本科毕业设计
外文文献及译文
文献、资料题目：Leadership to Improve Quality 文献、资料来源：期刊
文献、资料发表（出版）日期：2014.6.10院（部）：管理工程学院
专业：工程管理
班级：工管101
姓名：张明晨
学号：2010021089
指导教师：卢国华
翻译日期：2014.6.10
外文文献：
Leadership to improve quality within an organization By addressing these main issues, it is expected that management can better institute quality changes within the organization. Without fully understanding how to achieve quality, it stands to reason that management cannot successfully implement changes within an organization to attain quality.
DEFINITION OF QUALITY
First off, people need to understand the meaning of quality in order to implement it. Many definitions of quality exist based on the public‘s perc eption of products and services. In the U.S. market, many consumers want the most for their money, and producers want to produce goods and services at the most profit for their company, resulting in each individual having their own definition of quality. One person may believe that buying the most expensive product or service means they purchased something with the best quality. Another person may think that purchasing something from a well-known brand or hiring a prominent service provider means they purch ased quality. Webster‘s Third New International Dictionary has several definitions for quality, including: ―a degree of excellence;‖ ―a special or distinguishing attribute;‖and ―something that serves to identify a subject of perception or thought in the r espect of which it is considered.‖Ultimately, when people purchase ―quality‖ items,
they buy something that fulfills their perception or need for
the good or service.
Producers possess different views of quality in comparison
to consumers. To producers, everything revolves around making a product or providing a service consumers view as ―quality‖ while keeping costs low. Ball 2006, p. 39 discusses how producers can reach equilibrium between customer satisfaction and company costs using a theory called cost of quality COQ :
COQ has the potential to be a useful tool in optimizing both quality and financial returns, yet it frequently turns into a high-level estimate of the costs associated with poor quality without providing the operational-level decision making tools truly
needed. Costs are often analyzed and controlled within each division, while quality problems, underlying root causes, corrective actions, related costs,and long-term preventive activities will span multiple divisions. That‘s why it become s important to recognize when decisions impacting quality are made in one division but generate costs in another division, typically downstream.Quality can certainly impact customer loyalty and customer acquisition costs.
Although improvements to the process in one divisionmay enhance quality in that division, it may cause another division‘s costs to increase. Managers need to look at the company‘s situation as a whole to improve processes for maintaining customer satisfaction while still keeping costs low, thus upholding the producers‘ definition of quality.
Unlike producers, consumers do not consider manufacturing
costs, but rather the purchase price and what they receive for their money. Some consumers use a different criterion for evaluating quality when deciding which product or service to purchase versus quality experienced after purchase. Essentially, producers can heavily market and advertise an otherwise poor-quality product that then may initially sell well, but lose market share later. Day and Castleberry 1986, p.
95 break up a consumer‘s decision-making process when purchasing something into
a ―prepurchase‖ and―postpurchase‖evaluation. They believe a ―prepurchase evaluation of ?quality‘ is a means by which consumers make judgments about the likelihood of a product or service fulfilling some perceived need, and postpurchase evaluation of quality is the means by which consumers assess whether their expectations have been met or exceeded.‖ When producers make a product or offer a service, they need to consider two things: 1 what will make the consumer purchase the product; and 2 what will make the consumer continue to purchase the product if the product is disposable or other products from the same company. Using Day and Castleberry‘s 1986 theory of the consumer‘s quality evaluation, producers of goods and services can market their companies to cater toward the needs of consumers within the industry. In order for a company to gain a reputation for quality, management needs to gain a commitment to producing quality goods and
services from their employees.
Finally, the definition of quality depends on who evaluates it. Although dictionaries have a definition for quality, they provide only a general description. A more specific definition of quality differs for each person and party since so many components can affect a person‘s perception of quality. As the two previous examples show, the criteria for quality changes based on who is doing the evaluating. Therefore, no discrete definition of quality exists. However, through appropriate leadership, quality can be achieved regardless of a specific definition. Management needs to commit to creating a quality process within the organization and lead employees in attaining it.
APPROACH
Quality has been a highlight in numerous publications due to its enticing effect on organizational management. However, in some circumstances the appeal of implementing a quality process sometimes clouds the decision making of management. The sound of a new quality process may intrigue management to force implementation within an organization without properly planning out a way to ease everyone into the transition. Instead of leaping into an unfamiliar process, small steps to ease everyone into a new way of operating with quality would be a better and more rational management decision. Figure 1 explains the approach of this study in outlining the needs of leadership for smoother implementation of a quality process. It is also suggested that organizations adopt the approach outlined in Figure 1 to introduce quality management in their workplace. In this regard, it is important that organizations understand Japanese quality to the best extent they can.
Although this process may seem more time consuming, and introducing change is no doubt a taxing process Singh and Shoura 2006a , management should see less resistance once employees understand their role in the organization. Upfront costs time and financial should pay off in the long run through improved quality and a more involved workforce.
COMMITTING TO QUALITY THROUGH
EMPOWERMENT
The first step management is recommended to take when committing themselves to quality lies in empowering their employees. When employees feel empowered, they take more pride in their work, which positively affects the level of quality at which they perform their work. Empowering employees does not eliminate the role of management. On the contrary, management‘s role becomes a more important one in that they transform a mindset of monitoring statistics of workforce productivity to one of encouraging and implementing new ideas on how to be more productive as suggested by the workforce. Successful implementation of workforce empowerment requires some flattening of the organization. Organizational flattening means reducing levels of supervision in order to improve efficiency between management and workers. Supervisory duties condense in order to improve communication between levels within the organization. Management may relinquish some responsibility to workers in order to gain buy-in from the remainder of the workforce. Through this act, workers become empowered by participating more in what were previously considered management-only decisions. Juran 1989, p. 294 believes management needs to ensure several key factors to achieve workforce empowerment:
1. Upper management must undergo the training needed to understand and support the objectives of the participation concept: to develop people by using their education, experience, and creativity to improve company operations.
2. Other members of the management team managers, supervisors, and staff specialists must accept the concept of participation, realizing that in doing so they will be delegating to the workforce some activities that have in the past been regarded as ―management prerogatives.‖
3. These same members must undergo sufficient training in quality matters to be able to understand what is being offered to the workforce. In addition, the first line of supervision must undergo minimally the same training program as will be offered to the workforce.
4. Management must face up to the workforce‘s apprehension. If workers feel that management hears their voices, employees will feel that they matter and end up taking more pride in their work. Feedback from people with first-hand experience will
help the organization discover areas of improvement. Management‘s commitment to empowerment of the workforce brings the organization one step closer to improving quality.
