统计过程控制和全面质量管理外文翻译.docx
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统计过程控制和全面质量管理外文翻译.docx
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统计过程控制和全面质量管理外文翻译
本科毕业设计(论文)
外文翻译
原文:
SPCandTotalQualityManagement
AbstractThesevenbasictoolsofStatisticalProcessControl(SPC)arearticulated,togetherwithanunderstandingofhowSPCisanessentialelementofTotalQualityManagement.ThecriteriatoestablishaTotalQualityOperationarealsodiscussedandthepresentationwillincludecasehistoriesofproblemsexaminedandbenefitsrealized.
ThecreationofaTotalQualityoperation
Itmustberecognizedthatimprovementsinanyaspectsofabusinessoperationmaypossiblyleadtoastateofcontinuousqualityimprovement,butTotalQualitywillonlybeachievedbyaradical,co-ordinatedapproachthroughouttheentireoperation,andthatdemandsleadership.
ThecreationofaTotalQualityoperationdemandsabalancedamountofattitudinalchange,useofamanagementcontrolsystem,togetherwithapplicationofappropriatetoolsandtechniques.Thecommonthreadismanagementleadershipandadedicatedpassiontoimprove.Asystemwithoutpassionwillnotsucceed,neitherwillpassionwithoutasystem.However,improvementingeneralcannotbeachievedwithoutspecificimprovementsbeingidentifiedandrealized.Itisthisfocusonmanyspecificimprovementopportunitieswhichproducesaradicalimprovementinqualitylevelstobreakthroughexistingbarriers.Suchintensivefocusonspecificimprovementopportunities(sometimescalledproblems)demandsthecreationofteamswithmembershipspecifictotheimprovementaction;thedetailedknowledgeanduseofprocessimprovementtoolsandtechniques;togetherwithdedicatedmanagementleadership.ThecreationofaTotalQualityoperationistheresultoftheoptimaluseoftotalhumanresourcesinthepursuitofexcellentperformance.Itisanevolutionaryprocessthatcomesaboutprimarilybyachangeintraditionalmanagementstyleandbehaviour.Sinceonlymanagementcandecideonhowthehumanresourceisusedwithinanorganization,thentherateatwhichimprovementprogressestowardsTotalQualityisdependentsolelyonmanagementskills,energyandknowledgeoftheimprovementprocess.
Leadershipstyle
Thedirectiveleadershipstyleisessentialinbringingaboutchange,inparticularwhenintroducingqualityimprovementactionsthroughprojectsandSPC.
AtAvonRubberplc,600managerswentthrougha6-monthTotalQualityManagementmodulartrainingprogramme,oneelementofwhichwasthateachmanager(commencingwiththeGroupChiefExecutiveandthencascadingdown),hadtotakeonboardapersonallyownedimprovementproject.Oneofthemoduleswascalled‘PuttingTQMintoPractice’andhadanadditionaltwoandahalf-daysessionentitled‘StatisticalThinking’.
AllthatIhaverelatedtointermsofcommitment,dedication,passion,leadershipstylesandprojects,ismeaninglessifnoneofitisused.Hencetheimportancetomeofthestatisticalthinkingsession,whichbasicallytellsus‘how’toimprove,bydemandingitsuseinarealworksituation.Iprefer‘statisticalthinking’ratherthanjustSPC—myrationaleisthat‘Iamgivingskillssuchthatothersmaybecapableofunderstandingtheirmanagementprocessestoenablethemtoimprovetheminasystematicmanner’.This‘statisticalthinking’descriptionisgenerallyacceptableinthenon-manufacturingsupportareas,whereasSPChas(unfortunately)overtonesof‘analysis-paralysis’.
Recipeforsuccess
Thissectionconcentratesonhowtoachievequalityimprovementsuccesses(havinggainedtoplevelcommitment,seniorpersonnelareinvolvedinprovidingleadershiptotransformtheiroperation),andhoweverybody'scommitmentwithintheoperationcanbeharnessedtowardsachievingTotalQuality.Itisnosecretthatthistransactiondemandsthreethings:
(a)leadershiptoensuretherequiredattitudinalculture(themanagementattitude);
(b)awelldefinedmanagementprocesswhichindicateshowtoachievewhatateverystageintheinternalcustomer/supplierchain(themanagementsystem);
(c)anabilitytodefineandquantifyaproblem,anabilitytosolveproblemsutilizingwellestablishedtechniques,andharnesstheinputsofallteammembers(toolsandtechniquesofprocessmanagement—SPC).
Thetoolsandtechniquesofprocessmanagement
Aprocessisthetransformationofasetofinputs,whichcanincludeactions,methodsandoperations,intodesiredoutputs,intheformofproducts,information,servicesor,generally,results.Ineachareaofanorganizationtherearemanyprocessestakingplace.Forexample,thefinancedepartmentmaybeinvolvedinbudgetingprocesses,accountingprocesses,salaryandwageprocesses,costingprocesses,etc.Eachprocessineverydepartmentorfunctionalareacanbeanalysedbyanexaminationoftheinputsandoutputs.Thiswilldeterminetheactionnecessarytoimprovequality.
