质量控制外文翻译.docx
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质量控制外文翻译.docx
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质量控制外文翻译
Qualitycontrolreferstotheprocess,mostoftenimplementedinmanufacturing,ofmonitoringthequalityoffinishedproductsthroughstatisticalmeasuresandanoverallcorporatecommitmenttoproducingdefect-freeproducts.Qualitycontrolprinciplescanalsobeutilizedinserviceindustries.
Theterm"qualitycontrol"cameintocommonuseinthe1950sthankstoW.EdwardDeming,whose"FourteenPoints"havebecomethebibleforqualitycontrolproponents.Withthepost-warworldreturningtonormalmanufacturingpatterns,Demingpreachedthatinspectingproductsforqualityaftertheyweremanufacturedwasunacceptable.Instead,heproposedaprocessknownas"statisticalqualitycontrol"thatwouldusecloselymonitoredperformancemeasurestogaugequalityasaproductwasbeingmanufactured.Thegoalofstatisticalqualitycontrolwastogatherdatathatwouldallowfortheconstantimprovementofmanufacturingprocesses,whichwouldinturnimprovequalitycontrol.Introducingsuchstatisticalcontrolscouldbeexpensive,butDemingarguedthatinstitutingqualitymeasuresultimatelysavedcompaniesmoney.
AnotherimportanttenetofDeming'sbeliefswasthatuppermanagementwaslargelytoblameforqualityfailures.Hefirmlybelievedthat,giventherighttoolsandworkingenvironment,workerswouldstrivetocreatethehighestqualityproductspossible.InDeming'sownwords,"thebasiccauseofsicknessinAmericanindustryandresultingunemploymentisfailureoftopmanagementtomanage."Hebelievedthatstrongleadershipledtoaninspiredworkforcethatdidnotfearmanagementanddidnotfeartakingchanceswhenseekingwaystoimprovequality.
Ifstrongleadershipisthebuzzwordformanagersinaqualityenvironment,thenempowermentisthekeyconceptforworkersinDeming'ssystem.Improvededucationandtrainingarethekeyfactorsinreachingemployeesandmakingthembelievethattheirincreasedparticipationintheworkprocessisanessentialpartofimprovingquality.Involvement,participation,andteamworkareseenasabsolutemustsifaqualityworkplaceistobecreated.
TheJapanesewerethefirsttoadoptDeming'sFourteenPoints,andwithgreatsuccess.Asanexample,DeminglearnedofoneJapanesefactorythatdoubledproductioninjustoneyearandwasexpectingtogainanadditional25percentimprovementthefollowingyear,withnoincreaseintheamountofhoursworked.Allthisoccurredasaresultofsimplyimprovingquality.Whatismostsignificantaboutthisachievementistheyearithappened—1951.ManyAmericanandEuropeancompanieschosetoignorethesedramaticresultsandnearlyperishedasaresult.CriticscontendthatbythetimeAmericanmanufacturingplantsrealizedthatqualitycontrolwasasignificantissue,itwasthelate1970sandJapanesefirmssuchasHondaandSonyweretakingoverlargeportionsoftheAmericanconsumermarket.
Inthe1990s,mostAmericanfirmshaveembracedqualitycontrolpractices.Analystsindicatethatwhenfirmsfirstbeganadoptingtheseprinciples,manywenttoofar,becomingboggeddowninqualitycontrolchartsandmeasurementsofinconsequentialoperatingfactors.Intoomanycases,Americanindustrywentfromignoringstatisticalqualitycontroltoapplyingittoeverysinglefacetofabusiness,nomatterhowsmall.Thisoveremphasisquicklydisappeared,however,andhasbeenreplacedbyacommitmenttooverallqualitycontrolthatisunprecedentedintheAmericanworkplace.
TheScopeofJapaneseInfluence
Becausetheyhavebeenpracticingqualitymanagementsincethe1950s,theJapanesearestilltheleaderinproducingqualityproductsinanumberofindustriesandarestilltherolemodelforU.S.companiestoemulate.Forexample,astudyoftheairconditioningindustryintheearly1990sfoundthattheworstJapaneseairconditioningplanthadanerrorratethatwaslessthanone-halfthatofthebestU.S.company.
ThisdrasticdifferenceislargelyduetotheJapaneseadherencetooneofDeming'smostimportantideas—thatqualityshouldbe"designedin"toaproductinsteadof"inspectedout."Japanesefirmstreatsuppliersasequals,sharinginformationwiththemasifthesupplierwasaninternaldepartmentofthecompany.Thisensuresthatqualityisalreadyapartoftheproductbeforeitisevenmanufactured.
AnothercommonpracticeinJapanthathasfounditswaytotheUnitedStatesare"qualitycircles."Workersarebroughttogetheronaregularbasistobrainstormaboutqualityandmanufacturingprocesses,allwithaneyetowardsimprovingquality.Thecirclesareasuccessifmanagementfollowsthroughonitsendofthedealandincorporatesthesuggestionsmadeinthequalitycirclesintooperations.Whenworkersseetheirsuggestionsimplemented,itincreasestheirconfidenceinmanagementandinthecompanyasawhole,whichinturnincreasestheircommitmenttothecompanyandtoproducinghighqualitygoods.
