外文翻譯--全面質量管理與質量成本

1、<p><b>　　外文文獻翻譯譯文</b></p><p><b>　　一、外文原文</b></p><p><b>　　原文：</b></p><p>　　Total quality management and cost of quality</p><p>　

2、　During 1950 Feigenbaum introduced the concept of Total Quality Control (TQC) </p><p>　　into western countries, as a management tool to improve product design and quality by reducing operating costs and loss

3、es. Kauro Ishikawa, a Japanese chemist, introduced TQC in Japan around 1950-1960 as “a company-wide management tool in order to produce high quality goods and services that give a competitive edge both in the short term

4、 and in the future”. </p><p>　　Total Quality Management (TQM) is a company culture that allows it to provide quality goods and services at the lowest cost in order to achieve customers’ satisfaction and, at

5、the same time, ensure satisfactory business development by continuous improvements. </p><p>　　For an organization to function effectively and efficiently, it has to identify numerous linked activities. An ac

6、tivity using resources, and managed in order to enable the transformation of inputs into outputs, is considered as a process. Often the output from one process directly forms the input to the next.</p><p>　

7、　The process of TQM consists of three major activities: </p><p>　　- Setting the policy and strategy of the organization, </p><p>　　- effectively and efficiently managing the organization, and

8、 </p><p>　　- seeking continuous improvement.</p><p>　　Firstly, the fundamental concepts of Total Quality Management are introduced. When this is understood the question that arises is “what can

9、we do to implement the TQM principles in our organization?”. At this point we will understand the need to explain further the meaning and fundamentals of the “quality improvement” and how to manage quality improvement.

10、A set of tools for quality improvement has to be installed in our organization so that it is adequately equipped for quality improvement an</p><p>　　The philosophy of the Total Quality Management is applica

11、ble to any organization, which is customer oriented and committed to quality. Management commitment to Total Quality is essential for the organization to achieve excellence. The commitment to quality must be conveyed t

12、o all levels and activities of the organization.Furthermore, management commitment involves every department, function and process in the organization and the active commitment of everyone in the organization to meeting

13、cus</p><p>　　Quality improvement is the aim of any modern organization. Improvement needs to be continuous and never ending. The means of improvement can be applied to both the staff and the processes. The d

14、egree of improvement achieved can be measured, monitored and controlled.</p><p>　　Problems are present in all real situations. These problems provide opportunities for improvement. Problems are there to give

15、 the laboratory the opportunity to solve them and to enable laboratories to learn from their problem solving experiences. Provisions for identification and resolution of potential and existing problems on a continuous ba

16、sis are essential.</p><p>　　Quality improvement is a continuous activity, aiming to ever higher levels of process effectiveness and efficiency. Situations requiring improvements may arise from different stud

17、ies and surveys, from systematic monitoring of the laboratory activity, from analyses of various measurement results and statistics etc. </p><p>　　A quality driven laboratory is constantly seeking the oppor

18、tunities for improvement arising when problems are encountered and during problem solving processes. Therefore, problem solving techniques should be applied to all areas of the business and all individuals and groups sho

19、uld be encouraged to use them.For the best use of available resources priorities for improvement should be reviewed before action is taken.</p><p>　　The management shall motivate its members to undertake qu

20、ality improvement projects or activities in a consistent and disciplined series of steps based on data collection and analysis. The quality improvement process is initiated and its need, scope and importance are clearly

21、defined. </p><p>　　Investigation of possible areas for improvement increases the understanding of the nature of the process to be improved. The data of the process to be improved are analyzed and a cause and

22、 effect relationship is formulated. Alternative proposals for improvement actions are developed and evaluated by the members of the organization involved in such processes. The improvement is confirmed by analyzing more

23、data and the process is introduced into the system.</p><p>　　The quality improvement project or action starts with the identification of an improvement opportunity which is based on measures of quality losse

24、s and/or on comparisons against organizations recognized as leaders in a particular field. The opportunity for improvement is defined and the process involved is evaluated by analyzing data and facts. The objectives for

25、improvement are introduced: </p><p>　　- A set of processes is introduced to achieve the improvement in question.Data from such processes are analyzed and evaluated and the causes requiring improvement are id

