外文資料翻譯---全面質量管理的發(fā)展歷史

1、<p><b>　　外文資料翻譯</b></p><p>　　Historical development of TQM</p><p>　　The idea of quality is not new and has its origins in inspection-based systems used in manufacturing industri

2、es5. In order to reduce the number of faulty goods passed onto the customer, products were inspected during the manufacturing process. The products under inspection were compared v,,7ith a standard and any faulty goods n

3、ot reaching the standard were weeded out and either scrapped, or repaired and sold as seconds. These types of inspection based quality systems were found to have several d</p><p>　　● Where an inspection did

4、 not reveal the faulty item, the problem was passed on to the final user or customer.</p><p>　　● Inspection-based systems are expensive because they are based on rectifying faults.</p><p>　　●

5、Inspection-based systems? Remove responsibility from the workers and place it onto the inspectors.</p><p>　　● Inspection-based systems give no indication of why a product is defective.</p><p>　

6、　For these reasons and also because products were becoming more complex, inspection-based systems were replaced by systems of quality control based on statistical sampling. One of the gurus of these systems was Deming. T

7、he main focus of Deming’s work was improvement of the product by reduction in the amount of variation in design and manufacturing. To him variation was the chief cause of poor quality. He believed that variation came fro

8、m two sources: common causes and special causes. Common cause</p><p>　　In order to achieve improvement in quality through reduced variation Deming outlined a 14 point system of management. These points focus

9、 on the process, in that Deming believed it is systems and not workers which are the cause of variation. His points include:</p><p>　　1. Create and publish the aims of the company</p><p>　　2.

10、 Learn the new philosophy of quality</p><p>　　3. Cease dependence on mass inspection</p><p>　　4. Do not award business based purely on price</p><p>　　5. Constantly improve th

11、e system</p><p>　　6. Institute training </p><p>　　7. Institute leadership </p><p>　　8. Drive out fear and create trust</p><p>　　9. Break down barriers between d

12、epartments </p><p>　　10. Eliminate slogans and targets</p><p>　　11. Eliminate numerical quotas </p><p>　　12. Remove barriers to pride in workmanship </p><p>　　13. I

13、nstitute self improvement and a programmer of training and retraining</p><p>　　14. Take action to accomplish the change.</p><p>　　Deming believed that once a quality system was set in motion it

14、 resulted in a quality chain reaction (Figure 7.2). That is as quality improves costs decrease, as do errors and delays. This causes an increase in productivity and an increase in market share brought about by better qua

15、lity at lower price. This means the company is more competitive and provides more employment.</p><p>　　Along with Deming, Juran, another American quality consultant, introduced quality control techniques to

16、the Japanese. As the consumption of manufactured goods continued to raise over the next thee decades Japanese products became to dominate Western markets. This was because Japanese goods, largely due to their superior qu

17、ality systems, were of higher quality than their Western counterparts. Whereas quality management had developed as a subject in its own right in Japan, Western quality methods </p><p>　　There can be little d

18、oubt that this gap in quality between American and Japanese goods was one of the drivers of the quality revolution that is taking place in the US and Europe. The word revolution is not used lightly, as recent years have

19、indeed witnessed a fundamental change in the way quality is viewed. Whereas prior to the 1980s quality was internally focused, it is now customer or externally driven. The concept of quality is now strongly related to th

20、e idea that an organization is a series</p><p>　　It would be wrong to assume that Deming was the sole guru of quality; other practitioners have disagreed with his approach. Juran’s idea of quality for exampl

21、e was not as wide ranging as Deming’s and rather than attempting radical change, he sought to improve quality by working within the existing system of the organization. Crosby’s quality philosophy was different again; pl

22、acing greater emphasis on behavioral aspects than on the statistical analysis used by Deming.</p><p>　　The ideas put forward in this chapter therefore are not based solely on the ideas of Deming but on a com

23、bination of ideas that are understandable in the context of the construction industry. However this work does not suggest a rigid procedure for TQM because no such thing exits. TQM is a philosophy not a technique.</p&

24、gt;<p>　　A philosophy implies a way of thinking and in this context TQM offers its biggest challenge. The way that people think is determined by their culture and in order to instill TQM in the company it is neces

25、sary for the organization to undergo a cultural change. This idea of a cultural shift is closely allied to a modem idea in construction management: that of the paradigm shift.</p><p>　　全面質量管理的發(fā)展歷史</p>

26、<p>　　質量并非是新的概念，它起源于制造業(yè)的以檢測為基礎的系統(tǒng)。為了減少有缺陷的產 品流向市場，在制造過程中，產品需要檢測。受檢產品與標準進行比較，被清除出來的不 合格的產品，或被廢棄，或做修理，或者作次等品賣出O這種以檢測為基礎的質量系統(tǒng)有 如下幾個缺點:</p><p>　　·沒有檢查出來的有問題的產品將流向市場和顧客。</p><p>　　·這個系

