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品检质量控制中的统计过程控制方法在现代工业生产中，如何保证产品质量的稳定和可靠性是一个重要的问题。
统计过程控制（Statistical Process Control，简称SPC）是一种常用的质量控制方法，通过对生产过程中的数据进行统计和分析，帮助企业实现对质量的持续监控和改进。
本文将介绍品检质量控制中常用的统计过程控制方法，包括控制图、过程能力分析和六西格玛方法。
控制图是一种直观简单且易于理解的统计工具，用于监控生产过程中的关键指标。
控制图一般由上限线、下限线和中心线组成，中心线表示过程的平均水平，上下限线则代表了过程的变异性。
通过收集和记录采样数据，可以绘制出控制图，并根据数据的变化情况来判断过程是否处于控制状态。
常用的控制图包括均值图和极差图。
均值图用于监测过程的平均水平是否稳定。
通过对一系列样本均值的统计，绘制出均值图，可以直观地判断过程是否存在系统性变化。
如果数据点超出了控制限，就说明过程中可能存在特殊原因的影响，需要进行进一步分析和改进。
极差图则用于监控过程的变异性。
极差是指样本中最大值与最小值之间的差异，极差图通过对一系列样本极差的统计，可以判断过程的变异性是否处于控制状态。
同样，如果数据点超出了控制限，就需要进行原因分析和改进措施的制定。
除了控制图之外，过程能力分析也是品检质量控制中的重要工具。
过程能力分析的目的是评估生产过程是否具有满足需求的能力。
常用的过程能力指标包括过程平均值与规格上下限之间的距离、过程的标准偏差以及过程的允许偏差范围。
通过分析过程能力指标，可以得出生产过程是否稳定，并评估其是否满足产品质量要求。
如果过程能力指标超出了规格要求，就需要采取措施来改进过程，以提升产品质量。
六西格玛方法是一种基于统计分析的全面质量管理方法。
它将统计过程控制与过程改进相结合，致力于提高质量、降低成本和增强客户满意度。
六西格玛方法通过收集和分析大量数据来识别生产过程中的关键环节，并采取措施来减少变异性，从而提高产品质量和生产效率。
统计过程控制技术在质量管理中的应用摘要：统计工程控制（SPC）作为先进质量管理和过程控制的重要工具在企业中得到了广泛的引用。
本文就SPC在质量管理中的应用做了一个系统论述，包括SPC的发展历程、SPC在质量管理中的实现方法以及SPC在质量管理中的引用。
关键字：统计过程控制；实现方法；应用引言：质量是企业在激烈的竞争中能否取胜的关键[1]。
为了在全球竞争中获胜，为了给客户提供优质的产品，企业必须确保在产品的生产过程中不断监测并使产品的质量得到不断提高。
统计过程控制（Statistieal Proeess Control，简称SPC）作为先进质量管理和过程控制的重要工具和技术，对预防产品生产过程的质量缺陷，增强企业的竞争力具有举足轻重的作用。
1. 统计过程控制（SPC）的概述SPC是美国贝尔实验室休哈特博士在20世纪二、三十年代所创立的理论[2]。
SPC利用抽样表能科学地区分出生产过程中产品质量的偶然波动与异常波动，从而对生产过程的异常及时告警，以便生产管理人员采取措施，消除异常，使过程处于受控状态。
但是，SPC可以判断过程的异常，及时报警，但不能找出异常是由什么原因引起的。
SPC作为先进的质量管理技术，其理论在不断的发展中，统计过程控制与诊断（SPCD）是其发展的第二阶段，弥补了SPC的不足，它既能及时告警，又能对异常进行诊断；SPCDA，即Statistieal Proeess Control，Diagnosis and Adjustment的简称，为其发展的第三阶段，这一阶段则在SPCD的基础上，对生产过程进行自动的调整，使生产过程处于稳态[3]。
SPCD是SPC发展的第二阶段，它是Statistieal Proeess Control and Diagnosis 的简称，即统计过程控制与诊断[3]。
SPCD弥补了SPC的不足，它既能及时告警，又能对异常进行诊断。
1982年，我国北京科技大学的张公绪教授，打破了SPC 控制理论的局限性，首创两种质量诊断理论，为统计质量诊断开辟了新的方向。
SPC统计过程控制SPC是Statistical Process Control的简称统计过程控制。
利用统计的方法来监控过程的状态，确定生产过程在管制的状态下，以降低产品品质的变异。
统计过程控制（简称SPC）是一种借助数理统计方法的过程控制工具。
它对生产过程进行分析评价，根据反馈信息及时发现系统性因素出现的征兆，并采取措施消除其影响，使过程维持在仅受随机性因素影响的受控状态，以达到控制质量的目的。
它认为，当过程仅受随机因素影响时，过程处于统计控制状态（简称受控状态）；当过程中存在系统因素的影响时，过程处于统计失控状态（简称失控状态）。
由于过程波动具有统计规律性，当过程受控时，过程特性一般服从稳定的随机分布；而失控时，过程分布将发生改变。
SPC正是利用过程波动的统计规律性对过程进行分析控制。
因而，它强调过程在受控和有能力的状态下运行，从而使产品和服务稳定地满足顾客的要求。
实施SPC的过程一般分为两大步骤：首先用SPC工具对过程进行分析，如绘制分析用控制图等；根据分析结果采取必要措施：可能需要消除过程中的系统性因素，也可能需要管理层的介入来减小过程的随机波动以满足过程能力的需求。
第二步则是用控制图对过程进行监控。
控制图是SPC中最重要的工具。
目前在实际中大量运用的是基于Shewhart原理的传统控制图，但控制图不仅限于此。
近年来又逐步发展了一些先进的控制工具，如对小波动进行监控的EWMA和CUSUM控制图，对小批量多品种生产过程进行控制的比例控制图和目标控制图；对多重质量特性进行控制的控制图。
SPC源于上世纪二十年代，以美国Shewhart博士发明控制图为标志。
自创立以来，即在工业和服务等行业得到推广应用，自上世纪五十年代以来SPC在日本工业界的大量推广应用对日本产品质量的崛起起到了至关重要的作用；上世纪八十年代以后，世界许多大公司纷纷在自己内部积极推广应用SPC，而且对供应商也提出了相应要求。
在ISO9000及QS9000中也提出了在生产控制中应用SPC方法的要求。
物业管理部企业管理知识培训资料一、TQC管理全面质量管理Total Quality Management（TQM ），是全面质量管理的简称。
它是指在全面社会的推动下，企业中所有部门，所有组织，所有量的因素，以优质的工作最经济的办法提供满足用户需要的产品的全部活动。
该管理模式盛行于上世纪八十年代，但至今开展这项活动仍然有着重要的意义。
二、6S管理整理（SEIRI）——将工作场所的任何物品区分为有必要和没有必要的，除了有必要的留下来，其他的都消除掉。
目的：腾出空间，空间活用，防止误用，塑造清爽的工作场所。
整顿（SEITON）——把留下来的必要用的物品依规定位置摆放，并放置整齐加以标识。
目的：工作场所一目了然，消除寻找物品的时间，整整齐齐的工作环境，消除过多的积压物品。
清扫（SEISO）——将工作场所内看得见与看不见的地方清扫干净，保持工作场所干净、亮丽的环境。
目的：稳定品质，减少工业伤害。
清洁（SEIKETSU）——将整理、整顿、清扫进行到底，并且制度化，经常保持环境处在美观的状态。
目的：创造明朗现场，维持上面3S成果。
素养（SHITSUKE）——每位成员养成良好的习惯，并遵守规则做事，培养积极主动的精神（也称习惯性）。
目的：培养有好习惯、遵守规则的员工，营造团队精神。
安全（SECURITY）——重视成员安全教育，每时每刻都有安全第一观念，防范于未然。
目的：建立起安全生产的环境，所有的工作应建立在安全的前提下。
用以下的简短语句来描述6S，也能方便记忆：整理：要与不要，一留一弃;整顿：科学布局，取用快捷;清扫：清除垃圾，美化环境;清洁：清洁环境，贯彻到底;素养：形成制度，养成习惯;安全：安全操作，以人为本.因前5个内容的日文罗马标注发音和后一项内容（安全）的英文单词都以“S”开头，所以简称6S现场管理。
