外文翻譯--制造業(yè)的全面質量計劃的成功需要用一個創(chuàng)新的方法來衡量 （節(jié)選）

1、<p>　　2050單詞，1.1萬英文字符,3400漢字</p><p>　　出處：A. R. Davidson, J. V. Chelsom, L. W. Stern，F(xiàn). R. Janes，2000. “An innovative approach to measuring the success of total quality programmes in manufacturing indust

2、ries introduction”. Total Quality Management, vol.11, no.6, pp.704-713.</p><p><b>　　原文： </b></p><p>　　An innovative approach to measuring the success of total quality programmes i

3、n manufacturing industries Introduction </p><p>　　Since the adoption of total quality management (TQM) became a pursuit of companies in search of a remedy to declining sales and an eroding competitive positi

4、on, there has been a plethora of articles evaluating the success or lack thereof of total quality programmes. Furthermore, there have been numerous attempts to assess the presence of total quality (TQ) in any given organ

5、ization. More often than not, the companies themselves have conducted these measurements in order to gauge the success of t</p><p>　　The purpose of the research was to identify quantifiable, system-wide fact

6、ors that could be used to indicate the presence of TQ. Since previous literature and fieldwork utilized subjective measures, the problem of erroneous perceptions of the presence of quality was prevalent. Companies profes

7、sed to have total quality when it was evident they did not, and in some cases the reverse was true. More importantly, without quantifiable measures it was difficult for an organization to verify the success</p>&l

8、t;p>　　This paper describes the design, development and testing of a non-subjective, quantitative model that can be used to indicate the presence and evaluate the effectiveness of a TQM programme in manufacturing organ

9、izations. It employs the novel approach of utilizing inventory performance as a measure of TQ. More specifically, the research had as its objective to determine whether inventory performance is a valid measurement tool f

10、or assessing TQ levels.</p><p>　　Why inventory performance?</p><p>　　The focus of Deming’s principles keyed on the understanding that production is a dynamic system (Chelsom, 1998; Neave, 1995)

11、that requires the commitment, co-operation and integration of suppliers, customers, employees and management. Superior inventory performance cannot be achieved without these criteria.</p><p>　　The TQ organiz

12、ation must have the quality concept ingrained in all facets of its philosophy and that, in turn, must be reflected in the tangible elements of the production process. For the system to operate flawlessly, quality must ex

13、ist at every stage from design to customer post-purchase satisfaction. The initial infusion of quality into the product requires first-class incoming raw materials. Defective raw materials will render all future inputs o

14、f quality pointless. TQ, therefore, cannot and</p><p>　　The current consumer market entails rapidly changing customer expectations. A TQ organization, if it wishes to be responsive to customer needs and thus

15、 ensure customer satisfaction, must avoid having large inventories of finished goods. Additionally, this means not only providing a superior quality product, but also delivering it in a timely manner. Thomas Stallkamp, P

16、resident of Chrysler Corporation, has been seeking to establish participatory relationships with the railroads (Fuller, 1998) in </p><p>　　JIT facilitates TQ in that it has a flexible manufacturing process a

17、nd it allows for little or no finished goods inventory. Furthermore, for a JIT or lean manufacturing system to be fully operative it must have reliable equipment, committed and dedicated employees, and a process by which

18、 raw materials can be converted into finished goods in an expeditious manner. JIT is also dependent on the use of superior technology and electronic data interchange, which facilitates the development of informat</p&g

19、t;<p>　　Superior inventory performance as indicated by low inventories and manifested through JIT or lean-manufacturing systems can only be implemented effectively when there is a commitment to:</p><p&g

20、t;　　·quality design</p><p>　　·non-defective incoming supplies</p><p>　　·100% reliable equipment</p><p>　　·best-practice production processes</p><p>

21、　　·flexibility</p><p>　　·responsive and rapid manufacturing</p><p>　　·technological superiority</p><p>　　·supplier participation</p><p>　　·empl

