六西格玛管理方法在小型企业的应用研究

六西格玛管理方法在小型企业的应用研究
引言
Introduction
·研究的背景及意义
·Research background and significance
新的世纪，市场经济的高速发展和全球经济一体化的加速，国际市场之间的竞争越来越明显，一个国家竞争力在很大程度上取决于本国企业的竞争力，而产品和服务成本的高低则是企业竞争力的重要因素。

In the new century, the rapid development of market economy and the acceleration of global economy have made the competition in the international market more and more obvious. A country’s competitive power depends largely on the competitive power of its domestic enterprises, while the levels of product and service costs are important factors for the competitiveness of an enterprise.
自从我国加入 WTO 以后，关税壁垒大幅度消除，中国市场的大门向国际市场敞开，我国企业面临的国际竞争会越来越激烈，尤其是国内大量的中小型企业。

在经济全球化和市场经济飞速发展的前提下，中小企业的企业家和他们的企业也越来越认识到加强质量管理，降低企业的生产制造成本对于企业生存发展的重要性。

Since China’s accession to the WTO, tariffs have been substantially eliminated. The Chinese market has opened its door to the international market. China’s enterprises, especially the small and medium enterprises, will face increasingly fierce international competition. Under the premise of rapid development of economic globalization and market economy, owners of small and medium enterprises
and their enterprises have gradually realized the importance of enhancing quality management and reducing manufacturing costs for the survival and development of the enterprise.
中小企业在我国国民经济中占有十分重要的地位，中小企业数量占全国全部工商注册登记企业总数的 99%。

中小企业在全国工业产值和实现利税分别占 60%和 40%左右，流通领域占全国零售网点的 90%以上，提供了大约 75%的城镇就业机会。

然而，据研究，约有 68%的企业在 5 年内倒闭，19%的企业可生存 6 -10 年，只有 13%的企业寿命可超过 10 年，而且我国仅有 3 成左右的中小企业具有一定成长潜能。

为了能够立足市场，中小企业在新的世纪到来后，再次掀起了质量革命的浪潮。

他们逐步引入先进的质量管理理念，从全面质量管理到ISO9000，但在“超越质量管理体系，追求卓越经营”的呼声下，他们需要更加先进的质量管理方式缩减企业成本，提高产品质量来快速提升企业的竞争力。

SMEs (Small and Medium Enterprise) take a very important position in China national economy. They account for 99% of all the enterprises registered nationally. SMEs account for 60% and 40% of national industrial output value and profits & taxes respectively, account for 90% of national retail outlets in the circulation field, and provide about 75% of all employment opportunities in towns and cities. However, according to the research, some 68% of SMEs closed within 5 years, 19% of them can survive for 6-10 years and only 13% of them can survive for more than 10 years. And only 30% of China’s SMEs have some potential for growth. In order to be market-based, a new round of quality revolution has started in small and medium enterprises as the new century comes. They have gradually introduced advanced quality management concepts, such as total quality management and ISO 9000. But, in order to achieve the goal of “Beyond quality management system and pursue operational excellence”, they need more advanced quality management methods to reduce business costs, improve product quality and quickly improve the competitiveness of enterprises.
六西格玛管理法正是在这种形式下发展起来的，它是当今流行的一种方法，是企业快速降低成本，提高质量的有效途径之一。

六西格玛管理方法最早由摩托罗拉提出，之后跟随摩托罗拉公司的有德仪公司和美国联信公司，这些公司在各自的制造流程中全面推广六西格玛质量方法，取得了令人注目的成绩。

但是真正把六西格玛管理方法推向顶峰，并形成六西格玛管理潮流的则是在杰克·韦尔奇领导下的通用电气公司。

1996年初，通用电气公司在公司全面推行六西格玛的DMAIC模式，六西格玛管理方法很快在通用公司流行开来，形成了
六西格玛管理文化，正是由于六西格玛管理战略的实施，使得通用公司充满了活力，通用公司也由此获得了巨大的经济收益。