When management encourages the empowerment of their employees, self-actualization of employees will influence an improvement within the organization. Employees are an organization‘s greatest asset. The knowledge, dedication, and pride of each employee will help improve the quality within an organization. Shoura and Singh 1999, p. 46 believe:
The pursuit toward self-actualization is also a drive to exploit the human potential for expanding the mind‘s capabilities. Usually, human achievements are made and felt in those great moments that Abraham Maslow called ―peak experiences,‖ where one feels joy, happiness, bliss,wholeness, beauty, aliveness, perfection, completeness, justice, order, simplicity, richness, effortlessness, playfulness, and self-sufficiency. Beyond peak experiences, and in organizational settings, immediate advantages are gained by widening one‘s own horizon outside the necessary knowledge listed on one‘s organizational job description. Organizations can reap great benefits by encouraging employees and by capitalizing on these unutilized frontiers. Maslow‘s motivation principles are based on acquiring higher knowledge to seek the ultimate potential in awareness.
Through empowerment, organizations will motivate their employees to improve areas within the organization, including quality. Employees work first-hand with the processes and procedures set forth by management. They understand which areas can be improved. If employees feel encouraged by management to speak up, many areas within an organization will improve. Overall, quality will be one of the most obvious areas of improvement since people desire praise and recognition for a job well done. When quality improves, people have done a good job.
AMERICAN AND JAPANESE QUALITY PHILOSOPHIES
American Philosophy
Americans adopted the Ta ylor system of ―scientific management‖in the early twentieth century. This system separated planning from execution, causing an increase
in production;but conversely, it also caused a decline in craftsmanship and quality since the human side was ignored. Work tasks for individuals became clearly defined and specialized, which ended up causing negative effects within the organization.One consequence of Taylor‘s scientific approach was that workers lost touch with the essence of their jobs. This prompted Juran and Gryna 1993, p. 169 to observe: ? Workers do not understand how their job contributes to
the mission of the organization. Also, they often do not
know their internal suppliers, their internal customers,
and the associated needs.
? The work itself is often monotonous and meaningless and
lacks a sense of accomplishment.
? Feedback to workers of the information they need to regulate
the process is often inadequate or missing.
? Little opportunity is provided for workers to participate in
quality improvement projects.
Unfortunately, management‘s eyes focused on the productivity of the organization instead of the product and employee quality. Specialized workers could potentially benefit an organization, but only if integrated within the organization to improve processes and product output.
Too often in American work culture, management takes credit for all positive productivity in the company and blames workers for the negativity. Deming 1982, p. 147–148 states:
No concept has been more misunderstood by American managers, academics, and workers than productivity. For workers in America a call for increased productivity carries with it the threat of layoffs. Managers understand productivity to be an economic trade-off between efficiency and product quality. Business-school courses on management are often watered down to numerical games of inventory control and production flow in which financial budgeting and tight control are oversold as effective management tools. On production floors and in corporate offices, sociological verbiage has replaced a basic understanding of human behavior…. As
long as management is quick to take credit for a firm‘s successes but equally swift to blame its workers for its failures, no surefire remedy for low productivity can be expected in American manufacturing and service industries.
If management resorts to blaming workers for inefficiencies in production or cost, the workers will not want to put their best foot forward in producing a quality product or service. Sometimes, workers may not cause the inefficiencies. If external effects delay production or delivery of a service, management needs to understand that some things cannot be helped and will occur no matter how one prepares.
Deming believes that when a work environment lives in statistical control—meaning workers know their job and have developed a way of detecting defects within the system—management should not blame workers for delays unless the delays or defects within the system could be foreseen. Deming 1982, p. 251 wrote
Do not show to a production worker a defective item and not tell him about it, unless his chart detected the existence of a special cause, in which case he should have already noted it from his control chart and sought the cause and removed it. A basic principle presumed here is that no one should be blamed or penalized for performance that he cannot govern. Violation of this principle can only lead to frustration and dissatisfaction with the job, and lower
Production.
Management needs to decipher when a worker commits malpractice and when external factors cause delays or defects. Deming 1982 believes ―good management and supervision require knowledge of the calculations that will separate the two kinds of causes.‖ When management takes the easy way out and blames the worker for all delays and defects, morale decreases, causing productivity and quality to decline.
There is no doubt that the human relations‘ approach has sought to change the status quo in America to good ends. Likert 1961 established some decades ago that participative organizations were more productive than autocratic organizations. The Saturn automobile manufacturing plant in Georgia is one testimony to the extreme use of empowering workers, with notable success.
General Motor‘s Sat urn plant in Tennessee created a unique atmosphere where empowered workers and management work together in harmony. Specifically, workers possess the power to make decisions, initiate quality improvements, and assign resources—functions previously understood as traditional managerial prerogatives. The philosophy of this great experiment, which sent waves of excitement through the modern industrial world, exemplifies a principle where workers on the job have important and relevant knowledge that managers sitting in their offices do not.Workers operate this plant—everyone can see their success. Workers share rewards and financial gains as a result of involvement in participatory systems.
Saturn exhibited conscious decision making, high inflow of information to workers, high level of socialization, and rare dismissals. The Saturn plant embodied the full implementation of modern participatory management theories Levine 1999. Regrettably unfortunate as it may sound, this experiment is slated to terminate in 2008-2009, owing to financial constraints affecting GM and other U.S. automakers ―Innovative‖2004, thus allowing for layoffs. The change does not reflect on the success of Saturn‘s employee empowerment system, but rather results from a more endemic design problem affecting U.S. automobiles that makes them less competitive to Toyota or Honda, which once again brings into
focus the clash between Japanese and American quality philosophies.
Japanese Philosophy
Management constantly compares American industry with the Japanese in their aim to work productively and efficiently. Unfortunately, Americans may not be able to achieve the same success as the Japanese due to cultural differences. Kindlarski 1996, p. 110–112 comments: Drs. Deming and Juran on their missions to Japan in the early 1950s soon realized that the Japanese culture, tradition, honor, ambition, loyalty, kindness, friendliness and group spirit constitute an excellent base for inducing a creative pro-quality movement to proceed from the ranks of low-level employees and to be competently and systematically motivated by the top management of the Japanese industry....
The U.S. approach is based on MIL-STD-9858 quality program requirements and puts great stress on management duties while releasing lower-level employees from thinking about quality. Quality circles are generally considered to be the determining factor of the Japanese approach to quality, but quality circles failed in the United States and in Europe, probably owing to the short-term commercial attitude of society, as opposed to the long-term patience and loyalty of Japanese employees.