26、entified. The objectives for improvement are also identified.</p><p>　　- Possible solutions are devised and the preferred one is selected. The imple-</p><p>　　mentation of the solution is then p

27、lanned. </p><p>　　- The plan is implemented. </p><p>　　- The results are monitored, reviewed and evaluated. </p><p>　　- The process is repeated if solution is not achieving its obje

28、ctives. </p><p>　　Quality improvement needs first a well structured organization, both horizontally and vertically. Within the organizational hierarchy, responsibilities for quality improvement include: &

29、lt;/p><p>　　- management processes (i.e. provision for the policy, the strategy and the major quality improvement goals, provision of resources, education and training etc.) </p><p>　　- work proces

30、ses (i.e. how the various operations are performed), </p><p>　　- how measurements are done and how quality losses are calculated, </p><p>　　- how secretarial, budgeting and purchasing processe

31、s are performed and </p><p>　　- how an environment that empowers, enables, and charges all members of organization to continuously improve quality is built and maintained. </p><p>　　Quality imp

32、rovement as a term denotes transition from a stage of inferior quality to a stage of superior quality. This change should always be measured in order to prove that the transition to the better stage is successful. The me

33、asurements should relate to quality losses associated with customer satisfaction, process efficiencies, and losses sustained by society. </p><p>　　Joseph M. Juran was one of the most well known gurus in th

34、e quality scene, worldwide. He first visited Japan in 1954 and started conducting seminars explaining to top managers the role they had to play in promoting QC activities. Juran developed the idea of the Quality Trilogy:

35、 Quality Planning, Quality Improvement and Quality Control. These three aspects of company-wide strategic quality planning are further broken down in Juran’s “Quality Planning Road Map”, into the following key elements.

36、 </p><p><b>　　Quality</b></p><p>　　- Determine the needs of those customers. </p><p>　　- Translate those needs into our language. </p><p>　　- Develop a pr

37、oduct that can respond to those needs. </p><p>　　- Optimize the product features so as to meet our needs and customer needs. </p><p>　　Quality Improvement </p><p>　　- Develop a p

38、rocess which is able to produce the product. </p><p>　　- Optimize the process. </p><p>　　Quality Control </p><p>　　- Prove that the process can produce the product under operating

39、 conditions.</p><p>　　- Transfer the process to operations. </p><p>　　Juran stressed that any organization produces and distributes its products through a series of specialized activities carri

40、ed out by specialized departments These activities (actions) are depicted by the spiral of progress in quality. The spiral shows actions necessary before a product or service can be introduced to the market. Each special

41、ized department in the spiral (e.g., customer service, marketing, purchasing) is given the responsibility to carry out its assigned special function. In addi</p><p>　　Cost of quality is the total cost of ens

42、uring quality in products and services (including analytical activities). This cost enables the organization to measure the effect of quality on current practices. Total quality management requires the management of proc

43、esses, not just the outputs. Every person within the organization contributes to and operates within a process, and every process should have an identified process owner who is responsible for the effectiveness of the p

44、rocess. Process cost</p><p>　　The traditional approach to quality cost modelling categorizes costs as prevention, appraisal and failure costs. Prevention and appraisal costs are the costs of assuring quality

45、, and internal and external costs are the failure and scrap costs. Added together, these produce the total costs. </p><p>　　Internal failure cost is the cost when you discover, before release a laboratory re

46、port or an analysis certificate that something has gone wrong. External failure cost is where an analysis result or certificate reach the customer before you discover that something has gone wrong. The lost opportunity c

47、ost is the cost when we do not proceed to the routine laboratory activities as a result of other, non productive activities that must take place in the laboratory. In other words, this cost arises </p><p>　　

48、The cost for appraisal and prevention per unit of a good quality product gets higher and higher when the desired defects are minimal, i.e. when we tend to a 100% good quality product. On the other hand the costs of inter

49、nal and external quality becomes lower and lower when we tend to the production of 100% good product. The minimum cost of quality is found at the lower point of the sum of the two graphs of the cost of appraisal and prev

50、ention and that of the internal and external failure costs. </p><p>　　The idea of the continuous improvement is to reduce or eliminate activities that do not add value and thus are wasteful. In fact, there a