而六西格玛也逐渐从一种质量管理方法变成了一个高度有效的企业流程设计、改造和优化技术，继而成为世界上追求管理卓越性的企业最为重要的战略举措，这些公司迅速运用六西格玛的管理思想于企业管理当中，为组织在全球化、信息化的竞争环境中处于不败之地建立了坚实的管理和领导基础。

Six Sigma method is developed against this background. It is a popular method today and a effective way for enterprises to reduce the cost of business and improve quality rapidly. Six Sigma method was first proposed by Motorola. Then Texas Instruments Inc. and American Allied Signal Corporation, which followed Motorola, spread Six Sigma quality method comprehensively in their manufacturing processes respectively and achieved impressive results. But the company that really pushed Six Sigma method to its peak and formed Six Sigma management trend is the General Electric Company, which was then leaded by Jack Welch. In early 1996, GE started to fully implement the DMAIC model of Six Sigma in the company and Six Sigma quickly became popular in GE and the Six Sigma culture was then formed. It was just the implementation of Six Sigma management strategy that made General Electric Company full of vitality and gain substantial economic benefits. After that, Six Sigma has gradually turned from a quality management approach into a highly effective business process design, transformation and optimization technology and then the most important strategic measure of companies in pursuit of excellent management in the world. These companies soon applied Six Sigma management philosophy in their business management, which laid a solid management and leadership foundation for the success of them in the competition of globalization and information technology.
在以上的国际大型企业通过实施六西格玛战略获得成功之后，世界 500 强企业也纷纷引入六西格玛管理，由此掀起了六西格玛管理的浪潮。

值得注意的是，一直在质量领域领先全球的日本企业，这其中包括索尼、东芝等，也在九十年代后期纷纷加入实施六西格玛的行列。

韩国的许多知名企业也开始引入六西格玛管理战略。

另外六西格玛管理方法的应用已经不仅仅被国际大型企业应用到优化流程的设计上，而且其应用的范围在逐步扩大，甚至扩展到第三产业，如全球最大的 BZC 网站公司 ，美国最大的花旗银行等也成功地采用六西格玛战略来提高服务质量、维护客户忠诚度，所以六西格玛己不再是一种单纯的、面向降低制造性业务流程成本的质量管理方法，同时也是一种有效的降低服务性业务流程成本的管理方法和战略。

更有一些政府机构也开始采用六西格玛的方法来降低政府的服务成本，改善政府服务水平。

现在已经有许多公司意识到六西格玛的革命性和富有成效的降低成本以及提高产品质量的益处，
开始推动六西格玛。

As the above-mentioned major international companies succeeded through the implementation of Six Sigma strategy, the world's top 500 companies also start to introduce Six Sigma management into their companies and thus set off a wave of Six Sigma management. .It is noteworthy that Japanese companies, which have been leading the world in product quality, including Sony, Toshiba, etc, also started to implement Six Sigma in the late 1990s. South Korea's many well-known companies begun to introduce Six Sigma management strategy, too. In addition to that, Six Sigma method is not only used in the design of optimization process by many large international enterprises but also in other fields, even the tertiary industry. For example, the world’s largest BZC website company , the largest U.S. Citibank, etc also successfully used Six Sigma strategy to improve service quality and maintain customer loyalty. Therefore, Six Sigma is no longer a pure quality management method aiming to reduce manufacturing business costs. It is now also an effective management method and strategy to reduce the cost of service business processes. And some government agencies are beginning to use Six Sigma methods to reduce the cost of government services and improve their service levels. There are already many companies that have realized how revolutionary and effective Six Sigma is in the reduction of costs and the improving of product quality and begun to promote Six Sigma method.
我国的一些大型企业也纷纷学习国外企业先进的管理经验，毫不例外掀起了一股六西格玛热，学习和探索六西格玛管理法的真谛，如澳柯玛、格兰仕、格力等。

