全面质量管理与质量成本【外文翻译】

外文文献翻译译文

一、外文原文

原文：

Total quality management and cost of quality During 1950 Feigenbaum introduced the concept of Total Quality Control (TQC) into western countries, as a management tool to improve product design and quality by reducing operating costs and losses. 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 and in the future”.

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 the same time, ensure satisfactory business development by continuous improvements.

For an organization to function effectively and efficiently, it has to identify numerous linked activities. An activity 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.

The process of TQM consists of three major activities:

- Setting the policy and strategy of the organization,

- effectively and efficiently managing the organization, and

- seeking continuous improvement.

Firstly, the fundamental concepts of Total Quality Management are introduced. When this is understood the question that arises is “what can we do to implement the TQM principles in our organization?”. At this point we will understand the need to ex plain further the meaning and fundamentals of the “quality improvement” and how to manage quality improvement. A set of tools for quality improvement has to be installed in our organization so that it is adequately equipped for quality

improvement and TQM. To understand TQM in practice a few quality philosophers and their approach to quality will be presented. The ultimate goal of TQM is to give benefits to the organization e.g. by minimizing the cost of quality and maximizing productivity.

The philosophy of the Total Quality Management is applicable 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 to 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 customer needs and seeking continuous improvement.

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 degree of improvement achieved can be measured, monitored and controlled.

Problems are present in all real situations. These problems provide opportunities for improvement. Problems are there to give 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 basis are essential.

Quality improvement is a continuous activity, aiming to ever higher levels of process effectiveness and efficiency. Situations requiring improvements may arise from different studies and surveys, from systematic monitoring of the laboratory activity, from analyses of various measurement results and statistics etc.

A quality driven laboratory is constantly seeking the opportunities 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 should be encouraged to use them.For the best use of available resources priorities for improvement should be reviewed before action is taken.