22、oyee integration.</p><p>　　These criteria also represent the fundamental precepts by which TQ is attained. Simply put, JIT forces an organization to be externally focused (Harari, 1997). Without inventory st

23、ocks from which to choose, the company has to anticipate what customers expect and want, and this breeds TQ.</p><p>　　Research methodology</p><p>　　All logical conclusions and a review of the li

24、terature indicate that for TQM to be effective there must be superior inventory performance. This paper seeks to establish that the identification of superior inventory performance within an organization is sufficient to

25、 establish the presence of TQ and that, moreover, inventory performance is a reliable indicator of the presence or absence of a quality that is truly total.</p><p>　　Ten companies with sterling reputations f

26、or TQ were selected in order to compile a benchmark group. An inventory rating system was developed and tested on the benchmark group in order to establish the inventory performance ratings of known TQ organizations. An

27、additional number of companies with no particular reputation for TQ were selected for inclusion into what has been termed a control group. The term control group is not used in its strict empirical sense, but rather as t

28、he nomenclature for</p><p>　　It has been established that there has been and continues to be a close relationship between effective inventory control and premium quality. A study by Mack and Jordan (1994) an

29、alysed inventory performance, and clearly outlines quality problems as a reason for driving up stocks of inventory. In fact, JIT can only work efficiently if TQ is present. However, although JIT often accompanies TQM, it

30、 may not necessarily be a requirement. Accordingly, it would seem prudent to explore inventory levels,</p><p>　　Basis for research</p><p>　　Since TQ must be present in every component in the sys

31、tem for JIT to work, it would seem advisable to analyse other links between inventory performance and TQ. Pursuant to this, it is important to understand that TQ in a system is far more than just the narrow definition of

32、 product quality. It is, in fact, represented in all aspects of the system, including customer/ supplier relationships, from both a physical and a philosophical standpoint. Similarly, JIT is more than just the eliminatio

33、n of i</p><p>　　Jocou (1996) asserts that TQM is an entire system that includes a philosophy, principles, methods and tools. This involves the cost incurred in producing, selling, distributing and managing t

34、he product, the time it takes to bring it to market, the people and processes, and an understanding of customer values and expectations. This paper argues that effective inventory management, which as it improves tends t

35、oward JIT, shares the same characteristics.</p><p>　　The unique affiliation with TQ which JIT enjoys is due to the fact that they both work hand-in-hand to generate a competitive advantage for the organizati

36、on. In order to satisfy customers it is crucial to meet their moment of value, which means delivering the right product at the right time and at the right place (Haag et al., 1998). Total quality control facilitates the

37、manufacture of a high-quality product, but that is not sufficient to satisfy customers totally. There must also be a managemen</p><p>　　Inventory performance was selected as a measurement gauge, since it has

38、 already been established that the Japanese control their inventory in a decidedly better manner (Schroeder et al., 1992). Inventory performance can be quantifiably measured and superior inventory management must affect

39、all phases of the production model, from raw materials to end-user delivery. Moreover, as a result of keeping low or zero inventory levels, quality suppliers must be used, which in turn enhances the quality of</p>

40、<p>　　Discussion</p><p>　　The research was embarked upon in order to find a quantifiable, measurable tool reliable enough to indicate the level of TQ at which a manufacturing company is operating. In a

41、ddition to being easily quantifiable, inventory performance affected the organizational system in many ways similar to TQ initiatives. Furthermore, it was determined that the two programmes, when effective, shared many i

42、nterrelated requirements. Accordingly, inventory performance was examined as a possible indicator of TQM.</p><p>　　For TQM to be effective superior inventory performance is required, thus TQ companies should

43、 have excellent inventory ratings. The data analysed confirmed that they in fact do. The question repeatedly posed was whether good inventory performance indicated the presence of TQ. While the ratings scored by the comp

