統(tǒng)計過程控制和全面質(zhì)量管理外文翻譯

1、統(tǒng)計過程控制和全面質(zhì)量管理外文翻譯 本科畢業(yè)設計(論文)外 文 翻 譯原文:spc and total quality managementabstract the seven basic tools of statistical process control spc are articulated, together with an understanding of how spc is an essential element of total quality management. the criteria to establish a total quality operation

2、are also discussed and the presentation will include case histories of problems examined and benefits realized.the creation of a total quality operationit must be recognized that improvements in any aspects of a business operation may possibly lead to a state of continuous quality improvement, but t

3、otal quality will only be achieved by a radical, co-ordinated approach throughout the entire operation, and that demands leadership. the creation of a total quality operation demands a balanced amount of attitudinal change, use of a management control system, together with application of appropriate

4、 tools and techniques. the common thread is management leadership and a dedicated passion to improve. a system without passion will not succeed, neither will passion without a system. however, improvement in general cannot be achieved without specific improvements being identified and realized. it i

5、s this focus on many specific improvement opportunities which produces a radical improvement in quality levels to break through existing barriers. such intensive focus on specific improvement opportunities sometimes called problems demands the creation of teams with membership specific to the improv

6、ement action; the detailed knowledge and use of process improvement tools and techniques; together with dedicated management leadership. the creation of a total quality operation is the result of the optimal use of total human resources in the pursuit of excellent performance. it is an evolutionary

7、process that comes about primarily by a change in traditional management style and behaviour. since only management can decide on how the human resource is used within an organization, then the rate at which improvement progresses towards total quality is dependent solely on management skills, energ

8、y and knowledge of the improvement process.leadership style the directive leadership style is essential in bringing about change, in particular when introducing quality improvement actions through projects and spc. at avon rubber plc, 600 managers went through a 6-month total quality management modu

9、lar training programme, one element of which was that each manager commencing with the group chief executive and then cascading down, had to take on board a personally owned improvement project. one of the modules was called putting tqm into practice and had an additional two and a half-day session

10、entitled statistical thinking. all that i have related to in terms of commitment, dedication, passion, leadership styles and projects, is meaningless if none of it is used. hence the importance to me of the statistical thinking session, which basically tells us how to improve, by demanding its use i

11、n a real work situation. i prefer statistical thinking rather than just spc?my rationale is that i am giving skills such that others may be capable of understanding their management processes to enable them to improve them in a systematic manner. this statistical thinking description is generally ac

12、ceptable in the non-manufacturing support areas, whereas spc has unfortunately overtones of analysis-paralysis.recipe for successthis section concentrates on how to achieve quality improvement successes having gained top level commitment, senior personnel are involved in providing leadership to tran

13、sform their operation, and how everybodys commitment within the operation can be harnessed towards achieving total quality. it is no secret that this transaction demands three things: a leadership to ensure the required attitudinal culture the management attitude; b a well defined management process

14、 which indicates how to achieve what at every stage in the internal customer/supplier chain the management system; c an ability to define and quantify a problem, an ability to solve problems utilizing well established techniques, and harness the inputs of all team members tools and techniques of pro

15、cess management?spc.the tools and techniques of process management a process is the transformation of a set of inputs, which can include actions, methods and operations, into desired outputs, in the form of products, information, services or, generally, results. in each area of an organization there

16、 are many processes taking place. for example, the finance department may be involved in budgeting processes, accounting processes, salary and wage processes, costing processes, etc. each process in every department or functional area can be analysed by an examination of the inputs and outputs. this

17、 will determine the action necessary to improve quality. the tools and techniques used to improve process management activities have generally been the tool-kit used by specialist quality practitioners. all managers must have access to this tool-kit and have an understanding of how the tools may be

18、used to best advantage within their area of activity, to assist with continuous improvement. the use of factual information, collected and presented using statistical techniques, opens a channel of communication not available through other problem solving methods. continuous improvement in the quali

19、ty of products and services can be obtained without major capital investments if all levels of an organization are part of the problem solving team. by using reliable methods, creating a favourable environment for problem solving, and continuing to improve by using spc techniques, a spiral of never-

