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1、Quality control refers to the process, most often implemented in manufacturing, of monitoring the quality of finished products through statistical measures and an overall corporate commitment to producing defect-free products. Quality control principles can also be utilized in service industries.The
2、 term quality control came into common use in the 1950s thanks to W. Edward Deming, whose Fourteen Points have become the bible for quality control proponents. With the post-war world returning to normal manufacturing patterns, Deming preached that inspecting products for quality after they were man
3、ufactured was unacceptable. Instead, he proposed a process known as statistical quality control that would use closely monitored performance measures to gauge quality as a product was being manufactured. The goal of statistical quality control was to gather data that would allow for the constant imp
4、rovement of manufacturing processes, which would in turn improve quality control. Introducing such statistical controls could be expensive, but Deming argued that instituting quality measures ultimately saved companies money.Another important tenet of Demings beliefs was that upper management was la
5、rgely to blame for quality failures. He firmly believed that, given the right tools and working environment, workers would strive to create the highest quality products possible. In Demings own words, the basic cause of sickness in American industry and resulting unemployment is failure of top manag
6、ement to manage. He believed that strong leadership led to an inspired work force that did not fear management and did not fear taking chances when seeking ways to improve quality.If strong leadership is the buzzword for managers in a quality environment, then empowerment is the key concept for work
7、ers in Demings system. Improved education and training are the key factors in reaching employees and making them believe that their increased participation in the work process is an essential part of improving quality. Involvement, participation, and teamwork are seen as absolute musts if a quality
8、workplace is to be created.The Japanese were the first to adopt Demings Fourteen Points, and with great success. As an example, Deming learned of one Japanese factory that doubled production in just one year and was expecting to gain an additional 25 percent improvement the following year, with no i
9、ncrease in the amount of hours worked. All this occurred as a result of simply improving quality. What is most significant about this achievement is the year it happened1951. Many American and European companies chose to ignore these dramatic results and nearly perished as a result. Critics contend
10、that by the time American manufacturing plants realized that quality control was a significant issue, it was the late 1970s and Japanese firms such as Honda and Sony were taking over large portions of the American consumer market.In the 1990s, most American firms have embraced quality control practi
11、ces. Analysts indicate that when firms first began adopting these principles, many went too far, becoming bogged down in quality control charts and measurements of inconsequential operating factors. In too many cases, American industry went from ignoring statistical quality control to applying it to
12、 every single facet of a business, no matter how small. This overemphasis quickly disappeared, however, and has been replaced by a commitment to overall quality control that is unprecedented in the American workplace.The Scope of Japanese InfluenceBecause they have been practicing quality management
13、 since the 1950s, the Japanese are still the leader in producing quality products in a number of industries and are still the role model for U.S. companies to emulate. For example, a study of the air conditioning industry in the early 1990s found that the worst Japanese air conditioning plant had an
14、 error rate that was less than one-half that of the best U.S. company.This drastic difference is largely due to the Japanese adherence to one of Demings most important ideasthat quality should be designed in to a product instead of inspected out. Japanese firms treat suppliers as equals, sharing inf
15、ormation with them as if the supplier was an internal department of the company. This ensures that quality is already a part of the product before it is even manufactured.Another common practice in Japan that has found its way to the United States are quality circles. Workers are brought together on
16、 a regular basis to brainstorm about quality and manufacturing processes, all with an eye towards improving quality. The circles are a success if management follows through on its end of the deal and incorporates the suggestions made in the quality circles into operations. When workers see their sug