44、anies in the benchmark and control groups appear clearly to confirm this assertion, there are still some areas that require further analysis. At this stage it could be argued that Iomega, </p><p>　　Research

45、has been conducted to test the inventory model on 48 companies as well as to refine it. A multi-factor model has also been developed to confirm the validity of the inventory performance tool presented in this paper. It i

46、s expected that the inventory rating model will serve as the basis for a reliable and comprehensive tool for assessing the presence of TQ in organizations. Further plans call for an expansion of the model into other indu

47、stries and an in-depth trend analysis of individual</p><p><b>　　譯文： </b></p><p>　　制造業(yè)的全面質量計劃的成功需要用一個創(chuàng)新的方法來衡量</p><p><b>　　簡介</b></p><p>　　公司需

48、要尋找一個能補救銷售下滑和競爭地位不被削弱的方法，全面質量管理（TQM）就成為追求的目標。然而，很多文章沒有評價全面質量管理方案的成功，但是已經有不少試圖解釋在任何特定的領域有總質量（TQ）的存在。通常情況下，公司本身進行測量這些被大量問卷調查法或其他方法圍繞的問題，為了了解他們企業(yè)質量標準的好壞。大多數情況下，評估客戶滿意度對于全面質量管理是非常重要的，這只是一個方面。它還建立在合理的措施下得到了不同的結果。僅僅通過在使用標準上獲得的

49、在質量獎等殊榮，不能證明質量很好。許多公司在很短的時間僅僅為了獲得獎項而去克服經營中的財務危機。相反地，有許多公司通過獎項顯示自己有成功克服困難的能力和長久的競爭優(yōu)勢。</p><p>　　本文研究的目的是確定全系統(tǒng)的量化因素，可能用來表示質量的存在。因為以前的文獻和實地調查法靠主觀猜測來執(zhí)行，對質量存在問題的看法普遍是錯誤的。當公司自稱擁有總質量時，事實上他們沒有，但在某些情況下是真實的。更重要的是，一個企業(yè)沒

50、有把質量量化很難成功核實其質量的真實性。</p><p>　　本文為了介紹生產組織方案，通過設計，開發(fā)和測試一個非主體定量模型，可用于表明一個全面質量管理存在的有效性。它利用新方法，把庫存績效作為計算總質量的工具。更具體地說，庫存績效是研究的目標，把它認定為是否是一個用于測量評估總重量水平有效的工具。</p><p>　　為什么履行庫存高質量？</p><p>　　

51、從戴建明原則的重點來理解，生產是一個動態(tài)系統(tǒng)（斐爾孫，1998；尼夫，1995），需要集合供應商，客戶，員工合作，管理以及相互的承諾。性能優(yōu)越的庫存可離不開這些標準。</p><p>　　在高質量的企業(yè)必須具備的根深蒂固的質量文化，而且，質量體現(xiàn)必須在生產要素有形的過程中。為了企業(yè)系統(tǒng)運作完美，質量的滿意度必須存在于每一個階段，指從設計到顧客購買后這階段。首先，生產優(yōu)質產品需要一流的原材料。而投入有缺陷的原材料將

52、會毀掉一切未來的質量。因此，企業(yè)不能簡單地依賴檢驗來料提高質量，但它旨在建立和促進與供應商長期的合作關系?，F(xiàn)在，公司在產品的設計，并提供投入技術和生產過程中，采用顧客和供應商在參與過程中的意見，不斷地完善質量。在這樣的情形下，從設計到成品整個系統(tǒng)的客戶質量期望可確保是100％。顧客和供應商希望公司在實施JIT）精益生產的基礎上，把高質量作為公司的內在要求來實施。</p><p>　　目前的消費市場需要能根據客戶期