20、ending improvement can be attained in any organization, which is the theme of total quality management. process control requires us to manage real-time data, acting on information from the process, not the product. it requires an ability to speak in the language not of percentage rejects but process

21、 capability. special cause variation must be identified such that it is killed off for ever, and common cause variation must have a management plan to reduce the extent of its effect. the management climate must be such that there is a dismissal of the quality tradition which says that if it meets t

22、he specification thats ok?no further improvement need be made.the seven basic tools of spcit needs to be stressed that spc is not all about shewhart control charts. understanding a process such that it can be improved in a systematic way demands knowledge of the following seven basic tools, sometime

23、s calledthe seven ishikawa tools. 1process sequence flow charts. 2tally chart, check sheet or other simple data collection method. 3histogram. 4pareto chart. 5cause and effect diagram. 6scatter diagram. 7control charts.the above order is not a random allocation, but indicates how the tools may be us

24、ed, namely: a what is the process? not what we think or what somebody tells us?but fact; if we dont know all the stages of a process, how can we begin to improve it? b how are we doing at each of the stages of the process? use a simple data collection technique to tell us how often what goes wrong?a

25、gain we need the facts. c how can we get a meaningful picture of all this data? numerical data alone does not highlight important aspects of the data. a histogram displays the spread of the data. d which problem should we work on first? the pareto chart allows us to separate the the vital few from t

26、he trivial many, sometimes called the 80/20 rule. e using the brainstorming principle and teamwork approach lets ask what factors may possibly be causing the problem? the brainstorm output can then be displayed in a structured way under such headings as men, machines, materials, methods, maintenance

27、 and environment. the chart takes the shape of a fishbone sometimes called an ishikawa 1974 chart after its founder. the solution effect diagram sometimes called a reverse fishbone diagram can be used to determine what effect a proposed solution could have on such things as men, machines, method, ma

28、terials, maintenance and the environment. in this way a proposed solution may be verified to have positive benefits. f the scatter diagram may be used to verify suspected relationships, that is confirm whether there is or is not any relationship. g control charts may be used to monitor the output fr

29、om a process. using the above techniques the capability of the process may be increased as special cause disturbance factors disappear and random cause variability is reduced.the affinity of spc, problem solving process, quality improvement process and tqmin order to use spc techniques effectively,

30、a sequence of problem solving steps must be used to find the shortest reliable path that leads to the true cause of the problem. management must take actions to make permanent improvements to the process that will prevent recurrence of the same problems in the future. the eight-step problem solving

31、process clearly assists with this process.the eight-step problem solving processstep 1. identify and select the problem. ask?what do we want to change? we should consider which problems present the greatest opportunity for improvement. the problem should be initially stated in terms of should vs act

32、ual so that the level of improvement desired can be clearly understood by all. big problems should be broken into smaller problems. statistical tools to use here: flow charts, check sheets, pareto analysis, brainstorming.step 2. define the problem clearly. ask?whats preventing us from achievement? w

33、e should collect and analyse data to define the problem in a quantitative manner and review the problem statement, if necessary. we can also define the benefits of improvement. statistical tools to use here: check sheets, pareto analysis, pie charts, run diagrams, histograms, concentration diagrams,

34、 line graphs.step 3. plan to take action. ask?how do we plan to make improvements? who will participate? how do we allocate tasks? what timescales are involved? what means of communicating/reporting progress will be used? have we the necessary skills to go to the next stagestep 4. find the root caus

35、e. ask?how could we make the change? from this we will generate many possible solutions. statistical tools to use here: brainstorming, cause and effect diagrams, check sheets, scatter diagrams, solution effect diagrams. ask?are we able to turn the problem on/off at will? for this we may need to coll

36、ect more data, verify by experimentation and testing relationships. statistical tools to use here: check sheets, pareto analysis, scatter diagrams, solution effect diagrams.step 5. select the solution. ask?whats the best way to do it? we may have to divide the solution into sequential, easily manage

37、able steps. we should ensure that everyone knows what they have to do. a commitment strategy for solution ownership should be developed. a control system should be established to ensure that the specific tasks are being performed. the implementation of the solution will generate change, data on this