三、6西格玛管理六西格玛是一套系统的业务改进方法体系，是旨在持续改进企业业务流程，实现客户满意的管理方法。
统计过程控制1、统计过程控制的基本知识1.1统计过程控制的基本概念统计过程控制（Stastistical Process Control简称SPC）是为了贯彻预防原则，应用统计方法对过程中的各个阶段进行评估和监控，建立并保持过程处于可接受的并且稳定的水平，从而保证产品与服务符合规定要求的一种技术。
SPC中的主要工具是控制图。
因此，要想推行SPC必须对控制图有一定深入的了解，否则就不可能通过SPC取得真正的实效。
对于来自现场的助理质量工程师而言，主要要求他们当好质量工程师的助手：（1）在现场能够较熟练地建立控制图；（2）在生产过程中对于控制图能够初步加以使用和判断；（3）能够针对出现的问题提出初步的解决措施。
大量实践证明，为了达到上述目的，单纯了解控制图理论公式的推导是行不通的，主要是需要掌握控制图的基本思路与基本概念，懂得各项操作的作用及其物理意义，并伴随以必要的练习与实践方能奏效。
1.2统计过程控制的作用（1）要想搞好质量管理首先应该明确下列两点：①贯彻预防原则是现代质量管理的核心与精髓。
②质量管理学科有一个十分重要的特点，即对于质量管理所提出的原则、方针、目标都要科学措施与科学方法来保证他们的实现。
这体现了质量管理学科的科学性。
为了保证预防原则的实现，20世纪20年代美国贝尔电话实验室成立了两个研究质量的课题组，一为过程控制组，学术领导人为休哈特；另一为产品控制组，学术领导人为道奇。
其后，休哈特提出了过程控制理论以及控制过程的具体工具——控制图。
道奇与罗米格则提出了抽样检验理论和抽样检验表。
这两个研究组的研究成果影响深远，在他们之后，虽然有数以千记的论文出现，但至今仍未能脱其左右。
休哈特与道奇是统计质量控制（SQC）奠基人。
1931年休哈特出版了他的代表作《加工产品质量的经济控制》这标志着统计过程控制时代的开始。
（2）“21世纪是质量的世纪”。
美国著名质量管理专家朱兰早在1994年的美国质量管理年会上即提出此论断，若干年来得到越来越多的人的认同。
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 qualityimprovement 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.The management shall motivate its members to undertake quality improvement projects or activities in a consistent and disciplined series of steps based on data collection and analysis. The quality improvement process is initiated and its need, scope and importance are clearly defined.Investigation of possible areas for improvement increases the understanding of the nature of the process to be improved. The data of the process to be improved are analyzed and a cause and effect relationship is formulated. Alternative proposals for improvement actions are developed and evaluated by the members of the organization involved in such processes. The improvement is confirmed by analyzing more data and the process is introduced into the system.The quality improvement project or action starts with the identification of an improvement opportunity which is based on measures of quality losses and/or on comparisons against organizations recognized as leaders in a particular field. The opportunity for improvement is defined and the process involved is evaluated by analyzing data and facts. The objectives for improvement are introduced: - A set of processes is introduced to achieve the improvement in question.Data from such processes are analyzed and evaluated and the causes requiring improvement are identified. The objectives for improvement are also identified.- Possible solutions are devised and the preferred one is selected. The imple- mentation of the solution is then planned.- The plan is implemented.- The results are monitored, reviewed and evaluated.- The process is repeated if solution is not achieving its objectives.Quality improvement needs first a well structured organization, both horizontally and vertically. Within the organizational hierarchy, responsibilities for quality improvement include:- management processes (i.e. provision for the policy, the strategy and the major quality improvement goals, provision of resources, education and training etc.) - work processes (i.e. how the various operations are performed),- how measurements are done and how quality losses are calculated,- how secretarial, budgeting and purchasing processes are performed and- how an environment that empowers, enables, and charges all members of organization to continuously improve quality is built and maintained.Quality improvement