Thetoolsandtechniquesusedtoimproveprocessmanagementactivitieshavegenerallybeenthetool-kitusedbyspecialistqualitypractitioners.Allmanagersmusthaveaccesstothistool-kitandhaveanunderstandingofhowthetoolsmaybeusedtobestadvantagewithintheirareaofactivity,toassistwithcontinuousimprovement.
Theuseoffactualinformation,collectedandpresentedusingstatisticaltechniques,opensachannelofcommunicationnotavailablethroughotherproblemsolvingmethods.Continuousimprovementinthequalityofproductsandservicescanbeobtainedwithoutmajorcapitalinvestmentsifalllevelsofanorganizationarepartoftheproblemsolvingteam.
Byusingreliablemethods,creatingafavourableenvironmentforproblemsolving,andcontinuingtoimprovebyusingSPCtechniques,aspiralofnever-endingimprovementcanbeattainedinanyorganization,whichisthethemeofTotalQualityManagement.
Processcontrolrequiresustomanagereal-timedata,actingoninformationfromtheprocess,nottheproduct.Itrequiresanabilitytospeakinthelanguagenotofpercentagerejectsbutprocesscapability.Specialcausevariationmustbeidentifiedsuchthatitiskilledoffforever,andcommoncausevariationmusthaveamanagementplantoreducetheextentofitseffect.
Themanagementclimatemustbesuchthatthereisadismissalofthequalitytraditionwhichsaysthatifitmeetsthespecificationthat'sOK—nofurtherimprovementneedbemade.
ThesevenbasictoolsofSPC
ItneedstobestressedthatSPCisnotallaboutShewhartcontrolcharts.Understandingaprocesssuchthatitcanbeimprovedinasystematicwaydemandsknowledgeofthefollowingsevenbasictools,sometimescalled‘TheSevenIshikawaTools’.
(1)Processsequenceflowcharts.
(2)Tallychart,checksheetorothersimpledatacollectionmethod.
(3)Histogram.
(4)Paretochart.
(5)Causeandeffectdiagram.
(6)Scatterdiagram.
(7)Controlcharts.
Theaboveorderisnotarandomallocation,butindicateshowthetoolsmaybeused,namely:
(a)Whatistheprocess?
(notwhatwethinkorwhatsomebodytellsus—butfact);ifwedon'tknowallthestagesofaprocess,howcanwebegintoimproveit?
(b)Howarewedoingateachofthestagesoftheprocess?
Useasimpledatacollectiontechniquetotellushowoftenwhatgoeswrong—againweneedthefacts.
(c)Howcanwegetameaningfulpictureofallthisdata?
Numericaldataalonedoesnothighlightimportantaspectsofthedata.Ahistogramdisplaysthespreadofthedata.
(d)Whichproblemshouldweworkonfirst?
TheParetochartallowsustoseparatethe‘thevitalfewfromthetrivialmany’,sometimescalledthe80/20rule.
(e)Usingthebrainstormingprincipleandteamworkapproachlet'saskwhatfactorsmaypossiblybecausingtheproblem?
Thebrainstormoutputcanthenbedisplayedinastructuredwayundersuchheadingsasmen,machines,materials,methods,maintenanceandenvironment.Thecharttakestheshapeofafishbone(sometimescalledanIshikawa[1974]chartafteritsfounder).Thesolutioneffectdiagram(sometimescalledareversefishbonediagram)canbeusedtodeterminewhateffectaproposedsolutioncouldhaveonsuchthingsasmen,machines,method,materials,maintenanceandtheenvironment.Inthiswayaproposedsolutionmaybeverifiedtohavepositivebenefits.
(f)Thescatterdiagrammaybeusedtoverifysuspectedrelationships,thatisconfirmwhetherthereisorisnotanyrelationship.
(g)Controlchartsmaybeusedtomonitortheoutputfromaprocess.Usingtheabovetechniquesthecapabilityoftheprocessmaybeincreasedasspecialcausedisturbancefactorsdisappearandrandomcausevariabilityisreduced.
TheaffinityofSPC,ProblemSolvingProcess,QualityImprovementProcessandTQM
InordertouseSPCtechniqueseffectively,asequenceofproblemsolvingstepsmustbeusedtofindtheshortestreliablepaththatleadstothetruecauseoftheproblem.Managementmusttakeactionstomakepermanentimprovementstotheprocessthatwillpreventrecurrenceofthesameproblemsinthefuture.Theeight-stepProblemSolvingProcessclearlyassistswiththisprocess.
Theeight-stepProblemSolvingProcess
STEP1.Identifyandselecttheproblem.Ask—whatdowewanttochange?
Weshouldconsiderwhichproblemspresentthegreatestopportunityforimprovement.Theproblemshouldbeinitiallystatedintermsof‘shouldvsactual’sothatthelevelofimprovementdesiredcanbeclearlyunderstoodbyall.Bigproblemsshouldbebrokenintosmallerproblems.Statisticaltoolstousehere:
flowcharts,checksheets,Paretoanalysis,brainstorming.
STEP2.Definetheproblemclearly.Ask—what'spreventingusfromachievement?
Weshouldcollectandanalysedatatodefinetheprobleminaquantitativemannerandreviewtheproblemstatement,ifnecessary.Wecanalsodefinethebenefitsofimprovement.Statisticaltoolstousehere:
checksheets,Paretoanalysis,piecharts,r
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