統(tǒng)計(jì)過程控制和全面質(zhì)量管理【外文翻譯】

1、本科畢業(yè)設(shè)計(jì)(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 are also discusse

2、d 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 maypossibly lead to a state of continuous quality improvement, but Total Quality will

3、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 managementcontrol system, together with application of appropriate tools and technique

4、s. The common thread is managementeadership 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 is this focus on many s

5、pecific 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 improvement action; the de

6、tailed 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 humanresources in the pursuit of excellent performance. It is an evolutionary process that comes ab

7、out primarily by a change in traditional management style and behaviour. Since only managementcan decide on how the humanresource is used within an organization, then the rate at which improvement progresses towards Total Quality is dependent solely on managementskills, energy and knowledge of the i

8、mprovement process. Leadership styleThe 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 Managementmodular training programme, on

9、e 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 entitled ( Statistical T

10、hinking .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 meof the statistical thinking session, which basically tells us (how to improve, by demanding its use in a real work situatio

11、n. I prefer (statistical thinking rather than just SPCmy rationale isthat I amgiving skills such that others maybe capable of understanding their managementprocesses to enable them to improve them in a systematic manner . This ( statistical thinking description is generally acceptable in the non-man

12、ufacturing 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 transform their opera

13、tion), and how everybodys commitment within the operation can be harnessed towards achieving Total Quality. It is no secret that this transaction demands three things:leadership to ensure the required attitudinal culture (the management attitude);a well defined managementprocess which indicates how

14、to achieve what at every stage in the internal customer/supplier chain (the management system);an ability to define and quantify a problem, an ability to solve problems utilizing well established techniques, and harness the inputsof all team members (tools and techniques of process managementSPC).Th

15、e tools and techniques of process managementA 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 are many processes tak

16、ing 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 will determine the act

17、ion 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 used to best advantage w

18、ithin 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 quality of products and servic

19、es 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-ending improvement can be

20、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 capability.Special cause v

21、ariation 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 managementclimate must be such that there is a dismissal of the quality tradition which says that if it meets the specification thats OK- no

22、further improvement need be made.The seven basic tools of SPCIt needs to be stressed that SPCis 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, sometimes called The Seven Ishikawa To

23、ols .(1)Process sequence flow charts.(2)Tally chart, check sheet or other simple data collection method.(3)Histogram.(4)Pareto chart.(5)Cause and effect diagram.(6)Scatter diagram.Control charts.The above order is not a random allocation, but indicates how the toolsmay be used, namely:What is the pr

24、ocess? (not what we think or what somebody tells usbut fact); if we dont know all the stages of a process, how can we begin to improve it?Howare we doing at each of the stages of the process? Use a simple data collection technique to tell us how often what goes wrongagain we need the facts.How can w

25、e 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.Which problem should we work on first? The Pareto chart allows us to separate the the vital few from the trivial many , sometimescalled the

26、80/20 rule.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 and environment. The chart takes the sha

27、pe 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, materials, maintenance and the environm

28、ent. In this way a proposed solution may be verified to have positive benefits.The scatter diagram maybe used to verify suspected relationships, that is confirm whether there is or is not any relationship.Control charts may be used to monitor the output from a process. Using the above techniques the

29、 capability of the process maybe 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 SPCtechniques effectively, a sequence of problem solving steps must be us

30、ed to find the shortest reliable path that leads to the true cause of the problem. Managementmust take actions to makepermanent improvements to the process that will prevent recurrence of the same problems in the future. The eight-step Problem Solving Process clearly assists with this process.The ei

31、ght-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 actual so that the level of improvement desired can

32、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? Weshould collect and analyse data to define the pr

33、oblem 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, line graphs.STEP 3. Plan to take action. Ask how

34、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 stage?STEP4. Find the root cause. Askhow could we makethe change? From this we wil

35、l generate manypossible 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 collect more data, verify by experimentation and testing re

36、lationships. 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 manageable steps. We should ensure that everyone knows what

37、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 will need to be collected. A contingency plan should

38、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 solution. Ask are we following the plan? Be prepared to

39、 modify plans as expectedor unexpected events occur. Usea 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 use the control system and monitor. Recognize the (spotli

40、ght 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 mistake-proofing, increase the process capability, use cos

41、t 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 managemenprocesses, it is essential to know what the proces

42、s is, what we expect the processto 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 Circles under the guidance of the late Dr Kaoru Ishika

43、wa, are an essential element of the continuous improvement activity. Total Quality Management is by definition a management led process, harnessing the resource availableto it. Hence the degree of utilization of SPCis dependent upon the degree of management knowledge and understanding of its benefit

