全面质量管理与质量成本外文翻译.docx

全面质量管理与质量成本外文翻译.docx

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全面质量管理与质量成本外文翻译

外文文献翻译译文

一、外文原文

原文：

Totalqualitymanagementandcostofquality

During1950FeigenbaumintroducedtheconceptofTotalQualityControl（TQC）

intowesterncountries,asamanagementtooltoimproveproductdesignandqualitybyreducingoperatingcostsandlosses.KauroIshikawa,aJapanesechemist,introducedTQCinJapanaround1950-1960as“acompany-widemanagementtoolinordertoproducehighqualitygoodsandservicesthatgiveacompetitiveedgebothintheshorttermandinthefuture”.

TotalQualityManagement（TQM）isacompanyculturethatallowsittoprovidequalitygoodsandservicesatthelowestcostinordertoachievecustomers’satisfactionand,atthesametime,ensuresatisfactorybusinessdevelopmentbycontinuousimprovements.

Foranorganizationtofunctioneffectivelyandefficiently,ithastoidentifynumerouslinkedactivities.Anactivityusingresources,andmanagedinordertoenablethetransformationofinputsintooutputs,isconsideredasaprocess.Oftentheoutputfromoneprocessdirectlyformstheinputtothenext.

TheprocessofTQMconsistsofthreemajoractivities:

-Settingthepolicyandstrategyoftheorganization,

-effectivelyandefficientlymanagingtheorganization,and

-seekingcontinuousimprovement.

Firstly,thefundamentalconceptsofTotalQualityManagementareintroduced.Whenthisisunderstoodthequestionthatarisesis“whatcanwedotoimplementtheTQMprinciplesinourorganization?

”.Atthispointwewillunderstandtheneedtoexplainfurtherthemeaningandfundamentalsofthe“qualityimprovement”andhowtomanagequalityimprovement.AsetoftoolsforqualityimprovementhastobeinstalledinourorganizationsothatitisadequatelyequippedforqualityimprovementandTQM.TounderstandTQMinpracticeafewqualityphilosophersandtheirapproachtoqualitywillbepresented.TheultimategoalofTQMistogivebenefitstotheorganizatione.g.byminimizingthecostofqualityandmaximizingproductivity.

ThephilosophyoftheTotalQualityManagementisapplicabletoanyorganization,whichiscustomerorientedandcommittedtoquality.ManagementcommitmenttoTotalQualityisessentialfortheorganizationtoachieveexcellence.Thecommitmenttoqualitymustbeconveyedtoalllevelsandactivitiesoftheorganization.Furthermore,managementcommitmentinvolveseverydepartment,functionandprocessintheorganizationandtheactivecommitmentofeveryoneintheorganizationtomeetingcustomerneedsandseekingcontinuousimprovement.

Qualityimprovementistheaimofanymodernorganization.Improvementneedstobecontinuousandneverending.Themeansofimprovementcanbeappliedtoboththestaffandtheprocesses.Thedegreeofimprovementachievedcanbemeasured,monitoredandcontrolled.

Problemsarepresentinallrealsituations.Theseproblemsprovideopportunitiesforimprovement.Problemsaretheretogivethelaboratorytheopportunitytosolvethemandtoenablelaboratoriestolearnfromtheirproblemsolvingexperiences.Provisionsforidentificationandresolutionofpotentialandexistingproblemsonacontinuousbasisareessential.

Qualityimprovementisacontinuousactivity,aimingtoeverhigherlevelsofprocesseffectivenessandefficiency.Situationsrequiringimprovementsmayarisefromdifferentstudiesandsurveys,fromsystematicmonitoringofthelaboratoryactivity,fromanalysesofvariousmeasurementresultsandstatisticsetc.

Aqualitydrivenlaboratoryisconstantlyseekingtheopportunitiesforimprovementarisingwhenproblemsareencounteredandduringproblemsolvingprocesses.Therefore,problemsolvingtechniquesshouldbeappliedtoallareasofthebusinessandallindividualsandgroupsshouldbeencouragedtousethem.Forthebestuseofavailableresourcesprioritiesforimprovementshouldbereviewedbeforeactionistaken.

Themanagementshallmotivateitsmemberstoundertakequalityimprovementprojectsoractivitiesinaconsistentanddisciplinedseriesofstepsbasedondatacollectionandanalysis.Thequalityimprovementprocessisinitiatedanditsneed,scopeandimportanceareclearlydefined.

Investigationofpossibleareasforimprovementincreasestheunderstandingofthenatureoftheprocesstobeimproved.Thedataoftheprocesstobeimprovedareanalyzedandacauseandeffectrelationshipisformulated.Alternativeproposalsforimprovementactionsaredevelopedandevaluatedbythemembersoftheorganizationinvolvedinsuchprocesses.Theimprovementisconfirmedbyanalyzingmoredataandtheprocessisintroducedintothesystem.