Ahighlytrainedworkforceisoneofthekeystoproducingqualitygoods,andthetrainingprogramsofmanyAmericancompaniesreflectthisrecognition,fortheyareallocatingmoretimeandmoneytothisarea.Still,manyU.S.companieslagbehindinthisrespect.Researchershavestatedthatahighercommitmenttotrainingandlifelonglearningareneededifthecommitmenttoqualityistocontinue.
Today,thekeycomponentsofqualitycontrolthatwerepreachedbyDemingandpracticedbytheJapanese—includingbenchmarking,supplierpartnering,andcontinuousimprovement—havefoundtheirwayintoAmericanindustry.Eachofthesecomponentsdemandsacloserlook.
Benchmarking
Benchmarkingisacontinuingprocessofmeasuringproducts,services,andpracticesagainstyourstrongestcompetitors.Moresimplystated,itmeansusingthebestcompaniesastheyardstickagainstwhichyourcompanymeasuresitself.Ifyourcompanycomesupshort,thanimprovementsmustbemadetoensurethatyourproductsarejustashighinqualityasthoseofyourcompetitor.
Therearetwotypesofbenchmarking.Thefirst,competitivebenchmarking,entailsbenchmarkingagainstdirectcompetitorsinthemarketplace.Thiscanincludecomparingspecificnumericalorstatisticalmeasurements—returnonassetsused,marketshare,etc.Themoredetailedinformationthatcanbeobtainedaboutacompetitor,thebetter.
Thesecondmethod,noncompetitivebenchmarking,cantaketwoforms.Thefirstismeasuringyourcompanyagainstthebestcompaniesintheworld,regardlessofindustry.Companiessuchas3M,Coca-Cola,andGeneralElectricareconsideredtobetrendsettersandleadersinquality,socompaniesfromnearlyeveryindustrystudythemandcopytheirbestpractices.Businessanalystsnotethatnoncompetitivebenchmarkingisabroader—andsometimesmoreuseful—instrumentofqualitycontrol.Byonlybenchmarkingagainstcompetitors,acompanyonlyensuresitwillbeasgoodasthatcompetitor.Bybenchmarkingagainstthebestcompaniesintheworld,acompanycanaspiretobeasgoodasthosecompaniesandcansurpassthecompetitioninitsownindustry.Additionally,companiesmayfinditeasiertogainaccesstoinformationaboutcompaniestheydonotcompetewithbecausetheyarenotseenasathreattothewell-beingofthecompany.
Thesecondtypeofnoncompetitivebenchmarkingisinternalbenchmarking,whichinvolvescomparingfunctionsorprocessesindifferentdepartmentswithinthesameorganization.Internalbenchmarkingisoftenseenasalogicalstartingpointforabusinessthatisattemptingtousebenchmarkingforthefirsttime.
Tosuccessfullybenchmark,acompanymustfirstlookcloselyatitsownpracticesandconductarigorousself-assessment.Oncethatself-assessmentiscompleted,thecompanyhasagoodideaofwhereitstandsoneachqualityissueandcansuccessfullycompareitselftoothercompanies.Theself-assessmentmustbehonestandthorough.Itshouldidentifyweaknesses,butshouldalsohighlightstrengths.Improvingweaknessesthatareidentifiedshouldbetiedtostatedcompanystrategicaims.
SupplierPartnering
SupplierpartneringisanincreasinglycommonpracticeintheUnitedStates.Simplyput,itmeansthatmanufacturersworkdirectlywiththeirpartsandcomponentssupplierstoimprovequalityatthesupplier'slocation.Thiscaninvolvedirectparticipationinthesupplier'soperations—thatis,stafffromthemanufacturermightworkon-siteatthesupplier'sofficeorprovidetechnicalassistanceandequipment—orsimplyaverycloseworkingrelationshipthatmoreresemblesapartnershipratherthanasimplebusinesstransactionbetweentwounrelatedcompanies.
Oneofthebiggestmethodsofpartneringwithsuppliersinvolvessharingtheuseofstatisticalcontrols.ThisisanunderdevelopedareaintheUnitedStatesthatshouldgrowinthecomingyears.Mostmanufacturershaveswitchedtooutsourcingasameansofcuttingthecostsofproduction.Thisincreasedemphasisonoutsourcingmeansthatthecompaniesthatsupplythepartsorcomponentsmustplacejustasmuchemphasisonqualityasthemanufacturerifthefinishedproductistobehighquality.
Amongthequalityissuesthatstillneedtobeaddressedinthemanufacturer-supplierrelationshipare:
∙Inconsistentqualitylevelsfromsuppliers,evenfromdifferentplantsofthesamesupplier.
∙Whilemostfirst-level,orTier1,suppliershavemadeacommitmenttoqualitycontrol,thatcommitmenthasyettobemadebyTier2suppliers(thosecompaniesthatsupplysmallerpartsorrawmaterialtotheTier1supplier).Theimportanceofqualitymusttrickleallthewaydownthesupplychaintobemeaningful.
∙Inmanyindustries,mergersareoccurringatarecordpace.Wheneveramergeroftwosuppliersoccurs,thereisthechancethatqualitywillsufferwhilethedetailsoft
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