Comparing American workforce performance to the Japanese can be like comparing apples to oranges. The mentality and culture of the Japanese contributes to their efficiency. In Japanese society, honor plays a large role in everyday life. Dishonoring oneself by producing defective products, delivering inadequate services, or delaying the company‘s schedule is highly unacceptable in Japanese culture.Japanese workers can spend whole lives working for one company because the company treats them like family and supports the worker‘s needs. Garvin 1983, p. 72–73 notes:
The Japanese system of permanent employment also helped to improve quality. Before they are fully trained, new workers commit intentional errors. Several American companies observed that their workers‘ inexperience and lack of familiarity with the product line contributed to their high defect rates. The Japanese, with low absenteeism.And turn over, faced fewer problems of this sort.
In addition, because several of the U.S. plants were part of larger manufacturing complexes linked by a single union, they suffered greatly from ―bumping.‖ A layoff in one part of the complex would result in multiple job changes as workers shifted among plants to protect seniority rights. Employees whose previous experience was with another product would suddenly find themselves assembling room air conditioners. Sharp increases in defects were the inevitable result.
Japanese companies take care of their employees so their employees will take care of the company, and this motivation keeps Japanese workers loyal to their employer. Unfortunately, the competitiveness of American society cannot mirror the operating style of Japanese companies. In order to motivate American workers to work productively and efficiently, management needs to come up with other means of
gaining loyalty from their workers.
When management starts thinking in this manner, workers will feel appreciated by their employer and work with more pride and attentiveness to quality.
This is not yet empowerment, however. For empowerment to be reality, people must also be clearly cognizant of the opportunity to exercise freedom of choice. We believe that this can only happen in a fully practiced leadership system. But even that is not enough: preparation, competency to do right, must be provided as well. This is a system of profound leadership.
Dahlgaard et al. 1998 go on to state that empowerment gives people power to correctly judge the right thing, know what must be done, prepare to do what must be done, and wisdom and courage to do the right thing.
their focus lies solely in cost efficiency. By investing in quality through training, the organization will see that long-term savings overcome short-term costs.
INVESTING IN QUALITY
Educating employees on how to work efficiently to produce a quality product or service does not come without a cost. Significant gains do not come without taking some losses. When management invests in training, employees work more knowledgeably and efficiently since they understand their job and can find ways to improve. Management also needs to receive training, especially when it comes to quality. As long as everyone expands their knowledge, new discoveries for improvement will help enhance quality. This investing in training is the means of investing in quality.
Training Employees
Initially, training employees on quality processes and procedures will delay production until workers feel comfortable with the new way of working. Whenever employees learn a new process or method, they experience a learning curve effect. Phillips et al. 1983, p. 27 discuss learning curves in the following:
It is costly for a company when workers need to rework products or reperform services because something went wrong the first time. When companies rush to get a product out into the market, workers may overlook the appropriate attention to detail
required in creating a quality product just to meet a deadline. Sometimes sacrificing a small delay in schedule will prevent rework, cause a longer delay in schedule, and an increase in cost. The following situation, quoted in the article ―Demystifying What Quality Means‖ 1992,p. 284, relates a situation where quantity preceded quality, and thus cost escalated due to rework:
We were busy making quantity, not quality. . . . We did what our customers wanted.We got the product to them quickly, even if that meant the car had to be assembled at the dealership and taken back three ti mes.‖ Moreover, management had been misled to believe that implementing quality cost more. But in fact, the Japanese were selling better cars and producing better stereo systems for less money then American counterparts. These days the common denominator demands that quality mean the best product at the lowest possible price. In fact, quality products cost less to produce.A large percentage of a company‘s gross sales goes to poor quality—as measured by repairs, rework and scrap costs, returned goods, warranty costs, inspection costs,and lost sales.
Wright (1997) recounts a situation where a manager needed to exert leadership when implementing a company wide quality change. This manager previously thought her role entailed only managing individuals. Now, she sees her role as managing the interaction between the functions that impact on her service and managing the formal and informal interrelationship of work teams. She understood that leading by example would hopefully inspire a change in her staff since she had no control over altering the mentality of her staff, but did have control in helping to facilitate changes and development. In the end, she differentiated the factors she could control and those she could not. For the factors she could not control, she changed her reaction to them to limit or enhance their effect on her, the employees, and the organization. Ultimately, she believed, ―All staff, but particularly management, should have two obligations: one is to do their job; the second is to improve i t‖ Wright 1997, p. 317.
When supervisors and management react positively to change, their employees feel more encouraged to adapt to the situation. If supervisors and management react
negatively, employees will also resist the change making implementation harder on the organization. This is a profound statement, because employees often tend to follow their leaders. As managers, one of the key skills to their job lies in leadership. Workers look to their managers in times of uncertainty, such as during a transitional period of quality changes within an organization. Leadership of management comes into play when supervisors and managers take employees under their knowledgeable wing and teach them about quality through on-the-job training.
CORE V ALUES FOR QUALITY
By building accountability into the work process, management tries to eliminate loopholes where employees can hide defects. By ensuring the workforce maintains responsibility for their actions, the organization assures compliance to quality practices.
In the United States, companies invariably concern themselves with producing a quality product at the most economical price, and this is the commonly held belief, as well. However, when companies constantly change their supplier, competition lies within the manufacturing of the product versus the purchasing of the product. Consumers end up losing out due to the lack of quality products available. If the attitude of manufacturers changed from a short-term to a long-term standpoint, more companies would trust their suppliers allowing for investments of new technology and equipment to produce a higher quality product. Kelly et al.1992, p. 53 reinforce this theory:
Many large manufacturers still treat suppliers like disposable diapers, changing them frequently to get the best price. And playing suppliers off against each other—which even Ford still does—keeps them short of capital to modernize. That‘s one reason U.S. factories have more outmoded equipment than the plant of other industrialized countries: The average age of the U.S. equipment is around fourteen years, which experts believe doubles the figures for Japan and Europe. Contentious tactics also spawn distrust, which may help explain the lackluster record, so far, of the 250-oddR&Dconsortiums formed in the United States since1982.
Research and development R&D has a finite role in improvement, but could
actually negate its influence if constants, such as suppliers, act as variables. By sticking to a select group of suppliers, R & D can work more effectively and other variables, like technology, can be changed.
LEADERSHIP FOR QUALITY
IN THE CONSTRUCTION INDUSTRY
Adoptions from Manufacturing
Throughout this paper, references to implementing a quality process reflect established processes from the manufacturing industry. Processes such as lean construction, flexible construction, computer-integrated construction, and quality control are examples of manufacturing processes modified to fit the needs of the construction industry. The construction industry preserved the main concepts of these processes so when dissected, the construction version of quality processes mimic those of manufacturing.
