量问题的长期改善能 力不足，导致曾经发生过的产品质量问题在日后还会再次发生。这些问题的背后，暴露 出的是 H 公司在质量管理上的不足，也导致其质量失败成本较高和客户满意度较低的状 况。 本研究通过企业质量情况的横纵向对比和外部访谈，确定了 H 公司当前主要质量问 题为来料质量缺陷、制程质量缺陷和客户投诉较多以及质量改善能力较差等四个问题。 针对这四个质量问题，本研究以实地调研、内部访谈和调查问卷的方式，对其所反映的 H 公司质量管理的不足进行分析和调查，从而找出其在质量管理上所存在的问题，包括， 选择供应商时的评估不充分、供应商来料质量问题的改善状况较差、未按规定执行和操 作造成质量不良、注塑模具管理不当造成质量不良、企业对员工培训不到位、企业质量 改善的能力不足和企业质量管理激励的缺失。针对这些问题，本研究结合质量管理相关 的理论和方法，对其原因展开深入的分析，结合相关的管理理论和企业的实际情况，提 出了改善的建议，包括，健全供应商的评价与选择、建立对供应商的辅导和监督机制、 强化对生产过程的行为管控、强化生产模具检查和维护机制、健全和完善企业培训体系、 建立内部持续改善机制以及尽力推动质量改善的激励机制等措施。 通过采取上述改善措施，H 公司预计可以将来料检验合格率由其之前的 93.63%提 升到 96.34%，良品率由 94.73%提高到 98%以上，客户投诉率则由 4.75%降低至 2.80%， 企业质量改善能力得到长足的进步，从而使其质量管理水平得到显著的提升。 关键词，质量管理；供应商质量管理；生产质量管理II Abstract H company is a LED patch holder manufacturer. In recent years, with the maturity of the industry, its quality management problems have become increasingly prominent, which mainly reflects in its incoming inspection pass rate, yield rate and customer complaint rate have not been able to achieve the management objectives of H company and also worse than the average of the industry. In the meanwhile, customers feed back that its long-term improvement of the quality problems is insufficient, which leads some product’s quality problems to occur again. The poor-quality management of H company, also leads to higher quality failure costs and lower customers’satisfaction. Through the horizontal and vertical comparison of H company’s quality situation and external interviews with customers, this study determined that the main quality problems of H company are more incoming material quality defects, more process quality defects, more customer complaints and poor-quality improvement ability. In response to these four quality problems, this study analyzes and investigates the insufficiency of H company's quality management by means of field research, internal interviews and questionnaires, to find out the problems in H company’s quality management, including: inadequate evaluation when selecting suppliers, poor improvement of suppliers' quality of incoming materials, poor quality due to improper operation, improper quality of injection mold management, inadequate training of employees, insufficient capacity for quality improvement and lack of quality incentives for the employees. In response to these problems, this study combines the theory and methods related to quality management to conduct an in-depth analysis of its causes, and then combines relevant management theories and the actual situation of the company to propose some improvements, including: improving suppliers evaluation and selection, coaching and supervising the supplier, strengthening behavior control over production processes, strengthening production mold inspection and maintenance, improving corporate training system, establishing internal quality improvement mechanisms and promoting incentives for quality improvement. By adopting these improvements, H Company expects to increase the incoming inspection pass rate from its previous 93.63% to 96.34%, the yield rate from 94.73% to over 98%, and the customer complaint rate from 4.75% down to 2.80%. The quality improvement capability has been greatly improved, so that its quality management level has been significantly improved. Keywords，Quality management, Suppliers management, Production managementIII 目录 第一章 绪论...............................................................1 1.1 研究背景及意义 ......................................................1 1.1.1 研究背景.........................................................1 1.1.2 研究意义.........................................................1 1.2 质量管理相关理论 ....................................................2 1.2.1 质量的基本概念...................................................2 1.2.2 质量管理的发展...................................................2 1.2.3 质量管理八项原则.................................................4 1.2.4 质量改善的方法...................................................5 1.2.5 国内外研究现状...................................................7 1.3 研究内容与方法 ......................................................9 1.3.1 研究内容.........................................................9 1.3.2 研究方法........................................................10 第二章 H 公司的质量管理现状 ..............................................11 2.1 H 公司概况 .........................................................11 2.2 H 公司产品与制造工序 ...............................................11 2.3 H 公司质量管理的现状 ...............................................12 2.3.1 H 公司的质量管理组织............................................12 2.3.2 H 公司的质量管理体系............................................13 2.3.3 H 公司的过程质量控制............................................14 2.3.4 H 公司主要质量目标达成状况......................................16 2.4 本章小结...........................................................18 第三章 H 公司的质量管理诊断 ..............................................19 3.1 H 公司质量情况的纵向对比 ...........................................19 3.2 H 公司质量情况的横向对比 ...........................................22 3.3 H 公司质量管理问题调查 .............................................24 3.3.1 外部访谈 .......................................................24 3.3.2 内部访谈 .......................................................25 3.3.3 调查问卷 .......................................................27 3.4 H 公司质量管理存在的问题 ...........................................30IV 3.4.1 供应商质量管理的问题 ...........................................30 3.4.2 生产过程质量管理的问题 .........................................31 3.4.3 质量管理体系的问题 .............................................32 3.5 H 公司质量管理问题的原因分析 .......................................33 3.5.1 供应商质量管理问题原因分析 .....................................33 3.5.2 生产过程质量管理问题原因分析 ...................................36 3.5.3 质量管理体系问题原因分析 .......................................38 3.6 本章小结...........................................................40 第四章 H 公司质量管理的改进方案 ..........................................41 4.1 供应商质量管理的改进...............................................41 4.1.1 健全供应商的评价与选择 .........................................41 4.1.2 建立对供应商的辅导和监督机制 ...................................53 4.2 生产过程质量管理的改进.............................................54 4.2.1 强化对生产过程的行为管控 .......................................54 4.2.2 强化生产模具检查和维护机制 .....................................55 4.3 质量管理体系的改进.................................................56 4.3.1 健全和完善企业培训体系 .........................................56 4.3.2 建立内部持续改善机制 ...........................................58 4.3.3 建立推动质量改善的激励机制 .....................................63 4.4 改进预期效果.......................................................65 4.5 本章小结...........................................................67 结论..............................................................