as a term denotes transition from a stage of inferior quality to a stage of superior quality. This change should always be measured in order to prove that the transition to the better stage is successful. The measurements should relate to quality losses associated with customer satisfaction, process efficiencies, and losses sustained by society.Joseph M. Juran was one of the most well known gurus in the quality scene, worldwide. He first visited Japan in 1954 and started conducting seminars explaining to top managers the role they had to play in promoting QC activities. Juran developed the idea of the Quality Trilogy: Quality Planning, Quality Improvement and Quality Control. These three aspects of company-wide strategic quality planning are further broken down in Juran’s “Quality Plann ing Road Map”, into the following key elements.Quality- Determine the needs of those customers.- Translate those needs into our language.- Develop a product that can respond to those needs.- Optimize the product features so as to meet our needs and customer needs.Quality Improvement- Develop a process which is able to produce the product.- Optimize the process.Quality Control- Prove that the process can produce the product under operating conditions.- Transfer the process to operations.Juran stressed that any organization produces and distributes its products through a series of specialized activities carried out by specialized departments These activities (actions) are depicted by the spiral of progress in quality. The spiral shows actions necessary before a product or service can be introduced to the market. Eachspecialized department in the spiral (e.g., customer service, marketing, purchasing) is given the responsibility to carry out its assigned special function. In addition, each specialized department is also assigned a share of the responsibility of carrying out certain companywide functions such as human relations, finance,and quality.Juran talked about the quality function to describe activities through which the departments around the spiral can attain quality.Cost of quality is the total cost of ensuring quality in products and services (including analytical activities). This cost enables the organization to measure the effect of quality on current practices. Total quality management requires the management of processes, not just the outputs. Every person within the organization contributes to and operates within a process, and every process should have an identified process owner who is responsible for the effectiveness of the process. Process cost is the total cost of conformance and cost of non-conformance. Cost of conformance (COC) is the intrinsic cost of providing products or services to declared standards by a given, specified process in a fully effective manner. Cost of non-conformance (CONC) is the cost of wasted time, materials and capacity (resources) associated with a process in the production, dispatch, receipt, and correction of unsatisfactory goods and services.The traditional approach to quality cost modelling categorizes costs as prevention, appraisal and failure costs. Prevention and appraisal costs are the costs of assuring quality, and internal and external costs are the failure and scrap costs. Added together, these produce the total costs.Internal failure cost is the cost when you discover, before release a laboratory