38、 will need to be collected. a contingency plan should be established to consider potential problems. statistical tools to use here: flow charts, check sheets, pareto analysis, run diagrams, histograms, concentration diagrams, scatter diagrams, brainstorming, control charts.step 6. implement agreed s

39、olution. ask?are we following the plan? be prepared to modify plans as expected?or unexpected?events occur. use a control system to monitor progress. statistical tools to use here: pareto analysis, histograms, control charts.step 7. ensure a permanent fix. ask?has the problem recurred? continue to u

40、se the control system and monitor. recognize the spotlight effect. recognize the success and the input of team members; such recognition can spread the enthusiasm to others. statistical tool: control chart.step 8. continue to improve. ask?how can we do it better more cost effectively? consider mista

41、ke-proofing, increase the process capability, use cost of quality analysis. statistical tools: all of those previously named that is start at beginning again!conclusionthe theme and driving force of total quality management is continuous improvement. if we are to improve all or any of our management

42、 processes, it is essential to know what the process is, what we expect the process to give us and what it is actually giving us. for this we need a structured problem solving process used in conjunction with a quality improvement process. the basic seven tools of spc, utilized in japan by quality c

43、ircles under the guidance of the late dr kaoru ishikawa, are an essential element of the continuous improvement activity. total quality management is by definition a management led process, harnessing the resource available to it. hence the degree of utilization of spc is dependent upon the degree o

44、f management knowledge and understanding of its benefits.source: total quality management,vol.1,no.2,1990譯文:00統(tǒng)計過程控制和全面質(zhì)量管理000摘要0 00統(tǒng)計過程控制spc的七個基本工具是相互連接的,使我們理解統(tǒng)計過程控制如何成為全面質(zhì)量管理的一個基本要素。000制定全面質(zhì)量的管理標準,同時討論和介紹了案例,包括研究歷史問題和利益的實現(xiàn)。000全面質(zhì)量管理的建立000我們必須認識到,改善企業(yè)經(jīng)營的任何方面可能導致國家質(zhì)量的持續(xù)改善,而總質(zhì)量只有通過根本的、整體相互協(xié)調(diào)的操作來實現(xiàn)。除此

45、之外,還需要領導者。0 00全面質(zhì)量管理的建立需要人們具備平衡的態(tài)度變化,并應用適當?shù)墓ぞ吆图夹g(shù)來利用管理控制系統(tǒng)。000兩者的共同點體現(xiàn)在管理的領導和專業(yè)熱情的提高。制度缺乏人員的熱情不會成功實施。000然而,沒有明確的改善項目被確定和實現(xiàn)的,只是普遍改善,其不可能實現(xiàn)。正是這種機會使集中于許多具體的改善而產(chǎn)生的質(zhì)量水平突破了現(xiàn)有的障礙。這種側(cè)重于具體改進的機會0有時候稱為問題要求建立完善的、特定成員的行動小組;詳細的知識和過程改進工具、技術(shù)的運用;與專門的管理領導。全面質(zhì)量運行的建立是最佳利用人力資源追求的結(jié)果。這是一個漸進的過程,主要來自于傳統(tǒng)管理風格和行為的改變。因為只有管理才能決定如

46、何在組織內(nèi)使用人力資源,然后改善實現(xiàn)全面質(zhì)量進步的速度,完全取決于管理技能,能源和改進過程的知識。領導風格 由領導風格所帶來的變革是必要的,特別在引進項目質(zhì)量的改進措施和統(tǒng)計過程控制的通過中。 在avon rubber有限公司,600名經(jīng)理經(jīng)歷了6個月的全面質(zhì)量管理模塊的培訓項目。其中一個因素是每個經(jīng)理開始與集團行政長官,然后按級別下降不得不采納個人改進項目。模塊之一稱之為“全面質(zhì)量管理放入實際操作”,并增設了題為“統(tǒng)計思維”的兩天半的會議。 所有與我相關(guān)的承諾、風險、熱情、領導風格和項目如果沒有被利用是沒有意義的。因此,我重視的統(tǒng)計思想會議主要告訴我們“如何”進行改進,其要求使用于實際的工作