51、re many activities in any laboratory that need to be reconsidered. Below are summarized the seven sources of waste that any organization should avoid. (1)Overproduction; (2)Defective products; (3)Waiting lines and delays

52、; (4)Stocks of intermediaries/semi-finished products; (5)Transportation;(6) Ineffective procedures ;(7)Ineffective movements or actions.</p><p>　　This is the waste coming from the production of more units th

53、an demanded.The optimum number of products to be produced must balance the demand, including that in high season periods, the cost of holding the stocks in the warehouse and the cost of setting up the production to produ

54、ce one lot of the product. In terms of an analytical laboratory, overproduction could be interpreted as any activity that is not necessary for customer service or for adding value to the experience and knowledge of the &

55、lt;/p><p>　　This is the waste coming from the production of defective products. The manufacturing unit must set up a system to produce the right products first time in order to avoid the production of defective

56、 products, which are either discarded or reprocessed, incurring a significant cost to the organization. A “defective product” for an analytical laboratory is considered any activity or analytical results without any prac

57、tical use to the laboratory.</p><p>　　It is a waste of time and money when projects remain too long in waiting lines or there are delays in executing specific tasks. It is the responsibility of the managemen

58、t to design a proper plan in order to distribute the planned actions evenly. Imagine a series of vials in the tray waiting to be processed! Is it necessary for all such samples to be processed? Are they in the correct or

59、der? If not this is a waste of time or reagents.</p><p>　　Total Quality Management is the applied philosophy that makes businesses established as leaders in the market. The management committed to the spirit

60、 of TQM ensures that the organization does not just survive but achieves excellence. The modern business environment is subject to rapid changes that take place worldwide and organizations seeking excellence should manag

61、e the change effectively and succeed by incremental and continual improvement. Problem that arise in the business activity should b</p><p>　　Source: Douglas R.Smith,2010“Total Quality Management and Cost of

62、Quality”. Quality Assurance in Analtytical chemistry. Springer-Verlag . pp.113-142.</p><p><b>　　二、翻譯文章</b></p><p><b>　　譯文：</b></p><p>　　全面質量管理與質量成本</p>

63、<p>　　費根鮑姆在1950年改善引入全面質量管理（TQC）的概念到西方國家，作為一種管理工具，以通過降低運營成本產品設計和質量損失。日本化學家卡羅，在 1950-1960年左右介紹了日本全面質量管理，他指出“在全公司范圍內將其作為管理工具以生產高質量產品和服務，將會在短期內以及在不久的將來，都會給公司帶來競爭上的優(yōu)勢?！?lt;/p><p>　　全面質量管理（TQM）是一種企業(yè)文化，允許其以最低的成

64、本提供優(yōu)質的產品和服務，以實現客戶的滿意度，同時，確保業(yè)務的不斷改進與發(fā)展。</p><p>　　為使組織有效運作并取得成效，必須識別眾多相互關聯的活動。一個活動使用資源和管理，以使輸入轉變?yōu)檩敵觯徽J為是一個過程。通常，一個過程的輸出直接影響到下個過程的輸入。</p><p>　　全面質量管理的過程包括三個主要活動：制定有效的政策和策略組織；有效的管理組織；尋求持續(xù)改進。</p&g

65、t;<p>　　首先，全面質量管理的基本概念進行了介紹。當明白出現的問題是“我們能做些什么來實現我們組織的全面質量管理？”。此時，我們就會明白，需要進一步解釋的含義和“質量改進”基礎知識以及如何提高質量管理。一種改進質量的工具，必須安裝在我們的組織，使其有足夠的質量改進和全面質量管理設施。全面質量管理在實踐中了解一些哲學家和他們的質量方針。全面質量管理的最終目標是讓組織取得更大的利益，例如通過最小化的成本來實現最優(yōu)化的質量

66、和生產效率。</p><p>　　哲學的全面質量管理適用于任何以客戶為導向，致力于質量的組織。質量必須致力于傳播各級組織的各項活動。此外，管理承諾包括每個部門、功能和工藝的組織和積極主動的承諾組織里的每一個人都滿足顧客需求，尋求持續(xù)改進。</p><p>　　質量改進是任何現代組織的目標。改進需要持續(xù)且永無止境的。改進的方法可應用于兩個工作人員和過程。改善的程度達到可以測量、監(jiān)控，并且控制