但对于绝大多数中国企业来说，尤其是急需提升企业竞争力的中小企业，六西格玛还仅仅停留在理论的认知上。

对于中小企业而言，应用六西格玛管理关键也是最困难的阶段是导入阶段。

本文基于上述现实，选择运杰公司一家小型企业为平台，将六西格玛管理方法运用到小型企业，降低该企业的生产成本，提高产品质量。

Some of China's large enterprises, such as Aucma, Glanz, Gree and so on, also have begun to learn the management experience of foreign companies. A wave to learn and explore the essence of Six Sigma method also appeared just as expected. But for the vast majority of Chinese enterprises, especially those SMEs which urgently need to enhance their competitiveness, Six Sigma still stays at the level of theoretical cognition. For SMEs, the key of the application of Six Sigma management and also the most important stage is the introduction stage. Based on
the above-mentioned realities, the dissertation chooses Yunjie Company, which is a small enterprise, as the platform and applies Six Sigma management method in that small enterprise to reduce its production costs and improves the product quality.
·研究的目的
·Purpose of the Research
我国目前有许多大企业也实施了六西格玛管理，海尔、TCL、联想、移动通信取得了很好的成绩。

然而对于我国的中小企业来说，还没有实施六西格玛管理的意识，主要原因还是对六西格玛管理认识上存在着误区。

六西格玛管理首先是一种改进生产流程的方法，并由此为出发点寻找中小型企业内部的问题，对于生产制造型中小企业来说，同样具有生产流程，因此在企业中实施六西格玛管理是可能的。

There are many large enterprises in China that have implemented Six Sigma management, such as Haier, TCL, Lenovo, and China Mobile, and they have achieved good results. But China's SMEs still has no awareness of the implementation of Six Sigma management, which is mainly due to the errors in their understanding of Six Sigma management. Six Sigma is first a method to improve production process, and then a starting point to locate internal problems of small and medium enterprises. There are production processes within SMEs involved in manufacturing and therefore it is possible to implement Six Sigma in the enterprises.
本文将六西格玛管理方法运用到运杰公司，该公司是一家小型企业，希望通过六西格玛 DMAIC 模型的运用，找到影响运杰公司服装生产成本的主要因素(包括个人因素和组织因素)，建立起六西格玛管理在该公司运行的系统，该系统将更有助于发现公司流程当中所存在的问题，改善公司的生产流程，降低公司生产成本，提高产品质量，此系统是一种持续改进的系统。

它的形成对该公司更具有针对性。

最终希望将六西格玛管理思想引入到具有生产流程的小型企业管理的实践当中去。

This dissertation applies Six Sigma management method to Yunjie Company, which is a small enterprise, hoping that major factors influencing its costs of clothes manufacturing (including personnel factors and organizational factors) can be found through the application the DMAIC model of Six Sigma management. It also attempts to establish Six Sigma
management system for the operation of that company, which will further help indentify existing problems in that com pany’s process, improve the production process, reduce the production costs and improve the product quality. The system will be a kind of continuously-improving system. It is specially formed for that company. The author hopes that finally the Six Sigma management philosophy can be introduced into the management practices of small enterprises with production processes.
·研究方法
·Research Method
本文主要采用的研究方法是实证研究的方法、案例研究法、理论与实践相结合的研究方法。

The major research methods included in this dissertation are empirical research method, case study method, and the research method that combines theories and practices.
·研究的内容
·Contents of the Research
论文总共分为以下几个部分：
The dissertation is divided into the following parts:
引言部分介绍了论文研究的背景和意义、方法、目的和内容。

The introduction part describes the background, significance, methods, purpose and contents of the research.
第一章文献综述部分，论述了六西格玛管理在降低企业成本，提高产品质量，提高竞争力的研究现状，从六西格玛管理的理论研究和六西格玛管理的实践研
究两个方面进行了论述。

Chapter 1 is the literature review. It covers the current research status of Six Sigma in its reduction of business cost, improving of product quality and the enhancing of enterprise competitiveness. The review covers two aspects, namely the theoretical research of Six Sigma management and the practical research of Six Sigma management.
第二章为六西格玛管理的基本理论，论述了六西格玛管理的产生和发展，六西格玛管理研究的方法模型：DMAIC，以及六西格玛管理的基本思想，为之后的六西格玛管理在运杰公司的应用提供了理论支撑。