47、中。我喜歡的統(tǒng)計思維不是僅僅的統(tǒng)計過程控制。我的理念是,我給予的技能,使其他人理解他們的管理過程,使他們能夠在系統(tǒng)方式中改善。這種統(tǒng)計思維的描述在非制造業(yè)支持地區(qū)一般可以接受,而對于統(tǒng)計過程控制具有停頓分析的缺陷。成功的秘訣本節(jié)將集中于如何實現(xiàn)質(zhì)量改進成功已經(jīng)獲取高層的承諾,參與行動的高級領導人員在轉(zhuǎn)變,以及如何利用每個人的行動承諾實現(xiàn)總質(zhì)量改進。此次轉(zhuǎn)變需要三個要求已經(jīng)不是秘密: 一領導確保所需的態(tài)度文化管理的態(tài)度;二明確定義的管理程序,能夠說明如何在每一個內(nèi)部客戶或供應鏈階段內(nèi)的實現(xiàn)。管理的制度;三能夠確定和量化問題,解決問題的能力,利用完善的技術(shù)和供給所有的團隊成員工具和管理過程的技術(shù)?

48、統(tǒng)計過程控制。管理技術(shù)的工具和過程過程就是一系列投入的轉(zhuǎn)化,可以包括動作、方法和操作。其轉(zhuǎn)換為所需產(chǎn)出,產(chǎn)品的形式,信息,服務或者一般成果。在組織的每一個地區(qū)有許多正在發(fā)生的過程。例如,財政部門可以參與預算編制過程,會計過程,工資和工資流程,成本流程等等。每一個部門或功能區(qū)的每一個過程可以通過檢查投入和產(chǎn)出來分析。這會決定必要的行動,來提高質(zhì)量。 用于提高流程管理活動的工具和技術(shù)一般在專業(yè)質(zhì)量操作者的使用工具包內(nèi)。所有管理人員必須能夠訪問這個工具包,并了解怎樣在他們的活動領域內(nèi)發(fā)揮最大優(yōu)勢的使用這些工具,協(xié)助持續(xù)的改進。 實際信息的使用、收集和統(tǒng)計技術(shù)的開展,打開了一條并不通過其他可用問題解決

49、方法的溝通渠道。不斷改進產(chǎn)品的質(zhì)量和服務,可以獲取重大的資本投資,如果組織的所有層次是問題解決團隊的一部分。 通過使用可靠的方法,創(chuàng)造一個有利于問題解決的環(huán)境,并繼續(xù)使用統(tǒng)計過程控制技術(shù)來提高。在任何組織中,可以達到螺旋地、永無止境地改善,這就是全面質(zhì)量管理的主題。 過程控制需要我們管理實時的數(shù)據(jù),從過程中產(chǎn)生信息,而不是產(chǎn)品。它需要語言發(fā)言的能力,不是拒絕處理能力。特殊原因必須確定它是永遠休眠這樣的變化,共同引起的變化必須具備管理計劃來減少其影響的程度。 管理的氣氛必須是,存在不予理會的質(zhì)量傳統(tǒng),如果它符合規(guī)范的確定,沒有必要進行進一步的改善。統(tǒng)計過程控制的七種基本工具需要強調(diào)的是,并非所有關(guān)于統(tǒng)計過程控制工具就是休哈特控制圖?？梢砸砸韵缕叻N基本工具要求的知識來提高認識工具的過程,其基本工具有時候稱為“七石川工具”。 1過程順序流程圖。 2 理貨圖,檢查表或其他簡單的數(shù)據(jù)收集方法。 3 直方圖。 4 帕累托圖。 5 原因和效果圖。 6 散布圖。 7 控制圖。上述命令不是隨機分配的,但是可能表示如何使用這些工具,即:一什么是過程?并不是我們所想的或者某人告訴我們的,但是是事實;如果我們不知道所有的過程階段,我們?nèi)绾伍_始改進?二在每一個過程的階段,我們?nèi)绾巫?使用簡單的數(shù)據(jù)收集技