67、。</p><p>　　在進行質量改進的實際情況中往往會存在一些問題。這些問題給質量改進提供了機會，也給實驗室提供了解決問題的機會，使實驗室能夠通過學習解決問題積累經驗。并尋找企業(yè)的潛力和解決存在的問題，同時，不斷提出解決問題的有效對策。</p><p>　　質量改進是一個連續(xù)的活動，旨在更高等級的過程效果和效率。從各種測量的結果和統(tǒng)計的系統(tǒng)監(jiān)測分析中，看出需要改進的情況可能產生于不同的研

68、究報告和調查。</p><p>　　一個質量為首的實驗室在不斷尋求改進機會的過程中發(fā)現問題、解決問題。因此，解決問題的技巧應當適用于所有商業(yè)領域，所有個人和團體應鼓勵使用他們，為了更有效地使用優(yōu)先可利用的資源，應在采取行動之前審查。</p><p>　　管理層應鼓勵其成員進行或一直保持一系列步驟、軍紀嚴明的基于數據收集和分析的質量改進項目或活動。質量改進過程的重要性和范圍需要有明確的規(guī)定。

69、調查可能的改進區(qū)域增加的性質的認識過程中需要改進的地方。在數據收集的過程中對需要改進的地方作具體分析，根據因果關系制定辦法。為改進措施進行了本組織成員參與過程提供可供選擇的建議，。分析了更多信息，并且這一過程在系統(tǒng)中引入了。</p><p>　　基于質量損失的措施或在比較對組織公認的領導人在一個特定的領域，進行質量改進項目或發(fā)生鑒定戰(zhàn)爭是改善的機會。從改進機會的定義來分析的過程包括分析數據和事實以及改進的奮斗目標

70、。具體包括：</p><p>　　-確定一套改善數據分析和評價該工藝要求及問題產生原因的過程。</p><p>　　-可能的解決之道的首選設計的一個選擇。實現心理狀態(tài)的辦法就是那計劃。</p><p>　　-這個計劃是怎樣實現的。</p><p>　　-對結果進行監(jiān)測、審核及評估。</p><p>　　-如果解決方案不

71、能達到它的目標，則應重復此過程。</p><p>　　質量改進首先需要結構組織、橫向和縱向排列。再組織等級制度、責任質量改進包括：</p><p>　　1、管理程序（即供應政策、策略和主要的質量改進目標、資源提供、教育和培訓等）。</p><p>　　2、工作過程（即如何進行各種操作，、測量以及質量損失計算，并執(zhí)行預算和采購流程）。</p><p

72、>　　3、全國政協全體成員組織授權建立和保持持續(xù)改進質量一種環(huán)境。</p><p>　　品質改進作為一個詞是指質量低劣階段過渡到品質優(yōu)良階段。這種變化應該總是測量，以證明該過渡到好的階段是成功的。測量應該與質量相關的損失包括客戶滿意度，加工生產能力，社會遭受的損失。</p><p>　　世界范圍最知名的質量專家約瑟夫?朱蘭，在1954年第一次訪問日本時的座談會解釋中所扮演的角色對高層

73、管理人員來說，他們要促進質量管理活動。朱蘭發(fā)展了質量三部曲理念：質量策劃，質量改進和質量控制。全公司質量戰(zhàn)略規(guī)劃這三個方面是將朱蘭的“質量規(guī)劃路線圖”，進一步分解成以下關鍵要素：</p><p><b>　　1、質量</b></p><p><b>　　-確定客戶的需求。</b></p><p>　　-將這些需要轉變?yōu)槲覀?/p>

74、的語言。</p><p>　　-開發(fā)出一種能滿足這些需求的產品。</p><p>　　-優(yōu)化產品特點，以滿足我們的需要和顧客需求。</p><p><b>　　2、質量改進</b></p><p>　　-形成一個能夠生產產品的程序。</p><p><b>　　-優(yōu)化該過程。</b

75、></p><p><b>　　3、質量控制</b></p><p>　　-證明該工藝在操作條件下能生產產品。</p><p><b>　　-操作過程中轉移。</b></p><p>　　朱蘭強調，任何組織生產和銷售通過開展這些活動（行為）是由在質量進展螺旋描繪專門部門進行專門的活動系列的產品