Chapter II is the basic theory for Six Sigma management. It discusses the emergence and development of Six Sigma, Six Sigma research methods model: DMAIC, and the basic ideas of Six Sigma, which provides theoretical support for the application of Six Sigma's application in the Yunjie Company.
第三章为运杰公司的简介和运用六西格玛管理方法的可行性分析。

Chapter III is the profile of the Yunjie's Company and the feasibility analysis of the application of Six Sigma management method.
第四章为六西格玛管理方法在运杰公司的应用部分，这一部分可以作为六西格玛管理在小型企业当中的应用的案例。

Chapter IV is the application of Six Sigma management method in the Yunjie Company. This part can serve as a Six Sigma application case in small enterprises.
最后为结论部分，
The final part of the dissertation is the conclusion.
各章节之间的关系如图Ⅰ所示。

The relationships between all the chapters are shown in Figure I.
图Ⅰ论文框架
Figure I Framework of the Dissertation
第一章文献综述
Chapter I Literature Review
1.1国外研究综述
Foreign Research
当前，经济全球化进程的推进，以及知识经济时代的到来，质量问题越来越成为经济发展的战略问题。

正如著名质量管理专家朱兰博士所预言的那样，依靠质量取得效益是人类步入21世纪后的最大选择。

通用电气(GE)公司等世界顶级企业的成功历程，给世人展示了走质量经济性管理发展道路的魅力。

六西格玛管理在这些世界顶级企业的发展进程中，发挥了无法估量的作用。

上个世纪七八十年代，摩托罗拉公司因经营不善，将其电视机业务卖给了日本公司;又在日本竞争者面前失去了音响业务;随后，即机市场也开始下滑。

在这样的背景下，摩托罗拉公司的一位工程师开始了他对世界著名的质量先驱—戴明(Edwards Delning)理论的实践。

他就是六西格玛的创始人—麦克尔哈里先生(Mikel Harry)。

麦克尔将戴明的“过程波动是生产不良的来源，提高质量需要用科学方法降低缺陷”，并且探索出了一套减少过程波动的方法。

由于这套方法用到了统计学的知识和技术，他将它称为“六西格玛方法”。

[2]
Currently, with the proceeding of economic globalization and the advent of the knowledge economy era, the problem of quality has become a strategic problem for economic development. As the famous quality management expert Juran had predicted, the gaining of efficiency through the improving of quality is the greatest choice of human after entering into the 21st century. The successes of the world's top businesses like General Electric (GE) Company show the world the charm of the development path of economic management of product quality. Six Sigma management has played an invaluable role in the development processes of the world's top businesses. In the 1970s and 1980s, Motorola sold its TV business to Japanese companies because of poor management; it then lost its stereo business in front of Japanese competitors; shortly after that, the PC market also began to decline. In this context, an engineer at Motorola started his practice of the theories of world-renowned quality pioneer - Deming (Edwards Deming). He is the founder of Six Sigma - Mikel Harry. Michael started from Deming’s theory tha t "process fluctuations are the source of producing undesirable factors and the improvement of quality and reduction of defects requires scientific methods" and explored a set of methods to reduce process fluctuations. As this method uses statistical knowledge and technology, he called it "Six Sigma
methodology." [2]
麦克尔的实践引起了摩托罗拉公司当时的CEO鲍博·盖尔文 (Bob Galvin)的注意。

在盖尔文的支持下摩托罗拉的各个部门开始用这种方法持续地改进产品质量，并在实践中不断地完善，取得了许多宝贵的经验。

自从采取六西格玛管理后，该公司平均每年提高生产率12.3%，由于质量缺陷造成的费用消耗减少了84%，运作过程中的失误率降低99.7%，摩托罗拉公司因此取得了巨大成功，成为世界著名跨国公司，并于 1998年获得美国波多里奇国家质量管理奖。