report or an analysis certificate that something has gone wrong. External failure cost is where an analysis result or certificate reach the customer before you discover that something has gone wrong. The lost opportunity cost is the cost when we do not proceed to the routine laboratory activities as a result of other, non productive activities that must take place in the laboratory. In other words, this cost arises when we are dealing with trivial activities that prevent us from doing more important activities. The cost of this lost opportunity is probably the highest of the costs ofquality.The cost for appraisal and prevention per unit of a good quality product gets higher and higher when the desired defects are minimal, i.e. when we tend to a 100% good quality product. On the other hand the costs of internal and external quality becomes lower and lower when we tend to the production of 100% good product. The minimum cost of quality is found at the lower point of the sum of the two graphs of the cost of appraisal and prevention and that of the internal and external failure costs.The idea of the continuous improvement is to reduce or eliminate activities that do not add value and thus are wasteful. In fact, there are many activities in any laboratory that need to be reconsidered. Below are summarized the seven sources of waste that any organization should avoid. (1)Overproduction; (2)Defective products;(3)Waiting lines and delays; (4)Stocks of intermediaries/semi-finished products;(5)Transportation;(6) Ineffective procedures ;(7)Ineffective movements or actions.This is the waste coming from the production of more units than demanded.The optimum number of products to be produced must balance the demand, including that in high season periods, the cost of holding the stocks in the warehouse and the cost of setting up the production to produce one lot of the product. In terms of an analytical laboratory, overproduction could be interpreted as any activity that is not necessary for customer service or for adding value to the experience and knowledge of the laboratory. There is no need to analyse too many samples unless we have reasons to do so. Furthermore, there is no need to perform more analyses than necessary. Too many analytical results are a waste. For example, the optimum number of replicates must balance the need for statistical evaluation.This is the waste coming from the production of defective products. The manufacturing unit must set up a system to produce the right products first time in order to avoid the production of defective products, which are either discarded or reprocessed, incurring a significant cost to the organization. A “defective product” for an analytical laboratory is considered any activity or analytical results without any practical use to the laboratory.It is a waste of time and money when projects remain too long in waiting lines orthere are delays in executing specific tasks. It is the responsibility of the management to design a proper plan in order to distribute the planned actions evenly. Imagine a series of vials in the tray waiting to be processed! Is it necessary for all such samples to be processed? Are they in the correct order? If not this is a waste of time or reagents.Total Quality Management is the applied philosophy that makes businesses established as leaders in the market. The management