Previously, the construction industry did not pay particular attention to similar manufacturing models and change, two elements that actively contribute to efficiency and quality on the constructed project. For instance, change requires a strong initial force to overcome the inertia in an organization Singh and Shoura 2006a ; this initial force is akin to providing leadership. However, recent studies have shown a change in this mentality to one of adopting established processes to enhance change, and therefore quality. Price et al. 2004, p. 29 reinforce this notion:
Although the construction industry is often reluctant to adopt external models, significant changes have also occurred in the management of construction processes. Greater emphasis is now being given to teamwork, and new structures are emerging both within construction organizations and throughout construction supply chains. This process of change has been accelerated by several government-supported initiatives.
Lastly, quality needs to be maintained by establishing core values that employees and managers can follow. Creating and maintaining the foundation for the com pany‘s quality process will determine the longevity of its success. Consumers place such high emphasis on quality these days that companies need to respond to these requests in
order to survive. If a company does not make quality improvements, they will go out of business.
Leadership in construction is not different in principle to leadership in manufacturing. Indeed, many terms and principles in construction are adopted from manufacturing. In any event, leadership is a prerequisite for introducing teamwork and change to the quality process.
Leadership always plays a major role in any organization. But, in order to implement a successful quality process in an organization, leadership needs to be strong and committed. Following the three key principles above will help organizations attain quality. As Aristotle said, ―quality is not an act,b it‘s a habit.‖ Organizations and people need to make a habit of producing quality work. The road to quality lies in leadership.
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Sharilyn Shiramizu is a naval architect at Pearl Harbor
Naval Shipyard and Intermediate Maintenance
Facility in Pearl Harbor, Hawaii. Amarjit Singh is an
associate professor in the department of civil and environmental
engineering at the University of Hawaii at Manoa,inHonolulu,Hawaii.
中文译文：
在组织内提高质量的领导能力
每个人都追求质量，但质量的含义却因人而异。有些人从消费者的角度审视
质量，而其他人却从供应者的角度审视质量。本质上，质量观念指满足那些追求质量的人的要求。一旦质量被具体定义，管理过程需采取三个步骤来保证质量过程的顺利完成和保持。质量过程的委派，投资，保持的过程，直接包含机构员工对质量完成过程的协助作用。这篇文章确立了员工授权机制，质量过程中的员工培训机制，逐渐在机构内灌输质量过程中作为坚实基础的核心价值。通过比较美日间的文化习俗与方法论的差异，强调培训管理和培训员工的重要性，强调培训管理和培训员工的重要性，本文作者探索了建立成功团体的步骤。本质上，一个机构的品质确保完全依赖于出色的领导能力。
许多人认为为保证品质，需要投入大量时间金钱与精力。尽管此理论在根本上是有道理的，从长远来看，在完成和保持品质方面，组织机构的领导力起至关重要的作用。品质不可能一夜之内一蹴而就。职工与其公司需倾其精力实现品质执行与质量方针，以赢得品质保证的美誉。为实现机构内质量的可持续发展，有以下三个关键：（1）通过授权激励雇员们倾其精力于他们的工作；（2）投入时间和金钱进行培训并且培养员工成为领导者；并且（3）加强员工的核心价值观，以保持质量。如果在组织内管理人员和工人相信实现成功的领导，质量是可以实现的。
目的
许多文章都写到过程和程序影响质量。目前，许多企业，尤其是那些联邦政府，更加注重提高质量。不幸的是，有些人普遍认为，在组织中引入完善的品质流程会没有任何阻力和难度的奇迹般地工作。实际上，管理经验来自于他们的员工阻力，如果他们觉察到质量改进工艺已被强加给他们。包括质量流程在内的许多变化都被日本人成功的控制。然而，由于日本和美国文化的不同，在美国的体制内落实建立日本的质量管理流程可能不会有相同的效果。本文探讨了在一个组织过程中实施质量前必须解决的几个问题：对不同的人定义质量和质量的含义；比较美国和日本哲学的质量；确定什么是一个组织提高质量最重要的；并且确定一个组织如何维护质量。
解决了这些问题，机构内的管理才有望更好得保证质量改变。不能完全理解追求品质的方法，组织的管理便不可能通过改变实现质量保证。
质量概念
首先，需要理解质量的概念才能实现质量保证。许多质量的概念的存在是以产品服务的公共概为基础的。在美国市场，消费者希望能最大限度的利用自己的金钱，生产者希望制造产品和服务以产生最大的效益，导致了双方不同的质量概念。有人认为昂贵意味着高质量的产品。其他人则认为在知名的品牌购置商品或雇佣服务提供者等同于购买质量。韦伯斯特的第三版国际词典有质量一词的定义，包括：“卓越的程度”，“一种特别或显著的属相”以及“某种有助于在事物本身基础上确定观念和思想主题的东西”。最后，在人们购买质量物品时，他们会选购能满足对服务质量的认知和需求的产品。
相比于消费者，生产者有不同的质量观念。对于生产者来说，一切以生产产品和提供服务为中心并且保证低成本的基础上的都可称之为质量。鲍尔（2006，第39页）利用了一种叫做品质成本的理论来讨论了在消费者的满意度以及公司花费两者之间达到均衡的方式。
COQ有望成为质量和财务收益最佳化的一个有用的工具，然而它经常变成预测低质量产品成本的高水平估价工具，不能为操作标准提供其真正需要的决策性的工具。各部门独自分析决定费用，然而，优于根本原因，纠正措施，相关花费，和长期的预防活动的质量问题，却跨越多个部门。这就是辨认一个部门拟定了质量决策在另一个部门产生花费的重要性，尤其是资金下移......质量一定会影响消费者的对产品的忠诚度以及购置成本。
尽管一个部门的工序改进可以提过本部门的质量，却可能导致另一个部门花费的增加。管理者需要以全局的角度来审视公司的状况，在保证客户满意度的同时保持低成本，进而肯定了生产者的质量概念。
不同于生产者，消费者考虑的是购买价格和金钱换来的东西，而不是生产成本。在决定购买产品或消费服务时，一些消费者有着不同的质量评判标准。重要的是，生产者会着重销售和宣传低质量产品，虽然最开始卖的很好，但是最后却丢了市场份额。戴和卡斯尔伯里把消费者购买产品的决定过程分为“购买前”评估和“购买后”评估。他们认为购买前通过对产品质量的评估，消费者判断产品服务能打到自己感觉性需求的可能性。购买后评估，则评判产品服务是否满足甚至超出了预期。生产者制造产品或者提供服务时，需要考虑两方面：（1）如何让消费者购买产品（2）如何让消费者继续购买使用此产品（假设产品是一次性的）
或者购买此公司的其他产品。利用戴和卡斯尔伯里的消费者质量评估理论，产品服务的生产者可以针对消费者的需求来推销自己的公司。公司为了赢得品质保证的美誉，管理部门需要雇员恪守保证产品服务品质的承诺。
最后，质量概念取决于评估者本人。尽管词典对质量做了定义，但只提供了一般性的描述。更具体的质量概念因人而异因党而异，因为太多的成分能左右个人对质量的定义。因此，不存在抽象的质量概念。管理部门需要致力于制定品质保证过程，并使雇员严格恪守。
过程
鉴于质量在机构管理中的诱人的效应，大量的刊物对质量尤为强调。然而，某些情况下，品质保证的执行却使管理决策混乱。新的品质工序使管理部门在没能相想出办法使雇员慢慢适应新的品质工序的情况下强制员工执行。相比于突然跳入一个不熟悉的工序，一步步得使员工适应新的品质执行方法是更好更合理的管理决策。
表格1解释了此研究的过程，满足领导对更平稳得完成质量工序的需求。建议机构采取图1所示的过程采用品质管理。由此看来，公司尽可能最大限度得理解日本品质是至关重要的。
尽管这个过程会耗费大量的时间，引进改变无疑使一个繁重的过程（辛格和沙国2006a），只要员工理解他们在机构中的角色那么管理部门应该减少限制。通过提高的品质和更投入的劳动力，预付的成本（时间和金钱）长远上会有回报。
授权承诺质量
承诺质量时，建议采取第一步管理步骤是授权雇员。当雇员被授权，他们对工作有更大的自豪感，积极得影响他们完成完成工作的水平。授权员工并不能省略管理的重要性。相反，管理使劳动力生产效率的监控数据的思维模式变得鼓励执行新理念，像劳动力受得启发变得多产，因此管理变得更加重要。
