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1 IECQ ISO 9001:2008 ISO G No Weak Links

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31 IECQ IECQ NAI- ECCC CB DNV-GL SGS UL DQS TÜV SÜD TÜV Rheinland TÜV NORD LRQA AFNORN A I - B E C C B B S I Intertek MOODY NQA

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34 30 IECQ ISO 9001:2008 WD = (working draft, WD) CD1 = (committee draft, CD)1 DIS = (draft international standard, DIS) FDIS = ISO = (International Organization for Standardization,ISO)

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36 32 IECQ ) ISO ISO

37 33 IECQ (records) 2015 International Organization for Standardization, ISO/IEC Directives, Part 1, Consolidated ISO sensitive) Lorri Hunt

38 34 IECQ ISO 9001 (external auditors)

39 35 IECQ 5.1.1

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41 37 IECQ 1.International Organization for Standardization, Draft International Standard ISO 9001:2015, Clause 4.1 Understanding the organization and its context. 2.International Organization for Standardization, Draft International Standard ISO 9001:2015 Clause 4.2 Understanding the needs and expectations of interested parties. 3.International Organization for Standardization, Draft International Standard ISO 9001:2015, Clause Leadership and commitment with respect to QMS. 4.Ibid. See leadership and commitment among the 11 items listed inc clause John E. Charles Cianfrani

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53 49 IECQ [1]Ericsson, Networked Society Essentials. [pdf] Stockholm: Ericsson. Available at: docs/2013/networked-society-essentialsbooklet.pdf [Accessed 17 June 2013]. [2]2. Ericsson, June Ericsson Mobility Report on the Pulse of the Networked Society. [pdf] Stockholm: Ericsson. Available at: res/docs/2013/ericsson-mobilityreportjune-2013.pdf [Accessed 17 June 2013]. [3]3. Cisco, February Cisco Visual Networking Index: Global Mobile Data s525/ns537/ns705/ns827/white_paper_c pdf [Accessed 17 June 2013]. Ericsson Sustainability and Corporate Responsibility Report [pdf] Stockholm: Ericsson. Available at: com/res/thecompany/docs/corporateresponsibility/2012/2012_corporate_ responsibility_and_sustainability_report.pdf [Accessed 17 June 2013]. [5]METIS, February Mobile and wireless communications Enablers for the Twentytwenty Information Society. [pdf] Available at: uploads/2012/10/. [6] [7] [Nov. 2013] [8] chrome- 8&q=Key%20Concepts%20and%20 Network%20Architecture%20for%20 5 G % 2 0 M o b i l e % 2 0 T e c h n o l o g y. p d f [Sapana Singh and Pratap Singh, Key Concepts and Network Architecture for 5G Mobile Technology, International Journal of Technology (IJRSET), Aug. 2012]

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57 53 IECQ Process step/input=/ Potential failure mode= Potential failure effects= SEV= (Severity) Potential causes= OCC=(Occurrence) Current controls= DET=(Detection) RPN=(Risk priority number) Action recommended= Resp.= (Responsible) Action Taken=

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59 55 IECQ 7. 8.

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61 57 IECQ 1.Automotive Industry Action Group, (QS- 9000) Potential Failure Mode and Effects Analysis (FMEA) Reference Manual, second edition, Chrysler, Ford Motor Co. and General Motors, Engineer Handbook, third edition, ASQ Quality Press, Master Black Belt Handbook, ASQ Quality Press, Kubiak, T.M. and Donald W. Benbow, second edition, ASQ Quality Press, T.M. Kubiak

62 58 IECQ No Weak Links - 1 2

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64 60 IECQ報導年刊者而言供應鏈不僅是產品的移動亦是將所有權的成本包括物流出口及關稅要求的作業步驟連結在一起以提供價值庫存賬目價值及供應商產品的成本表顯考慮的重點包括總成本衝擊的韌性及針示在任何供應鏈所發現具代表性的浪費清對公司最終客戶及股東整體利益改善的單 8這個清單已針對這個研究案例作了修機會改使用供應鏈價值流程圖韌性包括在供應鏈中風險的降低瞭解成本的影響需要系統的思維及評估整體能夠很輕易的偵測出這些浪費在一個供應鏈中所造成的顯著的成本 8.With the right service provided. 加上提要瞭解供應鏈有必要評估供應商績供正確的服務效的許多特性尤其是在精實環境裡產八項權利及七項供應鏈浪費之間沒有品及服務的八項特性被稱為八項權利一對一的關係所收集之供應鏈浪費可以必須被評估及瞭解這八項權利包括看作是八項權利的不良績效 1.The right product. 正確的產品用來描述八項權利最常使用的工具是 2.The right quantity. 正確的數量為每個產品做計劃 3.The right condition. 正確的條件使用來作為規劃所有新的部品及供應商 4.At the right place. 在正確的位置地他是將購買的零件的所有供應鏈的績效特點性文件化的一個全面的工具是被允許公 5.At the right time. 在正確的時間司深入到供應鏈的細節並且確定以最佳 6.From the right source. 從正確的來源的方法來管理供應商使複雜的供應鏈能 7.At the right price. 以正確的價格夠被掌控