17、gestions implemented, it increases their confidence in management and in the company as a whole, which in turn increases their commitment to the company and to producing high quality goods.A highly trained work force is one of the keys to producing quality goods, and the training programs of many Am
18、erican companies reflect this recognition, for they are allocating more time and money to this area. Still, many U.S. companies lag behind in this respect. Researchers have stated that a higher commitment to training and lifelong learning are needed if the commitment to quality is to continue.Today,
19、 the key components of quality control that were preached by Deming and practiced by the Japaneseincluding benchmarking, supplier partnering, and continuous improvementhave found their way into American industry. Each of these components demands a closer look.BenchmarkingBenchmarking is a continuing
20、 process of measuring products, services, and practices against your strongest competitors. More simply stated, it means using the best companies as the yardstick against which your company measures itself. If your company comes up short, than improvements must be made to ensure that your products a
21、re just as high in quality as those of your competitor.There are two types of benchmarking. The first, competitive benchmarking, entails benchmarking against direct competitors in the marketplace. This can include comparing specific numerical or statistical measurementsreturn on assets used, market
22、share, etc. The more detailed information that can be obtained about a competitor, the better.The second method, noncompetitive benchmarking, can take two forms. The first is measuring your company against the best companies in the world, regardless of industry. Companies such as 3M, Coca-Cola, and
23、General Electric are considered to be trendsetters and leaders in quality, so companies from nearly every industry study them and copy their best practices. Business analysts note that noncompetitive benchmarking is a broaderand sometimes more usefulinstrument of quality control. By only benchmarkin
24、g against competitors, a company only ensures it will be as good as that competitor. By benchmarking against the best companies in the world, a company can aspire to be as good as those companies and can surpass the competition in its own industry. Additionally, companies may find it easier to gain
25、access to information about companies they do not compete with because they are not seen as a threat to the well-being of the company.The second type of noncompetitive benchmarking is internal benchmarking, which involves comparing functions or processes in different departments within the same orga
26、nization. Internal benchmarking is often seen as a logical starting point for a business that is attempting to use benchmarking for the first time.To successfully benchmark, a company must first look closely at its own practices and conduct a rigorous self-assessment. Once that self-assessment is co
27、mpleted, the company has a good idea of where it stands on each quality issue and can successfully compare itself to other companies. The self-assessment must be honest and thorough. It should identify weaknesses, but should also highlight strengths. Improving weaknesses that are identified should b
28、e tied to stated company strategic aims.Supplier PartneringSupplier partnering is an increasingly common practice in the United States. Simply put, it means that manufacturers work directly with their parts and components suppliers to improve quality at the suppliers location. This can involve direc
29、t participation in the suppliers operationsthat is, staff from the manufacturer might work on-site at the suppliers office or provide technical assistance and equipmentor simply a very close working relationship that more resembles a partnership rather than a simple business transaction between two
30、unrelated companies.One of the biggest methods of partnering with suppliers involves sharing the use of statistical controls. This is an underdeveloped area in the United States that should grow in the coming years. Most manufacturers have switched to outsourcing as a means of cutting the costs of p
31、roduction. This increased emphasis on outsourcing means that the companies that supply the parts or components must place just as much emphasis on quality as the manufacturer if the finished product is to be high quality.Among the quality issues that still need to be addressed in the manufacturer-su
32、pplier relationship are: Inconsistent quality levels from suppliers, even from different plants of the same supplier. While most first-level, or Tier 1, suppliers have made a commitment to quality control, that commitment has yet to be made by Tier 2 suppliers (those companies that supply smaller pa
33、rts or raw material to the Tier 1 supplier). The importance of quality must trickle all the way down the supply chain to be meaningful. In many industries, mergers are occurring at a record pace. Whenever a merger of two suppliers occurs, there is the chance that quality will suffer while the detail