Thequalityimprovementprojectoractionstartswiththeidentificationofanimprovementopportunitywhichisbasedonmeasuresofqualitylossesand/oroncomparisonsagainstorganizationsrecognizedasleadersinaparticularfield.Theopportunityforimprovementisdefinedandtheprocessinvolvedisevaluatedbyanalyzingdataandfacts.Theobjectivesforimprovementareintroduced:

-Asetofprocessesisintroducedtoachievetheimprovementinquestion.Datafromsuchprocessesareanalyzedandevaluatedandthecausesrequiringimprovementareidentified.Theobjectivesforimprovementarealsoidentified.

-Possiblesolutionsaredevisedandthepreferredoneisselected.Theimple-

mentationofthesolutionisthenplanned.

-Theplanisimplemented.

-Theresultsaremonitored,reviewedandevaluated.

-Theprocessisrepeatedifsolutionisnotachievingitsobjectives.

Qualityimprovementneedsfirstawellstructuredorganization,bothhorizontallyandvertically.Withintheorganizationalhierarchy,responsibilitiesforqualityimprovementinclude:

-managementprocesses（i.e.provisionforthepolicy,thestrategyandthemajorqualityimprovementgoals,provisionofresources,educationandtrainingetc.）

-workprocesses（i.e.howthevariousoperationsareperformed）,

-howmeasurementsaredoneandhowqualitylossesarecalculated,

-howsecretarial,budgetingandpurchasingprocessesareperformedand

-howanenvironmentthatempowers,enables,andchargesallmembersoforganizationtocontinuouslyimprovequalityisbuiltandmaintained.

Qualityimprovementasatermdenotestransitionfromastageofinferiorqualitytoastageofsuperiorquality.Thischangeshouldalwaysbemeasuredinordertoprovethatthetransitiontothebetterstageissuccessful.Themeasurementsshouldrelatetoqualitylossesassociatedwithcustomersatisfaction,processefficiencies,andlossessustainedbysociety.

JosephM.Juranwasoneofthemostwellknowngurusinthequalityscene,worldwide.HefirstvisitedJapanin1954andstartedconductingseminarsexplainingtotopmanagerstheroletheyhadtoplayinpromotingQCactivities.JurandevelopedtheideaoftheQualityTrilogy:

QualityPlanning,QualityImprovementandQualityControl.Thesethreeaspectsofcompany-widestrategicqualityplanningarefurtherbrokendowninJuran’s“QualityPlanningRoadMap”,intothefollowingkeyelements.

Quality

-Determinetheneedsofthosecustomers.

-Translatethoseneedsintoourlanguage.

-Developaproductthatcanrespondtothoseneeds.

-Optimizetheproductfeaturessoastomeetourneedsandcustomerneeds.

QualityImprovement

-Developaprocesswhichisabletoproducetheproduct.

-Optimizetheprocess.

QualityControl

-Provethattheprocesscanproducetheproductunderoperatingconditions.

-Transfertheprocesstooperations.

JuranstressedthatanyorganizationproducesanddistributesitsproductsthroughaseriesofspecializedactivitiescarriedoutbyspecializeddepartmentsTheseactivities（actions）aredepictedbythespiralofprogressinquality.Thespiralshowsactionsnecessarybeforeaproductorservicecanbeintroducedtothemarket.Eachspecializeddepartmentinthespiral（e.g.,customerservice,marketing,purchasing）isgiventheresponsibilitytocarryoutitsassignedspecialfunction.Inaddition,eachspecializeddepartmentisalsoassignedashareoftheresponsibilityofcarryingoutcertaincompanywidefunctionssuchashumanrelations,finance,andquality.Jurantalkedaboutthequalityfunctiontodescribeactivitiesthroughwhichthedepartmentsaroundthespiralcanattainquality.

Costofqualityisthetotalcostofensuringqualityinproductsandservices（includinganalyticalactivities）.Thiscostenablestheorganizationtomeasuretheeffectofqualityoncurrentpractices.Totalqualitymanagementrequiresthemanagementofprocesses,notjusttheoutputs.Everypersonwithintheorganizationcontributestoandoperateswithinaprocess,andeveryprocessshouldhaveanidentifiedprocessownerwhoisresponsiblefortheeffectivenessoftheprocess.Processcostisthetotalcostofconformanceandcostofnon-conformance.Costofconformance（COC）istheintrinsiccostofprovidingproductsorservicestodeclaredstandardsbyagiven,specifiedprocessinafullyeffectivemanner.Costofnon-conformance（CONC）isthecostofwastedtime,materialsandcapacity（resources）associatedwithaprocessintheproduction,dispatch,receipt,andcorrectionofunsatisfactorygoodsandservices.

Thetraditionalapproachtoqualitycostmodellingcategorizescostsasprevention,appraisalandfailurecosts.Preventionandappraisalcostsarethecostsofassuringquality,andinternalandexternalcostsarethefailureandscrapcosts.Addedtogether,theseproducethetotalcosts.

Internalfailurecostisthecostwhenyoudiscover,beforereleasealaboratoryreportorananalysiscertificatethatsomethinghasgonewrong.Externalfailurecostiswhereananalysisresultorcertificatereachthecustomerbeforeyoudiscoverthatsomethinghasgonewrong