53、望做出迅速變化的高質量企業(yè)。如果它對客戶需求作出積極地反應，就能確?？蛻舻臐M意，從而避免存在大量庫存產成品。此外，這意味著不僅提供優(yōu)質的產品，而且還需要及時性。托馬斯·斯坦坎普是克萊斯勒公司的總裁，為了減少汽車銷售時間一直尋求建立工廠與經銷商之間良好的關系（富勒，1998）。</p><p>　　在質量方面實施JIT很方便，因為它有一個靈活的制造過程，它可以讓成品庫存很少或沒有。此外，一個在生產過程中實

54、施的JIT精益生產系統(tǒng)，可以把原料迅速轉化制成品。JIT的實施需要使用卓越的技術和先進的電子數據，有利于發(fā)展先進的信息技術和生產設備和設施。正如前面所說的，這些技術的擁有對全面質量的成功實施具有不可或缺的影響。</p><p>　　JIT精益制造系統(tǒng)優(yōu)越的性能，通過低庫存的表現(xiàn)來表明，但有效地執(zhí)行它需要一定的承諾：</p><p><b>　　?質量設計</b><

55、;/p><p><b>　　?投入的用品無缺陷</b></p><p>　　?100％可靠的設備</p><p><b>　　?實施最佳生產工藝</b></p><p><b>　　?靈活性</b></p><p>　　?響應快速制造的目標</p>

56、;<p><b>　　?技術優(yōu)勢</b></p><p><b>　　?供應商參與</b></p><p><b>　　?員工的配合</b></p><p>　　這些標準也是實現(xiàn)總質量很好的基本條件。簡單地說，當一個公司實施JIT技術實現(xiàn)沒有庫存時，表明資源達到合理的利用（哈拉里，199

57、7）。該公司以此預測顧客對公司總質量的滿意度。</p><p><b>　　研究方法</b></p><p>　　所有的邏輯結論和文獻的審查表明，有優(yōu)越的庫存績效才能實現(xiàn)全面質量管理的有效。本文旨在確定庫存的存在能否讓總質量建立良好的性能及作用，而且，證明庫存的存在或缺乏對質量的可靠是否有真正意義上的關聯(lián)性。</p><p>　　把十個公司的總

58、質量選出來編制成一基準組。通過對基準組開發(fā)和測試，確定總質量和庫存績效的關系。當一個公司不再具有質量上的好評時，需要選擇加入一些額外的要求到所謂的對照組。對照組的使用沒有嚴格意義的要求，而是根據集團公司的程序辨認有沒有存在質量的好壞。建立對照組的目的是讓評級機構對總質量與庫存績效之間的敏感性分析。在整個48家測試公司中，通過基準組與對照組的比較及計算，然后進行了評級。</p><p>　　他們確定了一項研究，有效

59、的庫存控制和高質量出現(xiàn)了密切的關系（麥克和約旦，1994年）。分析庫存績效對質量的影響進而哄抬股票，明確地概括了理由。事實上，如果存在高質量，那也會存在準時高效地工作。然而，JIT也沒必要伴隨著全面質量管理。因此，為了預測庫存水平，營業(yè)額及存貨周轉率與高質量否確實存在聯(lián)系，做了謹慎的探索。</p><p><b>　　基礎研究</b></p><p>　　目前，由于高

60、質量必須在系統(tǒng)中的每個環(huán)節(jié)需要準時化工作，這要求庫存績效和高質量在各個環(huán)節(jié)之間進行分析。首先要明白的一點是，在一個系統(tǒng)中高質量遠不是狹義上所說的更多產品質量。事實上，從唯物哲學觀點角度來講，這包含系統(tǒng)的各個方面，包括客戶代表和供應商關系。同樣，JIT是不僅僅是庫存消除。它也代表了該系統(tǒng)的所有方面，包括客戶及供應商的要求和期望，也可根據唯物哲學角度來考慮。</p><p>　　他聲稱全面質量管理是一個完整的體系，包