76、。螺旋顯示行動前需要的產品或服務可以推出市場。每個螺旋（例如，客戶服務，營銷，采購）專業(yè)部門被賦予的責任是執(zhí)行分配給它的特殊功能。此外，各專業(yè)部門也要分配貫徹，如人際關系，財務，全公司的功能和質量的一定責任。朱蘭談到通過這些活動來形容周圍螺旋部門的質量功能可以達到的質量。</p><p>　　質量成本是確保產品和服務（包括分析活動）的成本。這筆費用是本組織目前用來衡量質量效果的。全面質量管理需要過程的管理，而不僅

77、僅是產出。組織內的每個人的貢獻和在運作過程中，每個進程應該有確定的所有者，以便明確這一進程的成效。過程成本是一致性和非一致性的總成本。一致性（COC）的成本是為給定的產品和服務提供充分有效的方式，標準的內在指定的進程宣布成本。非一致性成本是浪費時間，材料和能力（資源）與在生產，調度，收據和商品以及服務不滿意的矯正過程相關的成本。</p><p>　　傳統(tǒng)的建模方法，把質量成本歸類為預防，評估和失效成本。預防和鑒定

78、成本是保證質量的成本，以及內部和外部的成本是失敗和報廢成本。這些加在一起成為產品的總成本。</p><p>　　在發(fā)布內部故障成本費用時，你會發(fā)現化驗報告或分析證書前出了問題。外部故障成本是在分析結果或證書到達客戶之后才發(fā)現了一些問題。所失去的機會成本費用，當我們不繼續(xù)作為一個其他非生產活動的結果是必須在實驗室進行常規(guī)實驗室活動的。換句話說，這筆費用的發(fā)生，就會產生我們處理瑣碎的活動，阻止我們做一些更重要的活動。

79、這個失去的機會成本可能是那個最高的成本的品質。</p><p>　　對于評估和預防單位成本得到了良好的產品質量越來越高的期望時，達到最小的缺陷，即當我們傾向于100％的良好品質的產品。另一方面內部和外部質量成本逐漸降低，直到我們降低到100％優(yōu)良的產品生產。對質量的最低成本是在發(fā)現的考核和預防成本較低點兩圖的總和。</p><p>　　持續(xù)改進的想法可以減少或消除不能增加價值的活動，因此不

80、浪費。事實上，任何實驗室中的許多活動需要重新考慮。以下是總結的費用，任何組織都應該避免的七個來源：（1）生產過剩；（2）不合格的產品；（3）等候線和拖延；（4）中介股票/半成品；（5）交通運輸；（6）無效程序；（7）無效動作或行為。</p><p>　　最佳的產品數量，生產必須平衡的需求，包括在旅游旺季期間，持有的股票在倉庫成本和設立生產成本生產產品的一個地段。在一個分析實驗室條件下，生產過剩可能被解釋為任何活動

81、，不為客戶服務或增值的經驗和知識。沒有必要進行過多的樣品分析，除非我們有理由這樣做。此外，也不需要進行更多必要的分析。太多的分析結果是一種浪費。例如，最適合的生產數量必須平衡，則需要進行統(tǒng)計評價。</p><p>　　這是來自生產廢品率的浪費。制造單位未來必須建立一個第一時間生產適合產品的系統(tǒng)，以避免有缺陷的產品。要么被丟棄或再加工生產，招致重大的成本?！坝腥毕莸漠a品”的分析實驗室被認為是分析結果之活動或沒有實際

82、應用到任何實驗室去。</p><p>　　這是有一種時間和金錢的浪費，項目仍然在等待時間，或者有線條在執(zhí)行具體任務的延誤。這時管理應設計一個適當的計劃，以便均勻分配負責計劃的行動。</p><p>　　全面質量管理是應用哲學，管理致力于全面質量管理精神保證組織不只生存，并達到卓越?，F代的商業(yè)環(huán)境受迅速變化的世界的影響，組織所發(fā)生的變化應當追求卓越，有效地增量和成功的持續(xù)改進。商業(yè)活動中出現