1992年，博西狄将六西格玛管理引入联合信号公司，并提出“我们不但要给人们提出目标，我们还要提供合适的工具和方法”。

六西格玛改变了联合信号的经营与运作方式，公司的业绩出现了快速增长的势头。

公司的收益从1991年的3.42亿美元增长到1997年的11.7亿美元。

公司的股价增长了8倍。

Michael's practice got the attention of Motorola's then-CEO, Bob Galvin. Under Galvin’s support, all the departments of Motorola’s started to use this method to continuously improve product quality and continuously improve the method in practice. A lot of valuable experience was gained in this process. Since the adaptation of Six Sigma, the company's average annual productivity increase reached 12.3%, the cost due to quality defects reduced by 84%, and the error rate in the operation process dropped by 99.7%. Motorola achieved great success and became a world's leading multinational company. In 1998, it was honoured with the U.S. Malcolm Baldrige National Quality Management Award. In 1992, Bossidy introduced Six Sigma to Allied Signal and pointed out "we not only have to give people the objective but also have to provide them with the right tools and methods." Six Sigma has changed the management and operation modes of Allied Signal. The company's performance began to grow rapidly. The company's earnings increased from 3420 million US dollars in 1991 to 1.17 billion US dollars in 1997. And the company's share price increased by 8 times.
然而，使六西格玛管理真正名声大振，却是在九十年代后期。

通用电气 (GE)CEO杰克·维尔奇 (Jack Welh)在公司全面实施六西格玛模式并取得了辉煌业绩之后。

通用电气(GE)公司自1995年开始引进六西格玛管理模式，此后由该管理模式所产生的效益每年呈加速度递增，每年节约的成本为:1997年3亿美元、1998年7.5亿美元、1999年15亿美元; 1996一2000年六西格玛收益30亿美元，到2001年超过50亿美元，绿带占员工人数的98%，黑带占员工人数3.5%。

利润率从1995年的13.6%上升到了1999年的16.7%。

GE公司总裁杰克·维尔奇 (Jack Welh) 因此说: “六西格玛是GE公司历史上最重要、最有价值、最盈利的事业。

我们的目标是成为一个六西格玛公司，这将意味着公司的产品、服务、交易零缺陷”。

六西格玛管理在摩托罗拉和GE公司两大巨头中试行并取得立竿见影的效果后，逐渐引起了欧美各国企业的高度关注，各大企业也纷纷仿效引进和推行六西格玛质量管理，从而在全球掀起了一场“六西
格玛管理”浪潮。

However, what made Six Sigma really famous happened in the late nineties. After General Electric (GE) CEO Jack Welh (Jack Welh) fully implemented Six Sigma model in the company and achieved brilliant performance, General Electric (GE) started to introduce Six Sigma management model since 1995. Then the economic benefits brought by that management model started to rise at an increasing annual speed. The costs saved every year are: $ 300 million for 1997, $ 750 million for 1998 , $1.5 billion for 1999; from 1996 to 2000 Six Sigma gains $ 3 billion and that number exceeded $ 5 billion in 2001 with Green Belt accounting for 98% of all employees and Black Belt accounting for 3.5% of all employees. Profit margin increased from 13.6% in 1995 to 16.7% in1999. CEO of GE, Jack Welh, therefore said: “Six Sigma is the most important, most valuable and most profitable business in the history of GE .Our goal is to become a Six Sigma company, which would mean zero defects for the company's produ cts, services and trades.” The trials of Six Sigma at Motorola and GE had an immediate effect and that gradually attracted attention from European and the United States companies. Many major companies started to follow GE and Motorola’s suit and introduc e and implement Six Sigma quality management, which set off a worldwide “Six Sigma Management "wave.
六西格玛从电子工业起步，现在己走进了普通制造业、航空业、化工业、冶金业、乃至银行、保险等服务业以及电子商务领域。