committed to the spirit of TQM ensures that the organization does not just survive but achieves excellence. The modern business environment is subject to rapid changes that take place worldwide and organizations seeking excellence should manage the change effectively and succeed by incremental and continual improvement. Problem that arise in the business activity should be seen as opportunities for improvement and the problem solving process as the route to Ithaca i.e. the route to excellence.Source: Douglas R.Smith,2010“Total Quality Management and Cost of Quality”. Quality Assurance in Analtytical chemistry. Springer-Verlag . pp.113-142.二、翻译文章译文：全面质量管理与质量成本费根鲍姆在1950年改善引入全面质量管理（TQC）的概念到西方国家，作为一种管理工具，以通过降低运营成本产品设计和质量损失。
全面质量管理中的质量监测与质量控制全面质量管理（Total Quality Management，简称TQM）是一种通过持续改进和全员参与来追求优质产品和服务的管理理念。
在TQM的实施中，质量监测和质量控制是至关重要的环节，它们确保了组织的产品或服务达到预期的质量标准，并能够满足客户的需求和期望。
本文将深入探讨全面质量管理中的质量监测与质量控制，包括概念、方法和重要性等方面。
一、质量监测的概念和意义质量监测是指通过对产品或服务的各项指标进行周期性测量和评估，以获得对质量状况的全面了解。
其目的是实时掌握质量问题，提供科学依据和数据支持，从而为质量改进和决策提供有力的参考。
质量监测通过监测关键指标，及时发现潜在问题、整理经验教训，为持续改进提供基础。
质量监测的意义在于保证产品或服务的质量不断改进和控制，提高客户满意度。
通过监测过程，可以发现潜在的问题，及时纠正，减少质量失控的可能性。
同时，质量监测可以为制订合理的质量目标和策略提供依据，为绩效评估和持续改进提供数据支持，提高组织的整体竞争力。
二、质量监测的方法和流程1. 确定监测指标：根据产品或服务的特点和质量要求，确定关键性指标。
例如，对于制造业企业，常见的指标包括产品合格率、产品损坏率、客户投诉率等。
对于服务业企业，可以考虑关键过程指标（Key Process Indicator，简称KPI）如服务速度、服务态度、问题解决率等。
2. 收集监测数据：通过建立完善的数据收集和记录机制，定期获取监测指标相关数据。
可以利用信息化系统、统计抽样等方法进行数据采集，确保数据准确可靠。
3. 分析监测数据：对收集到的监测数据进行分析，了解产品或服务的质量状况。
可以使用统计学方法、图表分析、趋势分析等技术手段，发现数据背后的规律和特点。
4. 识别问题和改进机会：通过对监测数据的分析，及时发现存在的问题和改进机会。
将问题细化为具体的质量改进项目，制定改进计划和措施。
统计过程控制（SPC）与休哈特控制图(一)这里介绍SPC，控制图的重要性，控制图原理，判稳及判异准则，休哈特控制图，通用控制图。
第一章统计过程控制（SPC）一、什么是SPCSPC是英文Statistical Process Control的字首简称，即统计过程控制。
SPC就是应用统计技术对过程中的各个阶段进行监控，从而达到改进与保证质量的目的。
SPC强调全过程的预防。
SPC给企业各类人员都带来好处。
对于生产第一线的操作者，可用SPC方法改进他们的工作，对于管理干部，可用SPC方法消除在生产部门与质量管理部门间的传统的矛盾，对于领导干部，可用SPC方法控制产品质量，减少返工与浪费，提高生产率，最终可增加上缴利税。
SPC的特点是:（1）SPC是全系统的，全过程的，要求全员参加，人人有责。
这点与全面质量管理的精神完全一致。
(2) SPC强调用科学方法(主要是统计技术，尤其是控制图理论)来保证全过程的预防。
（3）SPC不仅用于生产过程，而且可用于服务过程和一切管理过程。
二、SPC发展简史过程控制的概念与实施过程监控的方法早在20世纪20年代就由美国的休哈特(W. A.Shewhart)提出。
今天的SPC与当年的休哈特方法并无根本的区别。
在第二次世界大战后期，美国开始将休哈特方法在军工部门推行。
但是，上述统计过程控制方法尚未在美国工业牢固扎根，第二次世界大战就已结束。
战后，美国成为当时工业强大的国家，没有外来竞争力量去迫使美国公司改变传统方法，只存在美国国内的竞争。
由于美国国内各公司都采用相似的方法进行生产，竞争性不够强，于是过程控制方法在1950~1980年这一阶段内，逐渐从美国工业中消失。
反之，战后经济遭受严重破坏的日本在1950年通过休哈特早期的一个同事戴明(W. Ed- wards Deming)博士，将SPC的概念引入日本。
从1950～1980年，经过30年的努力，日本跃居世界质量与生产率的领先地位。
全面质量管理科技名词定义中文名称：全面质量管理英文名称：total quality management;TQM定义：对一个组织，以质量为中心，全员参与为基础的管理方法。
应用学科：通信科技（一级学科）；政策、法规与管理（二级学科）全面质量管理全面质量管理Total Quality Management（TQM ）：是指在全面社会的推动下，企业中所有部门，所有组织，所有人员都以产品质量为核心，把专业技术，管理技术，数理统计技术集合在一起，建立起一套科学严密高效的质量保证体系，控制生产过程中影响质量的因素，以优质的工作最经济的办法提供满足用户需要的产品的全部活动。
简介全面质量管理，即TQM(Total Quality Management)就是指一个组织以质量为中心，以全员参与为基础，目的在于通过顾客满意和本组织所有成员及社会受益而达到长期成功的管理途径。
在全面质量管理中，质量这个概念和全部管理目标的实现有关。
特点1．它具有全面性，控制产品质量的各个环节，各个阶段；2．是全过程的质量管理；3．是全员参与的质量管理；4．是全社会参与的质量管理。
缺点宣传、培训、管理成本较高。
意义全面质量管理* 提高产品质量* 改善产品设计* 加速生产流程* 鼓舞员工的士气和增强质量意识* 改进产品售后服务* 提高市场的接受程度* 降低经营质量成本* 减少经营亏损* 降低现场维修成本* 减少责任事故内涵：是以质量管理为中心，以全员参与为基础，目的在于通过让顾客满意和本组织所有者、员工、供方、合作伙伴或社会等相关方受益而使组织达到长期成功的一种管理途径。
[1]范围全面质量管理的基本原理与其他概念的基本差别在于，它强调为了取得真正的经济效益，管理必须始于识别顾客的质量要求，终于顾客对他手中的产品感到满意。
全面质量管理就是为了实现这一目标而指导人、机器、信息的协调活动。
基本观点为用户服务的观点在企业内部，凡接收上道工序的产品进行再生产的下道工序，就是上道工序的用户，“为用户服务”和“下道工序就是用户”是全面质量管理的一个基本观点。
TotalQualityManagement外文翻译全面质量管理全面质量管理(TQM)是一种经营哲学，这种哲学与组织中基础雄厚、持续不断的质量改善有关。
就其全面而言，运营管理比质量有更多的改进空间。
TQM很难定义，它是一种应急的学科分支；专业人士对它各有见解。