成功的劳动力授权的执行需要机构的扁平化。机构的扁平化就是降低监督管理水平，以便提高管理部门和员工的效率。为了在剩余劳动力中汲取价值，管理部门可能需要放弃员工部分责任。通过此举，员工被授权更多得参与决策。朱兰（1989，p.294）
认为管理需要确保几个关键因素来实现员工授权。
Load and Ultimate Moment of Prestressed Concrete Action Under Overload-Cracking Load It has been shown that a variation in the external load acting on a prestressed beam results in a change in the location of the pressure line for beams in the elastic range.This is a fundamental principle of prestressed construction.In a normal prestressed beam,this shift in the location of the pressure line continues at a relatively uniform rate,as the external load is increased,to the point where cracks develop in the tension fiber.After the cracking load has been exceeded,the rate of movement in the pressure line decreases as additional load is applied,and a significant increase in the stress in the prestressing tendon and the resultant concrete force begins to take place.This change in the action of the internal moment continues until all movement of the pressure line ceases.The moment caused by loads that are applied thereafter is offset entirely by a corresponding and proportional change in the internal forces,just as in reinforced-concrete construction.This fact,that the load in the elastic range and the plastic range is carried by actions that are fundamentally different,is very significant and renders strength computations essential for all designs in order to ensure that adequate safety factors exist.This is true even though the stresses in the elastic range may conform to a recognized elastic design criterion. It should be noted that the load deflection curve is close to a straight line up to the cracking load and that the curve becomes progressively more curved as the load is increased above the cracking load.The curvature of the load-deflection curve for loads over the cracking load is due to the change in the basic internal resisting moment action that counteracts the applied loads,as described above,as well as to plastic strains that begin to take place in the steel and the concrete when stressed to high levels. In some structures it may be essential that the flexural members remain crack free even under significant overloads.This may be due to the structures’being exposed to exceptionally corrosive atmospheres during their useful life.In designing prestressed members to be used in special structures of this type,it may be necessary to compute the load that causes cracking of the tensile flange,in order to ensure that adequate safety against cracking is provided by the design.The computation of the moment that will cause cracking is also necessary to ensure compliance with some design criteria. Many tests have demonstrated that the load-deflection curves of prestressed beams are approximately linear up to and slightly in excess of the load that causes the first cracks in the tensile flange.(The linearity is a function of the rate at which the load is applied.)For this reason,normal elastic-design relationships can be used in computing the cracking load by simply determining the load that results in a net tensile stress in the tensile flange(prestress minus the effects of the applied loads)that is equal to the tensile strength of the concrete.It is customary to assume that the flexural tensile strength of the concrete is equal to the modulus of rupture of the
中等分辨率制备分离的 快速色谱技术 W. Clark Still,* Michael K a h n , and Abhijit Mitra Departm(7nt o/ Chemistry, Columbia Uniuersity,1Veu York, Neu; York 10027 ReceiLied January 26, 1978 我们希望找到一种简单的吸附色谱技术用于有机化合物的常规净化。这种技术是适于传统的有机物大规模制备分离，该技术需使用长柱色谱法。尽管这种技术得到的效果非常好，但是其需要消耗大量的时间，并且由于频带拖尾经常出现低复原率。当分离的样本剂量大于1或者2g时，这些问题显得更加突出。近年来，几种制备系统已经进行了改进，能将分离时间减少到1-3h，并允许各成分的分辨率ΔR f≥（使用薄层色谱分析进行分析）。在这些方法中，在我们的实验室中，媒介压力色谱法1和短柱色谱法2是最成功的。最近，我们发现一种可以将分离速度大幅度提升的技术，可用于反应产物的常规提纯，我们将这种技术称为急骤色谱法。虽然这种技术的分辨率只是中等（ΔR f≥），而且构建这个系统花费非常低，并且能在10-15min内分离重量在的样本。4 急骤色谱法是以空气压力驱动的混合介质压力以及短柱色谱法为基础，专门针对快速分离，介质压力以及短柱色谱已经进行了优化。优化实验是在一组标准条件5下进行的，优化实验使用苯甲醇作为样本，放在一个20mm*5in.的硅胶柱60内，使用Tracor 970紫外检测器监测圆柱的输出。分辨率通过持续时间（r）和峰宽（w,w/2）的比率进行测定的（Figure 1），结果如图2-4所示，图2-4分别放映分辨率随着硅胶颗粒大小、洗脱液流速和样本大小的变化。
华北电力大学科技学院 毕业设计（论文）附件 外文文献翻译 学号：121912020115姓名：彭钰钊 所在系别：动力工程系专业班级：测控技术与仪器12K1指导教师：李冰 原文标题：Infrared Remote Control System Abstract 2016 年 4 月 19 日
红外遥控系统 摘要 红外数据通信技术是目前在世界范围内被广泛使用的一种无线连接技术，被众多的硬件和软件平台所支持。红外收发器产品具有成本低，小型化，传输速率快，点对点安全传输，不受电磁干扰等特点，可以实现信息在不同产品之间快速、方便、安全地交换与传送，在短距离无线传输方面拥有十分明显的优势。红外遥控收发系统的设计在具有很高的实用价值，目前红外收发器产品在可携式产品中的应用潜力很大。全世界约有1亿5千万台设备采用红外技术，在电子产品和工业设备、医疗设备等领域广泛使用。绝大多数笔记本电脑和手机都配置红外收发器接口。随着红外数据传输技术更加成熟、成本下降，红外收发器在短距离通讯领域必将得到更广泛的应用。 本系统的设计目的是用红外线作为传输媒质来传输用户的操作信息并由接收电路解调出原始信号，主要用到编码芯片和解码芯片对信号进行调制与解调，其中编码芯片用的是台湾生产的PT2262，解码芯片是PT2272。主要工作原理是：利用编码键盘可以为PT2262提供的输入信息，PT2262对输入的信息进行编码并加载到38KHZ的载波上并调制红外发射二极管并辐射到空间，然后再由接收系统接收到发射的信号并解调出原始信息，由PT2272对原信号进行解码以驱动相应的电路完成用户的操作要求。 关键字：红外线；编码；解码；LM386；红外收发器。 1 绪论