34、s of the merger are hammered out.In many industries, especially the auto industry, manufacturers are overcoming these supplier problems by helping the suppliers meet quality standards.The other facet of supplier partnering means that the manufacturer also actively seeks out feedback from the supplie
35、r on how the formers operations can be improved. Suppliers often have a unique perspective on the industry they work in and on the companies they supply and can provide valuable advice on how to make changes for the better. When this happens, it is important that the two companies have a framework i
36、n place to manage the partnering system. This can mean that the manufacturers purchasing department would be deemed as the intermediary between the two companies, passing information from the supplier back to the appropriate internal customers.Continuous ImprovementContinuous improvement (CI) is a m
37、ethod for improving every facet of a companys operations and increasing competitiveness by developing a companys resources. The improvement can involve many goalsproducing products with zero defects or achieving 100 percent customer satisfactionbut CI has the same basic principles no matter what the
38、 goal: Involve the entire company at all levels Find savings by improving existing processes, not by investing more money Gather data about company operations and quantify that data, which becomes the baseline against which improvements will be measured Do not forget that common sense is perhaps the
39、 most important component of CI Do not just give lip service to improvementimplement or practice ideas.Continuous improvement most often involves creating a team that includes representatives from all areas of the company. The team first spends time learningabout the company they work for (looking a
40、t it in new ways) and about other companies (benchmarking is common during this phase). The necessary quantitative data is created. The team then proposes solutions to management and begins to implement those solutions. Once that is achieved, follow-up mechanisms must be put in place that seek addit
41、ional improvements as time goes by. The team might change members with the passage of time, but hopefully it will become an established and accepted part of the company even as its roster changes. If the endeavor works as planned, the team will have improved quality to show as a result of its initia
42、l efforts. This can make even skeptical employees buy into the concept, which in turn leads to the continued search for even more improvementshence the term continuous improvement. Follow-up mechanisms can include regular audits or regularly scheduled meetings to evaluate progress.Other Quality Buzz
43、wordsQuality control and literature about it have become a huge cottage industry in the business world. In addition to the terms outlined in this article, there are several other popular concepts and terms associated with quality control that are actually offshoots of the larger issue, or separate i
44、ssues altogether. Among the most popular are:Finally, there is one term associated with the quality control movement that is too broad and too important to cover here. Total quality management, or TQM, has become an important quality movement in its own right and is fully explained in a separate ent
45、ry in this book.The Future of Quality ControlDespite the growing importance of quality control in the United States, there is still room for improvement in many areas. One of the most important is the attitude towards teams, especially cross-functional ones. Teams are recognized by quality experts a
46、s one of the best ways to increase speed to market and improve quality. Slowly, as American firms adopt other quality measures, they are also adopting the team philosophy. Still, improvements must be made. Too many firms still rely on the old styles of product development and production, handing off
47、 responsibility for a product from one department to the next with no interaction between the departments.质量控制是指整个过程中，在制造业最经常实施的质量监测，通过统计的措施，以及整体企业承诺生产无缺陷产品的产品。质量控制的原则也可以运用在服务业。术语“质量控制”形成于20世纪50年代，为感谢爱德华戴明，他的“14点”已经成为质量控制的支持者共同使用。在战后随着世界回到正常生产模式，戴明鼓励质量检查后，他们生产的产品是不可接受的。相反，他提出的“统计质量控制”，将使用性能的措施，密切监测评
48、估优质服务的过程作为一种产品被制造。统计质量控制的目的是为了收集数据，以便为制造过程，这将反过来提高质量管理而不断改善。引入这种统计控制可能是昂贵的，但戴明认为，实行质量的措施，最终节省公司的钱。另一个戴明的信念的重要宗旨是，高层管理人员，主要是归咎于质量故障。他坚信，只要有合适的工具和工作环境，工人将努力创造最高品质的产品成为可能。在戴明自己的话说，“在美国工业界疾病的根本原因和造成的失业是高层管理人员没有管理。”他认为，强有力的领导导致了灵感的劳动大军，没有恐惧，没有恐惧管理冒险时设法提高质量。如果强有力的领导是管理者在一个优质的环境口号，那么权力是在戴明的系统工人的关键概念。改进教育和培
49、训是在实现员工的关键因素，并使他们相信，他们在工作过程中更多地参与是提高质量的重要组成部分。参与，参与和团队协作被看作是绝对的，如果质量工作务必要创建。日本是第一个采用戴明的14个点的国家，并取得卓越成就。作为一个例子，日本的一个工厂，在短短一年翻了一番生产，并期待获得一个额外的百分之二十五以下改进一年的时间没有量的增加，学习工作。所有这一切的发生是由于单纯提高质量的结果。什么是最重要的是对这一成就的一年它的发生。1951年，许多美国和欧洲公司选择忽略这些戏剧性的结果，几乎因此而丧生。一些批评家指出，美国制造业的时候意识到，工厂的质量控制是一个重要的问题，它是20世纪70年代后期，如本田和索尼日本公司接管了美国消费市场的大部分。在20世纪90年代，大多数美国公司都接受的质量控制措施。分析家指出，当公司刚开始采用这些原则，许多走得太远，成为深陷质量控制图和无关紧要的经营因素的测量。在许多情况下，美国工业就从无视统计质量控制，应用到每一个业务单一的方面，无论多么小。这过分强调迅速消失，然而，已经由一