According to the research results of Toyota production mode, the main framework of lean production mode is shown in the following figure. Standardization, smoothness and improvement are the basis of lean production mode; Just-in-time and self-improvement are the two pillars of lean production mode; 5S, visual management, kanban management, quick mold changing and total production maintenance (TPM) are important tools for lean production. The goal of lean production is excellent operation, including the best quality, cost and delivery time.
The main tools of lean production mode are brought into the system module of lean quality management production, and some ideas are embodied in the standardization and continuous improvement of working procedures.
2. Comparison between lean quality management mode and Six Sigma management.
Referring to Samsung's six sigma management innovation model, the six sigma management model can be summarized as the following figure. Six Sigma realizes the improvement of process operation ability through four subsystems: suitable personnel, suitable projects, correct methods and accurate measurement. Suitable personnel are mainly composed of black belt supervisors, black belts and green belts, and promote talent training and performance improvement through the project team. The suitable project is mainly determined by the voice of VOC customers and the key quality requirements of CTQ, and the requirements are realized. The correct methods mainly include DMAIC and DFSS (design for six sigma). Efficiency is improved by DMAIC and value is created by DFSS. There are three carriers to achieve performance goals by using six sigma method, namely, six sigma process (PFSS), six sigma plan (DFSS) and six sigma organization (OFSS). Accurate measurement mainly includes poor quality COPQ cost and horse fitness level to reflect process capability and cost loss.
DMAIC stands for definition, measurement, analysis, improvement and control respectively. Through comparison, it is found that lean quality management has more reference significance for six horses such as personnel, measurement and improvement. Lean quality management, on the basis of six sigma, has joined the excellent achievements of lean production management, forming a model of overall improvement of output and quality.
3. Comparison between lean quality management and ISO9000 quality management system.
Take customer requirements as the overall input to ensure that customers are satisfied with product output. The continuous improvement of quality management system is realized through management responsibility, resource management, product realization, measurement analysis and improvement cycle.
The ISO9000 quality system puts forward eight quality management principles, as shown in the following figure. The eight quality management principles are: paying attention to customers, leading role, full participation, process method, system management method, continuous improvement, fact-based decision-making, and mutually beneficial relationship with suppliers.
Lean quality management draws lessons from the core ideas and principles of ISO9000 quality management system, and combines lean production management with six sigma management to make lean quality management more scientific and practical.
Generally speaking, lean quality management aims at the overall improvement of operating system quality, efficiency and cost, and comprehensively draws on and absorbs the essence of ideas and methods such as lean production management, six-sigma management and ISO9000 quality system, and forms a management framework consisting of five subsystems: employee specialization, production systematization, process standardization, fine measurement and continuous improvement. Lean quality management mode is still in the stage of exploration and improvement, which needs continuous optimization and improvement, and also needs to be tested and tempered in application.