Journal of Industrial Textiles https://www.doczj.com/doc/0217315076.html,/ Optimization of Parameters for the Production of Needlepunched Nonwoven Geotextiles Amit Rawal, Subhash Anand and Tahir Shah 2008 37: 341Journal of Industrial Textiles DOI: 10.1177/1528083707081594 The online version of this article can be found at: https://www.doczj.com/doc/0217315076.html,/content/37/4/341 Published by: https://www.doczj.com/doc/0217315076.html, can be found at:Journal of Industrial TextilesAdditional services and information for https://www.doczj.com/doc/0217315076.html,/cgi/alertsEmail Alerts: https://www.doczj.com/doc/0217315076.html,/subscriptionsSubscriptions: https://www.doczj.com/doc/0217315076.html,/journalsReprints.navReprints: https://www.doczj.com/doc/0217315076.html,/journalsPermissions.navPermissions: https://www.doczj.com/doc/0217315076.html,/content/37/4/341.refs.htmlCitations: - Mar 28, 2008Version of Record >>
五分钟搞定5000字－外文文献翻译 在科研过程中阅读翻译外文文献是一个非常重要的环节，许多领域高水平的文献都是外文文献，借鉴一些外文文献翻译的经验是非常必要的。由于特殊原因我翻译外文文献的机会比较多，慢慢地就发现了外文文献翻译过程中的三大利器：Google“翻译”频道、金山词霸（完整版本）和CNKI“翻译助手"。 具体操作过程如下： 1.先打开金山词霸自动取词功能，然后阅读文献； 2.遇到无法理解的长句时，可以交给Google处理，处理后的结果猛一看，不堪入目，可是经过大脑的再处理后句子的意思基本就明了了； 3.如果通过Google仍然无法理解，感觉就是不同，那肯定是对其中某个“常用单词”理解有误，因为某些单词看似很简单，但是在文献中有特殊的意思，这时就可以通过CNKI的“翻译助手”来查询相关单词的意思，由于CNKI的单词意思都是来源与大量的文献，所以它的吻合率很高。 另外，在翻译过程中最好以“段落”或者“长句”作为翻译的基本单位，这样才不会造成“只见树木，不见森林”的误导。 注： 1、Google翻译：https://www.doczj.com/doc/0217315076.html,/language_tools google，众所周知，谷歌里面的英文文献和资料还算是比较详实的。我利用它是这样的。一方面可以用它查询英文论文，当然这方面的帖子很多，大家可以搜索，在此不赘述。回到我自己说的翻译上来。下面给大家举个例子来说明如何用吧 比如说“电磁感应透明效应”这个词汇你不知道他怎么翻译， 首先你可以在CNKI里查中文的，根据它们的关键词中英文对照来做，一般比较准确。
在此主要是说在google里怎么知道这个翻译意思。大家应该都有词典吧，按中国人的办法，把一个一个词分着查出来，敲到google里，你的这种翻译一般不太准，当然你需要验证是否准确了，这下看着吧，把你的那支离破碎的翻译在google里搜索，你能看到许多相关的文献或资料，大家都不是笨蛋，看看，也就能找到最精确的翻译了，纯西式的！我就是这么用的。 2、CNKI翻译：https://www.doczj.com/doc/0217315076.html, CNKI翻译助手，这个网站不需要介绍太多，可能有些人也知道的。主要说说它的有点，你进去看看就能发现：搜索的肯定是专业词汇，而且它翻译结果下面有文章与之对应（因为它是CNKI检索提供的，它的翻译是从文献里抽出来的），很实用的一个网站。估计别的写文章的人不是傻子吧，它们的东西我们可以直接拿来用，当然省事了。网址告诉大家，有兴趣的进去看看，你们就会发现其乐无穷！还是很值得用的。https://www.doczj.com/doc/0217315076.html, 3、网路版金山词霸（不到1M）：https://www.doczj.com/doc/0217315076.html,/6946901637944806 翻译时的速度： 这里我谈的是电子版和打印版的翻译速度，按个人翻译速度看，打印版的快些，因为看电子版本一是费眼睛，二是如果我们用电脑，可能还经常时不时玩点游戏，或者整点别的，导致最终SPPEED变慢，再之电脑上一些词典（金山词霸等）在专业翻译方面也不是特别好，所以翻译效果不佳。在此本人建议大家购买清华大学编写的好像是国防工业出版社的那本《英汉科学技术词典》，基本上挺好用。再加上网站如：google CNKI翻译助手，这样我们的翻译速度会提高不少。 具体翻译时的一些技巧（主要是写论文和看论文方面） 大家大概都应预先清楚明白自己专业方向的国内牛人，在这里我强烈建议大家仔
https://www.doczj.com/doc/0217315076.html,/finance/company/consumer.html Consumer finance company The consumer finance division of the SG group of France has become highly active within India. They plan to offer finance for vehicles and two-wheelers to consumers, aiming to provide close to Rs. 400 billion in India in the next few years of its operations. The SG group is also dealing in stock broking, asset management, investment banking, private banking, information technology and business processing. SG group has ventured into the rapidly growing consumer credit market in India, and have plans to construct a headquarters at Kolkata. The AIG Group has been approved by the RBI to set up a non-banking finance company (NBFC). AIG seeks to introduce its consumer finance and asset management businesses in India. AIG Capital India plans to emphasize credit cards, mortgage financing, consumer durable financing and personal loans. Leading Indian and international concerns like the HSBC, Deutsche Bank, Goldman Sachs, Barclays and HDFC Bank are also waiting to be approved by the Reserve Bank of India to initiate similar operations. AIG is presently involved in insurance and financial services in more than one hundred countries. The affiliates of the AIG Group also provide retirement and asset management services all over the world. Many international companies have been looking at NBFC business because of the growing consumer finance market. Unlike foreign banks, there are no strictures on branch openings for the NBFCs. GE Consumer Finance is a section of General Electric. It is responsible for looking after the retail finance operations. GE Consumer Finance also governs the GE Capital Asia. Outside the United States, GE Consumer Finance performs its operations under the GE Money brand. GE Consumer Finance currently offers financial services in more than fifty countries. The company deals in credit cards, personal finance, mortgages and automobile solutions. It has a client base of more than 118 million customers throughout the world
