统计过程控制和全面质量管理【外文翻译】

1、本科毕业设计(论文) 外文翻译 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译文:统计过程控制和全面质量管理摘要统计过程控制（SPC）的七个基本工具是相互连接的，使我们理解统计过程 控制如何成为全面质量管理的一个基本要素。制定全面质量的管理标准，同时讨 论和介绍了案例，包括研究历史问题和利益的实现。全面质量管理的建立我们必须认识到，改善企业经营的任何方面可能导致国家质量的持续改善，而总质量只有通过根本的、整体相互协调的操作来实现。除此之外，还需要领导者。全面质量管理的建立需要人们具备平衡的态度变化，并应用适当的工具和技 术来利用管理控制系统。两者的共同点体现在管理的领导

45、和专业热情的提高。制 度缺乏人员的热情不会成功实施。然而，没有明确的改善项目被确定和实现的， 只是普遍改善，具不可能实现。正是这种机会使集中于许多具体的改善而产生的 质量水平突破了现有的障碍。这种侧重于具体改进的机会（有时候称为问题）要求 建立完善的、特定成员的行动小组；详细的知识和过程改进工具、技术的运用； 与专门的管理领导。全面质量运行的建立是最佳利用人力资源追求的结果。这是一个渐进的过程，主要来自于传统管理风格和行为的改变。因为只有管理才能决 定如何在组织内使用人力资源，然后改善实现全面质量进步的速度，完全取决于 管理技能，能源和改进过程的知识。领导风格由领导风格所带来的变革是必要的，特

46、别在引进项目质量的改进措施和统计 过程控制的通过中。在Avon Rubber有限公司，600名经理经历了 6个月的全面质量管理模块的培 训项目。其中一个因素是每个经理（开始与集团行政长官，然后按级别下降）不得 不采纳个人改进项目。模块之一称之为“全面质量管理放入实际操作”，并增设 了题为“统计思维”的两天半的会议。所有与我相关的承诺、风险、热情、领导风格和项目如果没有被利用是没有 意义的。因此，我重视的统计思想会议主要告诉我们“如何”进行改进，其要求 使用于实际的工作中。我喜欢的统计思维不是仅仅的统计过程控制。 我的理念是， 我给予的技能，使其他人理解他们的管理过程，使他们能够在系统方式中改善

47、。这种统计思维的描述在非制造业支持地区一般可以接受，而对于统计过程控制具 有停顿分析的缺陷。成功的秘诀本节将集中于如何实现质量改进成功（已经获取高层的承诺，参与行动的高级领 导人员在转变），以及如何利用每个人的行动承诺实现总质量改进。此次转变需 要三个要求已经不是秘密：（一）领导确保所需的态度文化（管理的态度）；（二）明确定义的管理程序，能够说明如何在每一个内部客户或供应链阶段内的实现。（管理的制度）；（三）能够确定和量化问题，解决问题的能力，利用完善的技术和供给所有的 团队成员（工具和管理过程的技术一统计过程控制）。管理技术的工具和过程过程就是一系列投入的转化，可以包括动作、方法和操作。其转

48、换为所需产出， 产品的形式，信息，服务或者一般成果。在组织的每一个地区有许多正在发生的 过程。例如，财政部门可以参与预算编制过程，会计过程，工资和工资流程，成 本流程等等。每一个部门或功能区的每一个过程可以通过检查投入和产出来分 析。这会决定必要的行动，来提高质量。用于提高流程管理活动的工具和技术一般在专业质量操作者的使用工具包内。所有管理人员必须能够访问这个工具包， 并了解怎样在他们的活动领域内发 挥最大优势的使用这些工具，协助持续的改进。实际信息的使用、收集和统计技术的开展，打开了一条并不通过其他可用问 题解决方法的沟通渠道。不断改进产品的质量和服务，可以获取重大的资本投资， 如果组织的所

49、有层次是问题解决团队的一部分。通过使用可靠的方法，创造一个有利于问题解决的环境，并继续使用统计过 程控制技术来提高。在任何组织中，可以达到螺旋地、永无止境地改善，这就是 全面质量管理的主题。过程控制需要我们管理实时的数据， 从过程中产生信息，而不是产品。它需 要语言发言的能力，不是拒绝处理能力。特殊原因必须确定它是永远休眠这样的 变化，共同引起的变化必须具备管理计划来减少其影响的程度。管理的气氛必须是，存在不予理会的质量传统，如果它符合规范的确定，没 有必要进行进一步的改善。统计过程控制的七种基本工具需要强调的是，并非所有关于统计过程控制工具就是休哈特控制图。 可以以以下 七种基本工具要求的知识来提高认识工具的过程，其基本工具有时候称为“七石 川工具”。（1）过程顺序流程图。（2）理货图，检查表或其他简单的数据收集方法。（3）直方图。（4）帕累托图。（5）原因和效果图。（6）散布图。（7）控制图。上述命令不是随机分配的，但是可能表示如何使用这些工具，即：（一）什么是过程？（并不是我们所想的或者某人告诉我们的，但是是事实 ）； 如果我们不知道所有的过程阶段，我们如何开始改进？（二）在每一个过程的阶段，我们如何做？使用简单的数据收集技术来告诉我 们如何经常发生错误，同样的，我们需要事实。（三）从所有的数据中，我们如何获取有意义的图片？数值数据本身并