61、括哲學的原則，方法和工具（喬克，1996）。這涉及到在生產、銷售、研發(fā)和管理產品時會產生的成本以及花費的時間，它在市場可以提高產品的價值觀和顧客對產品的期望。本文認為，有效的存貨管理，是經過改善JIT的結果，這與全面質量管理有相同的特征。</p><p>　　在工作中，公司享受與全面質量管理的密切結合所帶來的收獲，即兩者在工作中結合起來實施，希望以此為公司的競爭優(yōu)勢。然而，滿足客戶的關鍵是合理利用時間價值，是指在

62、正確的時間和地方提供正確的產品（哈格等人，1998）。全面質量管理能制造出高品質的產品，但不足以完全滿足客戶。還必須有一個適當的管理技術，保證了產品及時交貨，這才是客戶真正想要的（滿足客戶的期望）。JIT正是在客戶的要求基礎上，制造商設計特殊計時參數形成在成品庫存實現(xiàn)低或零的庫存技術。這背后的低庫存制造的概念由康柏提出的，當時應用在小制造或生產企業(yè)，而不是大型公司的生產線?？蛋厥紫仁盏絹碜钥蛻舻挠唵?，然后開始生產（麥格勞，1996）。小

63、型企業(yè)希望制造的產品不用出門銷售也有人會買。康柏以響應客戶的需要確定在第一時間提供的靈活性成品庫存，確保隨后的產品（希望交付）及時交付。最終結果得到客戶全面的滿意，這便是全面質量管理理念的代名詞。</p><p>　　因為庫存績效已經確定為測量全面質量管理好壞的工具，日本認為控制庫存無疑是一種很好的方式（施羅德等，1992）。庫存績效可以衡量和優(yōu)越的庫存管理從原料到最終用戶交貨在整個生產模式的各個階段的影響。此外

64、，為了保持庫存水平低或零，供應商必須被使用優(yōu)質的質量，從而增強了該項目生產的質量。供應商除了生產高質量的產品，還必須引入系統(tǒng)的概念進一步理解JIT的原則，清楚地明白它們對一個公司整個系統(tǒng)的作用。從功能上說，它們能通過電子數據交換這種優(yōu)越的通訊系統(tǒng)經常進行交付，讓它們的距離更靠近。因此，這樣看來，推論中的斷言是為了證明準時工作要靠全面質量管理是成立的，標志著存在著有效的存貨控制和全面質量管理的緊密聯(lián)系。</p><p&

65、gt;<b>　　討論</b></p><p>　　這項研究開始著手找一個能足以顯示公司在制造和經營方面可量化，可衡量質量的可靠工具。除了在相似的措施上要易于量化，公司的庫存性能對全面質量在許多方面的影響。此外，還確定了要求庫存與全面質量管理兩者的有效性。因此，庫存性能能作為檢查全面質量管理的可靠指標。</p><p>　　根據全面質量管理的有效要求庫存的卓越性能，因

66、此，高質量公司應具有良好的庫存率。從數據分析上證實，他們確實這樣做得。存在的全面質量管理是否體現(xiàn)良好的庫存績效，這是一個反復提出的問題。雖然評級公司所取得的基準和對照組的結果似乎清楚地證實這一說法，也有一些地方仍需要進一步分析。其實在這個階段，有許多的全面質量管理公司，同樣，也有一個或很多不是全面質量管理公司，如：艾美加、日立、塞浦路斯、同心國際和惠而浦。進一步的分析應有助于確認公司是否有一個良好的存貨績效確實先存在全面質量管理。如果能

67、夠證明，那么在能分類的中間范圍內公司的質量不斷地提高，這將證明一個性能優(yōu)越的庫存確實是存在有效全面質量管理的可靠指標。</p><p>　　經過對48家公司的庫存模型的測試和完善的研究，提出了庫存的有效性性能工具已發(fā)展為一個多因素模型。預計庫存模型已成為一個可靠和全面的工具，評價對全面質量管理公司的存在的基礎作用。進一步的研究計劃要求將模型向其他行業(yè)深入，擴展分析個別公司的趨勢，尤其是那些特殊的領域。在未來的文件