译文（一） THE ACCOUNTING REVIEW V ol. 83, No. 3 2008 pp. 823–853 市场参与者的杜邦分析的使用 马克?t?Soliman 华盛顿大学 文摘:杜邦分析,一种常见的财务报表分析，依靠于净营业资产收益率的两个乘法组件:利润率和资产周转率。这两个会计比率衡量不同的构造。因此,有不同的属性。之前的研究已经发现,资产周转率的变化是未来收益的变化正相关。本文全面探讨了杜邦组件和沿着三个维度有助于文学。首先,本文有助于财务报表分析文献,发现在这个会计信息信号实际上是增量学习会计信号在先前的研究在预测未来收益。其次,它有助于文学在股票市场上使用的会计信息通过检查眼前和未来的股本回报投资者应对这些组件。最后,它增加了分析师的文献处理会计信息的再次测试直接和延迟反应的分析师通过同期预测修正以及未来预测错误。一致的跨市场加入者的两组,结果表明是有用的信息就是明证杜邦组件和股票收益之间的联系以及维度分析师预测。然而,我发现预测未来预测错误和异常返回信息处理表明似乎没有完成。平均水平,分析表明杜邦组件代表增量和可行的操作特征信息的公司。 关键词:财务报表分析、杜邦分析、市场回报、分析师预估。 数据可用性:在这项研究中使用的数据是公开的来源显示的文本。 在本文中,我分析杜邦分析中包含的信息是否与股市回报相关和分析师预测。之前的研究文档组件从杜邦分析,分解的净营业资产收益率为利润率和资产周转率,有解释力对未来盈利能力的变化。本文增加了文献综合研究投资者和分析师反应杜邦组件三个维度。首先,它复制先前记录的预测能力和检查是否健壮和增量其他预测已经考虑在文学的存在。其次,它探讨了使用这些组件的股市投资者通过观察同生和未来收益。在同时代的长窗协会和短时期限信息测试,结果显示积极联系杜邦组件和股本回报率。但小未来异常返回交易策略显示的信息可能不完整的处理。最后,检查当前预测修正由卖方分析师和未来的预测错误。尽管他们似乎修改他们的预测未来收益与这些杜邦组件中的信息一致,修订似乎不完整就是明证可预测的未来预测错误。一致的市场参与者,在两组同期结果表明,信息是有用的,但是未来的测试表明,信息处理似乎没有完成。 由金矿和笔者(2001)提供了一个使用剩余收益的股票估值方法框架,给出了一个简单的财务比率分析的直接映射到股票估值。特别是他们用杜邦分析,分解公司的净营业资产收益率(RNOA)利润率(PM)和资产周转率(ATO)点的地方1。PM和ATO会计信号,测量不同结构对一个公司的业务2。PM 往往是来自定价权,如产品创新,产品定位,品牌知名度,先发优势和市场定位。ATO措施资产利用率和效率,通常来自于有效的利用财产,工厂和设备,有效的库存流程;和其他形式的资本管理工作3。 我们有理由期待竞争力量的影响这两个来源盈利能力不同。大的利润率通常吸引新进入者进入市场或快速模仿新思想从现有的竞争对手。由此产生的竞争导致高利润率回归正常水平,暗示更多暂时的利益。与利润不同,然而,竞争可能少威胁要部署一个有效的资产。更难以模仿另一个公司的高效生产流程因为这样模仿通常包括大型和昂贵的改革目前的工厂和操作。 1.具体来说,RNOA营业收入/平均净营业资产,PM营业收入/销售和ATO销售 /平均净营业资产。此后,点和ATO被称为“杜邦公司组成”。另一个常见的形式是分解罗伊(利润杠杆资产周转率)或(NI /产品销售/资产资产/股本)。讨论的“估值理论和RNOA”部分,我在分析使用RNOA为了专注于操作,因此抽象从公司的融资决策。 2.例如,阿伯克龙比和惠誉赚取高额利润通过出售used-looking服装被认为是时髦和青少年所要
目录 1.理论............................................... - 2 - 2.实施............................................... - 3 - 3. 范例.............................................. - 4 - 4.变化和扩展......................................... - 6 - 4.1 利用梯度方向，以减少参数...................... - 6 - 4.2 Hough变换的内核............................... - 6 - 4.3Hough曲线变换与广义Hough变换.................. - 6 - 4.4 三维物体检测（平面和圆柱）.................... - 6 - 4.5 基于加权特征.................................. - 7 - 4.6 选取的参数空间................................ - 7 - 4.6.1 算法实现一种高效椭圆检测................ - 8 - 5.局限性............................................. - 8 - 6. 参见.............................................. - 8 - 参考文献............................................. - 9 - 附件: ............................................... - 10 -
毕业论文外文文献翻译 毕业设计（论文）题目关于企业内部环境绩效审计的研究翻译题目最高审计机关的环境审计活动 学院会计学院 专业会计学 姓名张军芳 班级09020615 学号09027927 指导教师何瑞雄
最高审计机关的环境审计活动 1最高审计机关越来越多的活跃在环境审计领域。特别是1993-1996年期间，工作组已检测到环境审计活动坚定的数量增长。首先，越来越多的最高审计机关已经活跃在这个领域。其次是积极的最高审计机关，甚至变得更加活跃：他们分配较大部分的审计资源给这类工作，同时出版更多环保审计报告。表1显示了平均数字。然而，这里是机构间差异较大。例如，环境报告的数量变化，每个审计机关从1到36份报告不等。 1996-1999年期间，结果是不那么容易诠释。第一，活跃在环境审计领域的最高审计机关数量并没有太大变化。“活性基团”的组成没有保持相同的：一些最高审计机关进入，而其他最高审计机关离开了团队。环境审计花费的时间量略有增加。二，但是，审计报告数量略有下降，1996年和1999年之间。这些数字可能反映了从量到质的转变。这个信号解释了在过去三年从规律性审计到绩效审计的转变（1994-1996年，20％的规律性审计和44％绩效审计;1997-1999：16％规律性审计和绩效审计54％）。在一般情况下，绩效审计需要更多的资源。我们必须认识到审计的范围可能急剧变化。在将来，再将来开发一些其他方式去测算人们工作量而不是计算通过花费的时间和发表的报告会是很有趣的。 在2000年，有62个响应了最高审计机关并向工作组提供了更详细的关于他们自1997年以来公布的工作信息。在1997-1999年，这62个最高审计机关公布的560个环境审计报告。当然，这些报告反映了一个庞大的身躯，可用于其他机构的经验。环境审计报告的参考书目可在网站上的最高审计机关国际组织的工作组看到。这里这个信息是用来给最高审计机关的审计工作的内容更多一些洞察。 自1997年以来，少数环境审计是规律性审计（560篇报告中有87篇，占16％）。大多数审计绩效审计（560篇报告中有304篇，占54％），或组合的规律性和绩效审计（560篇报告中有169篇，占30％）。如前文所述，绩效审计是一个广泛的概念。在实践中，绩效审计往往集中于环保计划的实施（560篇报告中有264篇，占47％），符合国家环保法律，法规的，由政府部门，部委和/或其他机构的任务给访问（560篇报告中有212篇，占38％）。此外，审计经常被列入政府的环境管理系统（560篇报告中有156篇，占28％）。下面的元素得到了关注审计报告：影响或影响现有的国家环境计划非环保项目对环境的影响;环境政策;由政府遵守国际义务和承诺的10％至20％。许多绩效审计包括以上提到的要素之一。 1本文译自：S. Van Leeuwen.(2004).’’Developments in Environmental Auditing by Supreme Audit Institutions’’ Environmental Management Vol. 33, No. 2, pp. 163–1721
文献翻译 原文 Combining JSP and Servlets The technology of JSP and Servlet is the most important technology which use Java technology to exploit request of server, and it is also the standard which exploit business application .Java developers prefer to use it for a variety of reasons, one of which is already familiar with the Java language for the development of this technology are easy to learn Java to the other is "a preparation, run everywhere" to bring the concept of Web applications, To achieve a "one-prepared everywhere realized." And more importantly, if followed some of the principles of good design, it can be said of separating and content to create high-quality, reusable, easy to maintain and modify the application. For example, if the document in HTML embedded Java code too much (script), will lead the developed application is extremely complex, difficult to read, it is not easy reuse, but also for future maintenance and modification will also cause difficulties. In fact, CSDN the JSP / Servlet forum, can often see some questions, the code is very long, can logic is not very clear, a large number of HTML and Java code mixed together. This is the random development of the defects. Early dynamic pages mainly CGI (Common Gateway Interface, public Gateway Interface) technology, you can use different languages of the CGI programs, such as VB, C / C + + or Delphi, and so on. Though the technology of CGI is developed and powerful, because of difficulties in programming, and low efficiency, modify complex shortcomings, it is gradually being replaced by the trend. Of all the new technology, JSP / Servlet with more efficient and easy to program, more powerful, more secure and has a good portability, they have been many people believe that the future is the most dynamic site of the future development of technology. Similar to CGI, Servlet support request / response model. When a customer submit a request to the server, the server presented the request Servlet, Servlet responsible for handling requests and generate a response, and then gave the server, and then from the server sent to