27、統(tǒng)的操作昂貴，因為這些操作基于糾正缺陷。</p><p>　　·這個系統(tǒng)將責任從工人的身上轉移到質檢員身上。</p><p>　　·這個系統(tǒng)不能表明產品不合格的理由。</p><p>　　由于以上這些理由，加之產品構造也越來越復雜，以檢測為基礎的系統(tǒng)已被統(tǒng)計抽樣的質量控制系統(tǒng)所取代。這類系統(tǒng)的先驅之一是丹明(Deming) ，丹明(Deming)

28、的工作致力 于通過減少設計和生產的變更來提高質量。丹明(Deming)認為變更是導致產品質量差的最 主要原因。他相信變更來自于兩個方面:普通原因和特殊原因o普通原因是由于生產過程 的問題而導致的，而特殊原因來自于某一種或成批的材料。對建筑業(yè)而言，普通原因可能包括：浴盆和釉磚的交界處。因為這也許是設計本身的問題，而不是材料的問題或工人的 問題。另一方面，一個特殊原因可能是砌磚工人混合的砂漿太稀了。</p><p>

29、　　為了通過減少多樣化而提高質量，丹明(Deming)列出了一套十四點管理系統(tǒng)。這些內 容著重子過程，因為丹明(Deming)認為導致變更的原因是系統(tǒng)本身，而非工人。他的內容 包括：</p><p>　　1. 建立并發(fā)布公司的巨標；</p><p>　　2. 學習新的質量哲學；</p><p>　　3. 不依賴大規(guī)模檢查；</p><p>　

30、　4. 不要僅以價格作為判斷工作好壞的單一標準；</p><p>　　5. 不斷改進系統(tǒng)；</p><p><b>　　6. 公司培訓；</b></p><p><b>　　7. 公司領導；</b></p><p>　　8. 法除擔心，建立信任；</p><p>　　9. 消

31、除部門之間的障礙；</p><p>　　10. 消除口號和工作指標；</p><p>　　11. 消除數(shù)量配額；</p><p>　　12. 消除隔閡，增加工作的自豪感；</p><p>　　13. 制定公司自我提高和培訓及再培訓計劃；</p><p>　　14. 采取行動來推動改變。</p><p

32、>　　丹明(Deming)認為一旦一個質量系統(tǒng)建立并運行起來，將帶來質量鏈的系列反應，如圖7.2所示。也就是由于質量提高而帶來成本下降，而且誤差和拖延都會減少。因此生產率和市場占有率都提高了。又因此帶來更好的質量和更低的價格，這意味著公司有了更強的競爭力，并提供更多的就業(yè)機會。</p><p>　　與丹明(Deming)同期的朱然(Juran)，另一位美國質量顧問，將質量控制技術介紹給日 本人。由于近三十年

33、來要求持續(xù)上漲，日本產品逐漸占據(jù)了西方市場。原因主要在于日本出眾的質量體系使他們的產品質量遠離于西方同類產品。當質量管理在日本已經(jīng)以自己的方式發(fā)展成一個獨立科目時，西方管理方法卻一直停留在20世紀50年代的初步階段而沒有改變。</p><p>　　毫無疑問美國產品和日本產品質量的差距是美國和歐洲質量革命的動力。革命一詞不是隨便用用而已，最近幾年已經(jīng)見證了對質量認識的根本性改變。在20世紀80年代以前，人們將質量只

34、是看作內部的問題?，F(xiàn)在人們認為質量是由客戶或是外部因素來驅動的。人們認為質量是和一個觀念緊密相連的，這個觀念就是一個機構是由一系列的過程組成，每一個過程都有相應的客戶。這些客戶可能是機構內部的。但通過盡量滿足他們，最終產品的質量將會被提高，用戶也會滿意。另外，通過以上對質量的定義來看，和傳統(tǒng)的 質量控制技術相比，全面質量管理是一個非常廣泛的哲學觀點。它包含組織的方方面面，從高級管理層到客戶以及供應商。最后，以前的質量控制技術依賴于檢查，

35、而全面質量管 理強調的是預防。</p><p>　　如果認為丹明(Deming)是質量管理惟一的領導，那么會有些不妥，也有一些實施這理念的人并不贊成他的方法。例如，朱然(Juran)關于質量的觀念并不像丹明那么廣泛。他不想從根本上改變，而是在組織原有系統(tǒng)的基礎上提高質量。克羅斯比(Crosby)關于質量 哲學的觀點又不一樣了，他非常強調行為方面，不像丹明用統(tǒng)計分析。</p><p>　　因

36、此本章并不僅僅以丹明的理論為基礎，而是綜合了許多可屑于建筑業(yè)的思想。我們不是在建議一個固定的全面質量管理過程，因為沒有這樣一個東西存在。全面質量管理是一套哲學理論而不是一種技術。</p><p>　　一套哲學理論暗示了一種思維方式，從這個意義上講，全面質量管理提供了一個最大 的挑戰(zhàn)。人們的思維方式是由文化決定的，為了在企業(yè)中采用全面質量管理，該企業(yè)必須 經(jīng)過一次文化轉變。這種文化轉變的想法和建設管理中的一個現(xiàn)代觀