近来，六西格玛强劲的发展趋势跨越了国界，走向了世界。

从美国的传奇延伸到了德国、意大利、西班牙、瑞典、瑞士、英国以及亚洲的日本、韩国、中国和印度等。

目前，世界500强企业中，己有很多家著名企业在推进六西格玛管理。

如:联合信号、ABB、福特、陶氏化工、杜邦、东芝、惠尔浦、三星、LG、西门子、爱立信、英特尔、微软等。

Starting from the electronics industry, Six Sigma has now entered the general manufacturing industry, the aerospace industry, chemical industry, metallurgy industry, as well as banking and insurance services, and e-commerce industry. Recently, the strong development trend of Six Sigma has crossed borders and reached to the entire world. It has, first as an American legend, extends to Germany, Italy, Spain, Sweden, Switzerland, UK and Asia countries such as Japan, Korea, China and India and so on. Nowadays, many Fortune 500 companies have been promoting Six Sigma management, such as Allied Signal, ABB, Ford, Dow Chemical, DuPont, Toshiba, Whirlpool, Samsung, LG, Siemens, Ericsson,
Intel, Microsoft and so on.
六西格玛管理作为一种企业战略，最早形成于质量管理领域。

它在发展中借鉴和运用了许多质量管理中的理念和工具，与质量管理理论有着密切的联系:
As a kind of business strategy, Six Sigma was first formed in the quality management field. It has borrowed and utilized a number of quality management concepts and tools in its development and is closely linked with quality management theories:
(1) 流程管理思想
Process Management
企业流程和流程管理并不是一个全新的概念。

最古老的流程思想可以追溯到弗雷德里克·泰勒的科学管理时代。

泰勒的四条管理原则中的第一条就提出:“给每个工人工作的基本组成部分提出科学的工作方法”。

他提出对工作流程进行系统分析，成为工业工程的主要思想。

在工业工程领域，流程指的是生产流程，关注的焦点是流程中某一个职能的某一项活动，流程的分析和设计遵循劳动分工的原则。

Business processes and process management are not new concepts. The oldest process philosophy can be traced back to Frederick Taylor's scientific management era. The first one of Taylor's four principles of management pointed out: "to propose scientific methods of work for the basic components of each worker’s job." He suggested making systematic analysis of the work processes, which has become a major industrial engineering idea. In the field of industrial engineering, process refers to the production process, the focus of which is a particular activity of a function in the process. The analysis and design of the process follow the principle of division of labour.
流程改善和流程思想起源于质量运动。

40年代，贝尔实验室的质量专家首先提出了“质量控制”的概念。

这个概念包括对制造产品的生产流程进行严格的分析和控制，其对象是单纯的制造流程。

后来“质量控制”概念得到了传播，运用的对象从制造流程扩展到产生质量的产品和服务的所有流程。

70年代以日本为先导的全面质量管理 (TQM) ，把流程改善的思想运用在更广泛的企业管理中。

日本的质量专家认为:好的流程，输出的产品和服务质量必然是好的。

TQM追求流程连续、渐进的改善，采用的方法主要是流程图、流程统计测量等。

同时把顾客放在流程运营的焦点上，目的在于通过连续的性能改善来满足顾客的需要。

[3]
Process improvement and the process idea have their origin in the
quality movement. In the 1940s, the quality expert at Bell Labs first proposed the "quality control" concept. The concept includes rigorous analysis and control of the manufacturing process for product manufacturing. The object of it is simply the manufacturing process. Later, the "quality control" concept has been spread with objects used extended from the manufacturing process to all processes of products and services that affect the quality. In the 1970s, the total quality management (TQM) of which Japan is the forerunner, applied the idea of process improvement in a wider range of business management. Japanese quality experts thought: the product and service quality outputted by good process must be good. TQM pursues process continuity and incremental improvement. The approaches it adopted are mainly flow chart, flow statistical measurement and so on. At the same time, the customer was placed at the focus of process operation, aiming to meet the needs of customers through continuous performance improvement. [3]
到了80年代中期和末期，许多公司特别是美国和欧洲的世界一流公司开始怀疑这种连续的改善对满足企业变化的需求是不够的。