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69 65 IECQ 99% 1.Robert Martichenko and Kevin von Grabe, Enterprise Institute, David R. Gibson, "Applying Lean Principles to Design Effective Supply Chains," Army Logistician, July-August 2007, pp Mike Keen and Carl Evans, "Lean in the Supply Chain: Friend or Foe?" Management Services, Vol. 54, No. 3, pp "Creating Lean Suppliers: Diffusing Lean Production Through the Supply Chain," California Management Review, Vol. 39, No. 4, pp Keen, "Lean in the Supply Chain: Friend or Foe?" see reference 3. 6.Brian Bilsback, "Why Lean Supply Chains Are July 2011, pp Ibid. 8.Gibson, "Applying Lean Principles to Design Effective Supply Chains," see reference 2. Stream, see reference Ibid. 11.Gibson, "Applying Lean Principles to Design Effective Supply Chains," see reference 2. Diffusing Lean Production Through the Supply Chain," see reference Dag Naslund and Steven Williamson, "What is Management in Supply Chain Management? and Terminology," Journal of Management Policy and Practice, Vol. 11, No. 4, p ASQ

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71 67 IECQ Potential process capability

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73 69 IECQ 1.Daniela Marzagao, C p, C pk, P p and P pk : Know How and When to Use Them, isixsigma, Feb. 26, 2010, tools-templates/capability-indices-processcapability/ 2.Thomas Pyzdek, The Six Sigma Handbook, revised and expanded edition, McGraw-Hill, K. Lai Chan, Smiley W. Cheng and Frederick A. Spring, A New Measure of Process Capability: C pm, Journal of Quality Technology, Vol. 20, July 1988, pp William J. Stevenson, Operation Management, 11th edition, McGraw-Hill, Pyzdek, The Six Sigma Handbook, revised and expanded edition, see reference 2. 6.Ira Berkow and Jim Kaplan, The Gospel According to Casey, St. Martin s Press, 1992, p Eugene L. Grant and Richard S. Leavenworth, Statistical Quality Control, sixth edition, McGraw-Hill, 1988, pp Marzagao, C p, C pk, P p and P pk : Know How and When to Use Them see reference 1. 9.Philip B. Crosby, Quality is Free, McGraw- Hill,, Pyzdek, The Six Sigma Handbook, revised and expanded edition, see reference 2. C. Steven Arendall Andrew A. Tiger Kevin W. Westbrook

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78 74 IECQ報導年刊在量測階段該團隊利用細分策略中的再細分工具以得出要收集什麼資料的想法首先該團隊將問題分割成兩個個別的屬性生產量和生產率之後每個屬性再細分成二個以上的小屬性持續屬性細分的工作直到該團隊認為足夠為止圖展示出各階層之細分圖該團隊細查想法的每一個屬性並且試著去合併某些屬性以討論出新的想法經過細查所產生的所有想法後該團隊從表列中刪除三個想法處理儲存和底片面積此乃利用選擇策略中的多重投票

79 75 IECQ報導年刊在分析階段該團隊利用各種不同的創造力策略以分析和決定缺點的根本原因之要因例如它運用聯想策略中的文字聯想工具以界定影響底片厚度變動之可能的根本原因之要因它是在量測階段所界定的面積之一團隊成員隨意選定文字鳥並想像一隻鳥的屬性和底片厚度變動的要因間之聯結關聯性和聯想性該有創造力的思考說明於表4中顯示呈現文字類推的整個想法是把沒有共同性的兩件東西組成一對這將激勵出想法的一個新聯結所選定的文字必需是隨機的而且與所陳述的問題沒有關係的該團隊利用選擇策略中的多輪投票表決從表4中挑選出最有可能的要因在改善階段該團隊遇到的挑戰之一為我們可以用什麼樣的方式以降低擠壓溫度的變異它使用比較類推策略中的直接類推以創造出想法該團隊研究調查一個沒有相關性的領域教育以決定類推的問題為一位教師可以用什麼樣的方式以改善學生的行為團隊成員集思廣益討論出教師他的或她的挑戰之解決方法並嘗試著將這些解決方法移轉為他們自己的挑戰(表 )