作者尽力回顾本篇章中分支学科最普遍的方面。
在过去的半个世纪中，“质量”已经成为越来越普遍的明确的组织目标。
以下重点简要描述这些变化的历史顺序：●检验——剔除废品。
●质量控制——不间断的检验，但是包括以从根源上识别和去除差质量为目标的需求识别。
●统计学过程控制（SPC）——统计学在质量控制上的应用。
●质量保证——质量控制，但是包括（比如，有希望的）充分的生产过程分析和管理以保证满足需求顾客的质量要求。
相对于先前的直接控制涉及到的检查，质量保证有更多的检查基础。
●产品保证——质量保证，其认识到产品中质量解决方案的必要，并将这种质量解决方案的探索拓展到产品设计，而这正是大多数质量问题的根源。
●全面质量控制——产品保证，包括通过参与式管理得到的持续改进，同时，让直系组织和供应商成为质量绩效的最初负责人。
●全面质量管理——全面质量控制，包括针对所有操作和管理政策、工艺规程和实际操作的持续检查和评定，以此改善满足顾客需求的质量绩效。
●任何一个工作的工业工程师都可能不同意上述定义。
这些流行术语的定义的变化取决于谁在何时阅读哪一篇文章或哪一本书，然后取决于他相信其中所表达的话语或思想可能或应该指的是什么。
检查,质量控制,质量保证,产品保证以及一些取得产品保证的方法是占据主导地位的工程管理争议点。
1961年，A.V.Feigenbaum写了《全面质量控制》一书。
他的书在主要考虑统计上的质量控制的那一时期具有代表性。
然而，此书相比于之前的情况提出了更多质量控制方面的管理。
此书标题单独提出一个较宽的质量控制范围，超过传统上覆盖的纯技术性资料。
质量控制已经成为一项工程主题，最初作为工业工程学的教学大纲被传授，并由工程师来实践；它并不被认为是一个公司初级管理体制中的一个元素。
TQC（全面质量管理）什么是TQC（全面质量管理）TQC是英文Total Quality Control(Total Quality Management) 全面质量管理。
全面质量管理是以组织全员参与为基础的质量管理形式。
全面质量管理代表了质量管理发展的最新阶段，起源于美国，后来在其他一些工业发达国家开始推行，并且在实践运用中各有所长。
特别是日本，在60年代以后推行全面质量管理并取得了丰硕的成果，引起世界各国的瞩目。
20世纪80年代后期以来，全面质量管理得到了进一步的扩展和深化，逐渐由早期的TQC(Total Quality Control)演化成为TQM(Total Quality Management)，其含义远远超出了一般意义上的质量管理的领域，而成为一种综合的、全面的经营管理方式和理念。
TQC全面质量管理的内容1. 全面质量的管理过去我们一说到质量，往往是指产品质量，它包括性能、寿命、可靠性和安全性，即所谓狭义质量概念。
当然，产品质量是非常重要的。
但是，产品质量再好，如果制造成本高，销售价格贵，用户是不欢迎的。
即使产品质量很好，成本也低，还必须交货及时和服务周到，才能真正受到用户欢迎。
因此一个企业必须在抓好产品质量的同时，要抓成本质量、交货期质量和服务质量。
这些质量的全部内容就是所谓广义的质量概念，即全面质量。
可见，质量管理必须对这种广义质量的全部内容进行管理。
产品质量+成本+交货期+服务=全面质量2. 全部过程的管理产品是怎样形成的呢？它是包括企业一系列活动的整个过程。
这个过程包括市场调查、研究、设计、试制、工艺与工装的设计制造、原材料供应、生产制造、检验出厂和销售服务。
用户的意见又反馈到企业加以改进，这整个过程可看作是一个循环过程。
可见，产品质量的提高依赖于整个过程中每个环节的工作质量的提高，因此，质量管理必须对这种全部过程的每个环节都进行管理。
3. 由全体人员参加的管理产品质量的好坏，是企业许多环节和工作的综合反映。
Producing for Quality生产质量Explain how manufacturing and service companies alike use total quality management and outsourcing to provide value to customers.解释生产和服务公司怎样采用全面质量管理和外包为客户提供价值的。
Quality质量Ability of a product to satisfy customer needs. refers to “the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.” When you buy a DVD player, you expect it to play DVDs. When it doesn’t, you question its quality. When you go to a drive-through window, you expect to be served in a reasonable amount of time. If you’re forced to sit and wait, you conclude that you’re the victim of poor-quality service.Characteristics不变性drive-through window免下车窗口满足顾客需求的产品能力。
他指的是产品或服务总体的特征，这种特征能够满足承担其明确和隐含的需求。
例如：当你买一台DVD机时，你希望他能播放DVD。
如果他不能播放，那么质量就有问题；当你在免下车窗口时，你希望能在合理的时间内得到服务，如果你被迫坐着等待，你会认为你是劣质服务的受害者。
本科毕业设计（论文）外文翻译原文：SPC and Total Quality ManagementAbstract The seven basic tools of Statistical Process Control (SPC) are articulated, together with an understanding of how SPC is an essential element of Total Quality Management. The criteria to establish a Total Quality Operation are also discussed and the presentation will include case histories of problems examined and benefits realized.The creation of a Total Quality operationIt must be recognized that improvements in any aspects of a business operation may possibly lead to a state of continuous quality improvement, but Total Quality will only be achieved by a radical, co-ordinated approach throughout the entire operation, and that demands leadership.The creation of a Total Quality operation demands a balanced amount of attitudinal change, use of a management control system, together with application of appropriate tools and techniques. The common thread is management leadership and a dedicated passion to improve. A system without passion will