A Case Study of Pattern-based Software Framework to Improve the Quality of Software Development Chih-Hung Chang, Chih-Wei Lu Dept. of Information Management, Hsiuping Institute of Technology No.11, Gongye Rd., Dali City, Taichung County, Taiwan(R.O.C.) 886-4-24961123 ext 3112 {chchang,cwlu}@ https://www.doczj.com/doc/0217315076.html,.tw William C. Chu Dept. of Computer Science and Information Engineering, Tunghai University No.181, Sec. 3, Taichung Port Rd.,Taichung City, Taiwan (R.O.C.) 886-4-23508983 cchu@https://www.doczj.com/doc/0217315076.html,.tw Nien-Lin Hsueh Dept. of Information Engineering and Computer Science, Feng Chia University No. 100 Wenhwa Rd., Taichung, Taiwan (R.O.C.) 886-4- 24517250 ext 3773 nlhsueh@https://www.doczj.com/doc/0217315076.html,.tw Chorng-Shiuh Koong Dept. of Computer and Information Science, Taichung University No.140, Ming-Sheng Rd., Taichung City, Taiwan (R.O.C.) 886-4-22183804 csko@https://www.doczj.com/doc/0217315076.html,.tw ABSTRACT In recent years, development of the software industry and demand for software systems have increased rapidly, but developers often does not know whose suggestion to follow regarding methodologies of software engineering. One reason for that is the difficulty in applying new software engineering technologies. Developers take a long time to train. Another reason is the difficulty in integrating CASE toolsets. So many indeterminate factors make the development process more and more complex. On the other hand, software development is too customized, and software reuse is difficult. T he reasons above are the cause for software development and maintenance to become more complex and difficult to control. In this paper we explore the importation of a software pattern-based framework, and the development of an ERP/support chain system. Based on software patterns, developers can separate development and business so as to reduce problems caused by the developer’s lack of business experience. T he quality of the product can thus be enhanced, software development costs be reduced, and software maintenance be improved. Keywords Design Pattern, Framework, Software Development Process, XML 1.INTRODUCTION In Object-Oriented T echnology, the property of inheritance allows software components to be reused, which can obviously reduce the cost of software development. For this reason, to produce a highly reusable software component is an important goal of software engineering. However, programmers are usually focused on code reuse while ignoring design reuse. Design patterns provide a clear concept of design structure by describing the relationships of inheritance and reference between components of the system. Design patterns are a series of familiar usages and constructions utilized throughout system design. Design patterns allow rapid coding of certain components by following certain patterns of steps. T his can improve the documentation and maintenance of existing systems by providing an explicit specification of class, object interactions and their underlying intents. One of the main purposes of design patterns is to help software engineers to understand the common characteristics of software objects/components in specialized domain. In recent years, due to the development and maturation of WWW and Java [14] technologies, many applications are now web applications or leaning in that direction. Many software concepts are utilized for the web as well, such as Design Patterns and Frameworks. The Apache Struts [12] and Spring Framework [13] are both open source frameworks used to address and reduce the complexity of developing an enterprise application. T he advantage of using a framework is the layered architecture it provides. Layered architecture allowed users to choose the component desired, while also providing the integration framework when developing application using J2EE. T hese developing web concepts can facilitate the development of web applications. However, these very useful tools and concepts lack a systematic organization. We hope to use these open source software technologies to develop a software framework which can be applied to web application. T his should solve the problem of web applications lacking a good structure, while through applying these open source software technologies, software development costs will be reduced. Furthermore, a guideline for programmers who wants to use these open source technologies will be provided. This paper is organized as follows: In the next section, we discuss works related to our project; in section 3, the open source technologies used in the paper and the system implementation will be described; Section 4 is a sample experiment. T he conclusion is given in section 5.