大连理工大学专业学位硕士学位论文
摘
要
产品质量是企业竞争力的根本保障，一方面市场竞争需要企业拥有过硬的产品质量，
另一方面客户对产品质量要求越来越高。因此对企业来说，产品质量是企业生存和发展
的关键力量，市场竞争的有力武器，是企业不断保持优胜的法宝。因此，开展质量管理
工作能够提高产品质量和服务水平，促进企业将质量管理作为管理的一项重要任务。
G公司总部位于德国巴登——符腾堡州的阿尔布施塔特，是全球领先的旋转刀具制
造商，G公司是该集团在华设立的全资子公司。本文通过分析 G公司超硬刀具生产质量
管理体系现状，总结出 G 公司超硬刀具生产质量管理体系存在生产质量文件以及标准
不完善、生产检测数据难以溯源并且缺乏开发利用、缺乏对不良品产生的原因分析和风
险预警、缺乏良好的供应商质量管理机制四个方面的问题，同时分析问题形成的原因，
总结出技术壁垒及中德水平不一致、缺乏利用信息化管理的思维、质量管控中只重视结
果未重视过程、缺乏合理的供应商质量管控机制四方面的原因，以 G公司目前存在问题
的原因，有针对性的给出了 G公司超硬刀具生产质量管理体系改进策略，同时为了更好
地实施生产质量管理体系的改进，应该以客户满意度为导向，建立质量文化氛围、加强
质量管理的投入、加强员工培训的三方面提供保障策略。
本文提出的 G 公司的超硬材料生产质量体系改进策略，将 G 公司消极的传统生产
质量管理方式，转变成更具积极的生产质量管理方式，建立系统化的生产质量管理体系，
有效的实现 G公司生产质量的提高，进而提升超硬刀具市场竞争力，满足公司的发展需
求。一方面解决了 G公司的质量管理问题，另一方面也为其他超硬刀具制造业的质量管
理改革提供了参考，带动国内同行业刀具企业质量管理的提高和进步。
关键词：超硬材料；生产质量体系；PDCA循环模型；全面质量管理；六西格玛
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G公司超硬刀具生产质量管理体系的改进
Improvement of production quality management system for
superhard cutting tools in G company
Abstract
Product quality is the fundamental guarantee of enterprise competitiveness. On the one
hand, market competition requires enterprises to have excellent product quality, on the other
hand, customers have higher and higher requirements for product quality. Therefore, for
enterprises, product quality is the key force for the survival and development of enterprises, a
powerful weapon for market competition, and a magic weapon for enterprises to keep winning.
Therefore, carrying out quality management can improve product quality and service level, and
promote enterprises to take quality management as an important task of enterprise management.
Headquartered in Albstadt, Baden Wurttemberg, Germany, company G is a world leading
manufacturer of rotary cutting tools. Company G is a wholly-owned subsidiary of the group in
China. By analyzing the current situation of G company's superhard tool production quality
management system, this thesis summarizes the problems of G company's superhard tool
production quality management system in four aspects: imperfect production quality documents
and standards, difficult traceability of production inspection data and lack of development and
utilization, lack of cause analysis and risk early warning of defective products, and lack of good
supplier quality management mechanism, At the same time, it analyzes the causes of the
problems, summarizes the technical barriers of the head office, the economy and reliability of
standard implementation, the lack of big data thinking mode and necessary investment, the
failure to pay attention to the impact of the first-time success rate of products on customer
satisfaction, and the lack of supplier quality control mechanism under multi department
cooperation, and takes the current problems of G company as the reasons, At the same time, in
order to better implement the improvement of production quality management system, we
should provide guarantee strategies from three aspects: drawing inferences from one example,
customer satisfaction oriented, observing the implementation effect, strengthening the
investment of quality management, putting forward more training needs and management
innovation policy.
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大连理工大学专业学位硕士学位论文
The superhard material production quality system improvement strategy of G company
proposed in this thesis transforms the negative traditional production quality management mode
of G company into a more positive production quality management mode, establishes a
systematic production quality management system, effectively improves the production quality
of G company, and then improves the competitiveness of superhard tools to meet the needs of
market development. On the one hand, it solves the quality management problems of G
company, on the other hand, it also provides a reference for the quality management reform of
other superhard tool manufacturing industries, and drives the improvement and progress of
quality management of tool enterprises in the same industry in China.
Keywords：Super hard materials; production quality system; PDCA cycle model; total
quality management; six sigma
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