not succeed, neither will passion without a system. However, improvement in general cannot be achieved without specific improvements being identified and realized. It is this focus on many specific improvement opportunities which produces a radical improvement in quality levels to break through existing barriers. Such intensive focus on specific improvement opportunities (sometimes called problems) demands the creation of teams with membership specific to the improvement action; the detailed knowledge and use of process improvement tools and techniques; together with dedicated management leadership. The creation of a Total Quality operation is the result of the optimal use of total human resourcesin the pursuit of excellent performance. It is an evolutionary process that comes about primarily by a change in traditional management style and behaviour. Since only management can decide on how the human resource is used within an organization, then the rate at which improvement progresses towards Total Quality is dependent solely on management skills, energy and knowledge of the improvement process.Leadership styleThe directive leadership style is essential in bringing about change, in particular when introducing quality improvement actions through projects and SPC.At Avon Rubber plc, 600 managers went through a 6-month Total Quality Management modular training programme, one element of which was that each manager (commencing with the Group Chief Executive and then cascading down), had to take on board a personally owned improvement project. One of the modules was called ‘Putting TQM into Practice’ and had an additional two and a half-day session entitled ‘Statistical Thinking’.All that I have related to in terms of commitment, dedication, passion, leadership styles and projects, is meaningless if none of it is used. Hence the importance to me of the statistical thinking session, which basically tells us ‘how’to improve, by demanding its use in a real work situation.I prefer ‘statistical thinking’ rather than just SPC—my rationale is that ‘I am giving skills such that others may be capable of understanding their management processes to enable them to improve them in a systematic manner’. This ‘statistical thinking’ description is generally acceptable in the non-manufacturing support areas, whereas SPC has (unfortunately) overtones of ‘analysis-paralysis’.Recipe for successThis section concentrates on how to achieve quality improvement successes (having gained top level commitment, senior personnel are involved inproviding leadership to transform their operation), and how everybody's commitment within the operation can be harnessed towards achieving Total Quality. It is no secret that this transaction demands three things:(a) leadership to ensure the required attitudinal culture (the management attitude);(b) a well defined management process which indicates how to achieve what at every stage in the internal customer/supplier chain (the management system);(c) an ability to define and quantify a problem, an ability to solve problems utilizing well established techniques, and harness the inputs of all team members (tools and techniques of process management—SPC). The tools and techniques of process managementA process is the transformation of a set of inputs, which can include actions, methods and operations, into desired outputs, in the form