1、 1 外文资料翻译 Historical development of TQM The idea of quality is not new and has its origins in inspection-based systems used in manufacturing industries5. In order to reduce the number of faulty goods passed onto the customer, products were inspected during the manufacturing process. The products und
2、er inspection were compared v,7ith a standard and any faulty goods not reaching the standard were weeded out and either scrapped, or repaired and sold as seconds. These types of inspection based quality systems were found to have several disadvantages: Where an inspection did not reveal the faulty i
3、tem, the problem was passed on to the final user or customer. Inspection-based systems are expensive because they are based on rectifying faults. Inspection-based systems? Remove responsibility from the workers and place it onto the inspectors. Inspection-based systems give no indication of why a pr
4、oduct is defective. For these reasons and also because products were becoming more complex, inspection-based systems were replaced by systems of quality control based on statistical sampling. One of the gurus of these systems was Deming. The main focus of Demings work was improvement of the product
5、by reduction in the amount of variation in design and manufacturing. To him variation was the chief cause of poor quality. He believed that variation came from two sources: common causes and special causes. Common causes were those that came about as a result of problems in the production process, w
6、hereas special causes were a result of a specific individual or batch of material. In construction terms a common cause might include the sealing of baths against glazed tiles, since there is a fault with the actual design itself and not the material or worlul1anship involved. A special cause on the
7、 other hand might include a bricklayer mixing the mortar in too weak a mix. In order to achieve improvement in quality through reduced variation Deming outlined a 14 point system of management. These points focus on the process, in that Deming believed it is systems and not workers which are the cau
8、se of variation. His points include: 1. Create and publish the aims of the company 2 2. Learn the new philosophy of quality 3. Cease dependence on mass inspection 4. Do not award business based purely on price 5. Constantly improve the system 6. Institute training 7. Institute leadership 8. Drive ou
9、t fear and create trust 9. Break down barriers between departments 10. Eliminate slogans and targets 11. Eliminate numerical quotas 12. Remove barriers to pride in workmanship 13. Institute self improvement and a programmer of training and retraining 14. Take action to accomplish the change. Deming
10、believed that once a quality system was set in motion it resulted in a quality chain reaction (Figure 7.2). That is as quality improves costs decrease, as do errors and delays. This causes an increase in productivity and an increase in market share brought about by better quality at lower price. Thi
11、s means the company is more competitive and provides more employment. Along with Deming, Juran, another American quality consultant, introduced quality control techniques to the Japanese. As the consumption of manufactured goods continued to raise over the next thee decades Japanese products became
12、to dominate Western markets. This was because Japanese goods, largely due to their superior quality systems, were of higher quality than their Western counterparts. Whereas quality management had developed as a subject in its own right in Japan, Western quality methods had remained unchanged since t
13、heir introduction in the 1950s. There can be little doubt that this gap in quality between American and Japanese goods was one of the drivers of the quality revolution that is taking place in the US and Europe. The word revolution is not used lightly, as recent years have indeed witnessed a fundamen
14、tal change in the way quality is viewed. Whereas prior to the 1980s quality was internally focused, it is now customer or externally driven. The concept of quality is now strongly related to the idea that an organization is a series of processes and that for each of these processes there are custome
15、rs. These customers may be internal to the organization but by satisfying them the end product will be improved and the end user satisfied. In addition, and as seen from ti1e definitions given above, TQM is now viewed 3 as a much broader philosophy than the traditional techniques of quality control
16、It now encompass all of the organization from senior management right through to customers and suppliers. Finally, whereas the older techniques of quality control relied on inspection, TQM relies on prevention6. It would be wrong to assume that Deming was the sole guru of quality； other practitioner
17、s have disagreed with his approach. Jurans idea of quality for example was not as wide ranging as Demings and rather than attempting radical change, he sought to improve quality by working within the existing system of the organization. Crosbys quality philosophy was different again； placing greater
18、 emphasis on behavioral aspects than on the statistical analysis used by Deming. The ideas put forward in this chapter therefore are not based solely on the ideas of Deming but on a combination of ideas that are understandable in the context of the construction industry. However this work does not s
19、uggest a rigid procedure for TQM because no such thing exits. TQM is a philosophy not a technique. A philosophy implies a way of thinking and in this context TQM offers its biggest challenge. The way that people think is determined by their culture and in order to instill TQM in the company it is necessary for the organization to undergo a cultural change. This idea of a cultural shift is closely allied to a modem idea in construction management: that of the paradigm shift.