80 76 IECQ報導年刊之後團隊利用選擇策略中的優先考慮矩陣工具並按表2的圖例說明從表5中挑選出對的想法之管制圖團隊執行腦力激盪策略中的智力書寫6-3-5的做法以產出一長串的想法在智力書寫講習會每位參加者都會在管制階段主要工作之一是完成管接收到一張表格內含一個問題的陳述和制圖這將需要密集的訓練為了訓練在一個三欄欄位的表每個人在大約五分鐘中國工廠的技術員這些技術員不會說英的時間寫下三個想法於表格上並傳給下文也缺乏基本的統計知識是一項令人怯一個人繼續此一過程直到該團隊收集到步的挑戰為了回答該問題我們可以用足夠的想法表6展示出一個完整的表格什麼樣的方式以訓練在中國工廠的技術員該團隊的五個參加者使用多輪投票表決工想法數量的一半在每輪的多輪投票表具以從一長串的表列想法挑選出一個最決過程中剔除低票數的想法重覆該過後的解決方法在每一輪的投票過程每程直到取得最後的決定一位參加者從表列中挑選出某一數量的想表以實例說明最後三輪投票的過程法參加者被要求挑選出的數量大約是總步驟灰底欄位代表在每一輪投票過程中

81 77 IECQ 1. Fareed Zakaria, The Post-American World, Release 2.0, W. W. Norton & Co., Keith Sawyer, Zig Zag: The Surprising Path to Greater Creativity, Jossey-Bass, James J. Rooney, T.M. Kubiak, et al., Building From the Basics, Quality Progress, January 2009, pp Grace L. Duffy, Scott A. Laman, Pradip Mehta, Govind Ramu, Natalia Scriabina and Keith Wagoner, Beyond the Basics, Quality Progress, April 2012, pp Shu Liu, Tool Time, Quality Progress, April 2013, pp Christine M. Anderson-Cook and Connie M. Borror, Paving the Way, Quality Progress, April 2013, pp CREATIVE Gibberish, Divergent Thinking",

82 78 IECQ June 10, Wikipedia, Divergent Thinking, thinking(case sensitive) 9. Michalk Michalko, Thinkertoys: A Handbook of Creative-Thinking Techniques, second edition, Ten Speed Press, Sawyer, Zig Zag, see reference Michalk Thinkertoys, see reference Ibid. 13. Max van Leeuwen and Hans Terhurne, Innovation by Creativity: Fifty-One Tools on How to Solve Problem Creatively, Ecademy Press, Ibid. 15. Michalk Thinkertoys, see reference Diane Ritter, The Creativity Tools Memory Jogger, GOA/QPC, Leeuwen, Innovation by Creativity, see reference Ibid. 19. Ibid. 20. Ritter, The Creativity Tools Memory Jogger, see reference Leeuwen, Innovation by Creativity, see reference Ibid. 23. Ibid. 24. Ritter, The Creativity Tools Memory Jogger, see reference Michalk Thinkertoys, see reference Leeuwen, Innovation by Creativity, see reference Sawyer, Zig Zag, see reference Ibid. 29. Ritter, The Creativity Tools Memory Jogger, see reference Ibid. 31. Leeuwen, Innovation by Creativity, see reference Ritter, The Creativity Tools Memory Jogger, see reference Michalk Thinkertoys, see reference Ibid. 35. Ibid. 36. Leeuwen, Innovation by Creativity, see reference Sawyer, Zig Zag, see reference Michalk Thinkertoys, see reference Leeuwen, Innovation by Creativity, see reference Sawyer, Zig Zag, see reference ASQ, Multivoting, overview/multivoting.html. of Quality / Organizational Excellence Handbook, third edition, ASQ Quality Press, Cecelia McCain, Make a Choice, Quality Progress, June 2011, pp Duffy et al., Beyond the Basics, see reference A more sophisticated version of this tool is presented in reference Thomas L. Friedman, the World is Flat 3.0: A Brief History of the Twenty-First Century, Picador, Daniel H. Pink, A Whole New Mind: Why Right-Brainers Will Rule the Future, Riverhead Trade: Rep Upd edition, Shu Liu May 2014 Quality Progress

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