信息技术的发展，为流程的彻底改善提供了可能，产生了“价值链”、“为制造而设计”、“并行工程”等思想。

这种思想的共性就在于把关注的焦点由流程的某一职能扩展到所有职能的流程，用信息技术和组织调整来推动整个流程的变化，追求流程业绩的巨大改善。

When it comes to the mid and late 1980s, many world-class companies, especially those in United States and Europe, began to suspect that this kind of continuous improvement is not enough to meet the changing needs of enterprises. The development of information technology offers the possibility for a radical improvement of the process with "value chain", "design for the manufacturing", "concurrent engineering" and other ideas generated. The shared characters of this idea are the expansion of focus from a certain function to all functions’ processes, the use of information technology and organizational changes to promote the process changes, and the pursuit of a substantial process performance improvement.
(2) 朱兰(Joseph H· J uran) 与全面质量管理
Juran (Joseph H · Juran) and Total Quality Management (TQM)
作为世界著名的质量管理专家，朱兰博士的许多观点和著作不但对质量发展做出了巨大贡献，同时也为企业活动的其它领域提供了值得借鉴的方法。

特别是全面质量管理、二八法则应用、质量环等理论，对于六西格玛管理理论的形成和发展有着重大影响。

朱兰博士的“质量计划、质量控制和质量改进”被称为“朱兰三部曲”。

他最早把帕累特原理引入质量管理。

《管理突破》
(Management Breakthrough)和《质量计划》 Quality Planning)是他的经典之著。

由朱兰博士主编的((质量控制手册》 (Qual1ty Control Handbook)被称为当今世界质量控制科学的名著，为奠定全面质量管理(TQM)的理论基础和基本方法做出了卓越的贡献。

朱兰博士认为质量是一种合用性，而所谓合用
性 (Fitness for use)是指使产品在使用期间能满足使用者的需求。

As the one of the world's leading experts in quality management, Dr. Juran has many ideas and writings which not only make great contributions to the development of quality but also provide valuable references for other areas of business activity. Total quality management, Pareto principle application and the quality loop theory, in particular, have a significant impact on the formation and development of Six Sigma management theory. Juran's "quality plan, quality control and quality improvement" is called "Juran Trilogy."He was the first to introduce the Pareto principle into quality management. Management Breakthrough and Quality Planning are his classic books. Qual1ty Control Handbook, of which Dr. Juran is the chief editor, is known as a world famous work on quality control science, which makes outstanding contribution to the laying of the foundation for basic theories and methods of total quality management (TQM). Dr. Juran thinks that quality is a kind of fitness for use and the so-called fitness for use refers to that products can meet the demands of users during its service period.
朱兰博士提出了“突破历程”，由以下七个环节组成:管理层必须证明突破的急切性;突出关键的少数项目，利用帕累托法则分析，突出关键的少数，再集中力量优先处理:寻求知识上的突破;进行分析以及通过试验来找出真正的
原因;决定如何克服变革的抗拒;进行变革;建立监督系统。

质量环 (Quality loop)，也称为质量螺旋 (Quality spiral)。

在这个理论中，朱兰博士认为
要获得产品的合用性，需要进行一系列的工作，即“产品质量是在市场调查、
开发、设计、采购、生产、控制、检验、销售、服务、反馈等全过程中形成的，同时又在这个全过程的不断循环中螺旋式提高”。

[4]
Dr. Juran proposed the "breakthrough process", composed by the following seven links: the management must demonstrate the urgency of breakthroughs; highlight a few key projects, to use of Pareto principle in the analysis to highlight the critical few and then concentrate on the priorities: to seek breakthroughs in knowledge; to conduct analysis and experiment to find out the real reason; to decide how to overcome resistance of change; to change; to establish monitoring systems. Quality ring (Quality loop) is also known as quality spiral. In this theory, Dr. Juran thinks that to get product usability, a series of work are needed. In other words, "product quality is formed in the whole process which covers market research, development, design, procurement, production, control, inspection, sales, service, feedback, etc. At the。