44、s.Source: TOTAL QUALITY MANAGEMENVOL.1, NO.2, 1990譯文:統(tǒng)計(jì)過程控制和全面質(zhì)量管理摘要統(tǒng)計(jì)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(jì)過程 控制如何成為全面質(zhì)量管理的一個基本要素。制定全面質(zhì)量的管理標(biāo)準(zhǔn)，同時討 論和介紹了案例，包括研究歷史問題和利益的實(shí)現(xiàn)。全面質(zhì)量管理的建立我們必須認(rèn)識到，改善企業(yè)經(jīng)營的任何方面可能導(dǎo)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(shí)現(xiàn)。除此之外，還需要領(lǐng)導(dǎo)者。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(yīng)用適當(dāng)?shù)墓ぞ吆图?術(shù)來利用管理控制系統(tǒng)。兩者的共同點(diǎn)體現(xiàn)在管理的領(lǐng)導(dǎo)

45、和專業(yè)熱情的提高。制 度缺乏人員的熱情不會成功實(shí)施。然而，沒有明確的改善項(xiàng)目被確定和實(shí)現(xiàn)的， 只是普遍改善，具不可能實(shí)現(xiàn)。正是這種機(jī)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(jìn)的機(jī)會（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(xì)的知識和過程改進(jìn)工具、技術(shù)的運(yùn)用； 與專門的管理領(lǐng)導(dǎo)。全面質(zhì)量運(yùn)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(jìn)的過程，主要來自于傳統(tǒng)管理風(fēng)格和行為的改變。因?yàn)橹挥泄芾聿拍軟Q 定如何在組織內(nèi)使用人力資源，然后改善實(shí)現(xiàn)全面質(zhì)量進(jìn)步的速度，完全取決于 管理技能，能源和改進(jìn)過程的知識。領(lǐng)導(dǎo)風(fēng)格由領(lǐng)導(dǎo)風(fēng)格所帶來的變革是必要的，特

46、別在引進(jìn)項(xiàng)目質(zhì)量的改進(jìn)措施和統(tǒng)計(jì) 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(xùn)項(xiàng)目。其中一個因素是每個經(jīng)理（開始與集團(tuán)行政長官，然后按級別下降）不得 不采納個人改進(jìn)項(xiàng)目。模塊之一稱之為“全面質(zhì)量管理放入實(shí)際操作”，并增設(shè) 了題為“統(tǒng)計(jì)思維”的兩天半的會議。所有與我相關(guān)的承諾、風(fēng)險、熱情、領(lǐng)導(dǎo)風(fēng)格和項(xiàng)目如果沒有被利用是沒有 意義的。因此，我重視的統(tǒng)計(jì)思想會議主要告訴我們“如何”進(jìn)行改進(jìn)，其要求 使用于實(shí)際的工作中。我喜歡的統(tǒng)計(jì)思維不是僅僅的統(tǒng)計(jì)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

47、。這種統(tǒng)計(jì)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(jì)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(shí)現(xiàn)質(zhì)量改進(jìn)成功（已經(jīng)獲取高層的承諾，參與行動的高級領(lǐng) 導(dǎo)人員在轉(zhuǎn)變），以及如何利用每個人的行動承諾實(shí)現(xiàn)總質(zhì)量改進(jìn)。此次轉(zhuǎn)變需 要三個要求已經(jīng)不是秘密：（一）領(lǐng)導(dǎo)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(yīng)鏈階段內(nèi)的實(shí)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(tuán)隊(duì)成員（工具和管理過程的技術(shù)一統(tǒng)計(jì)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)

48、換為所需產(chǎn)出， 產(chǎn)品的形式，信息，服務(wù)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(yù)算編制過程，會計(jì)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(lǐng)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(jìn)。實(shí)際信息的使用、收集和統(tǒng)計(jì)技術(shù)的開展，打開了一條并不通過其他可用問 題解決方法的溝通渠道。不斷改進(jìn)產(chǎn)品的質(zhì)量和服務(wù)，可以獲取重大的資本投資， 如果組織的所

49、有層次是問題解決團(tuán)隊(duì)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(jì)過 程控制技術(shù)來提高。在任何組織中，可以達(dá)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(shí)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(yuǎn)休眠這樣的 變化，共同引起的變化必須具備管理計(jì)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(jìn)行進(jìn)一步的改善。統(tǒng)計(jì)過程控制的七種基本工具需要強(qiáng)調(diào)的是，并非所有關(guān)于統(tǒng)計(jì)過程控制工具就是休哈特控制圖。 可以以以下 七種基本工具要求的知識來提高認(rèn)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(jī)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(shí) ）； 如果我們不知道所有的過程階段，我們?nèi)绾伍_始改進(jìn)？（二）在每一個過程的階段，我們?nèi)绾巫?？使用簡單的?shù)據(jù)收集技術(shù)來告訴我 們?nèi)绾谓?jīng)常發(fā)生錯誤，同樣的，我們需要事實(shí)。（三）從所有的數(shù)據(jù)中，我們?nèi)绾潍@取有意義的圖片？數(shù)值數(shù)據(jù)本身并