of products, information, services or, generally, results. In each area of an organization there are many processes taking place. For example, the finance department may be involved in budgeting processes, accounting processes, salary and wage processes, costing processes, etc. Each process in every department or functional area can be analysed by an examination of the inputs and outputs. This will determine the action necessary to improve quality.The tools and techniques used to improve process management activities have generally been the tool-kit used by specialist quality practitioners. All managers must have access to this tool-kit and have an understanding of how the tools may be used to best advantage within their area of activity, to assist with continuous improvement.The use of factual information, collected and presented using statistical techniques, opens a channel of communication not available through other problem solving methods. Continuous improvement in thequality of products and services can be obtained without major capital investments if all levels of an organization are part of the problem solving team.By using reliable methods, creating a favourable environment for problem solving, and continuing to improve by using SPC techniques, a spiral of never-ending improvement can be attained in any organization, which is the theme of Total Quality Management.Process control requires us to manage real-time data, acting on information from the process, not the product. It requires an ability to speak in the language not of percentage rejects but process capability. Special cause variation must be identified such that it is killed off for ever, and common cause variation must have a management plan to reduce the extent of its effect.The management climate must be such that there is a dismissal of the quality tradition which says that if it meets the specification that's OK—no further improvement need be made.The seven basic tools of SPCIt needs to be stressed that SPC is not all about Shewhart control charts. Understanding a process such that it can be improved in a systematic way demands knowledge of the following seven basic tools, sometimes called ‘The Seven Ishikawa Tools’.(1)Process sequence flow charts.(2)Tally chart, check sheet or other simple data collection method.(3)Histogram.(4)Pareto chart.(5)Cause and effect diagram.(6)Scatter diagram.(7)Control charts.The above order is not a random allocation, but indicates how the toolsmay be used, namely:(a) What is the process? (not what we think or what somebody tells us—but fact); if we don't know all the stages of a process, how can we begin to improve it?(b) How are we doing at each of the stages of the process? Use a simple data collection technique to tell us how often what goes wrong—again we need the facts.(c) How can we get a meaningful picture of all this data? Numerical data alone does not highlight important aspects of the data. A histogram displays the spread of the data.(d) Which problem should we work on first? The Pareto chart allows us to separate the ‘the vital few from the trivial many’, sometimes called the 80/20 rule.(e) Using the brainstorming principle and teamwork approach let's ask what factors may possibly be causing the problem? The brainstorm output can then be displayed in a structured way under such headings as men, machines, materials, methods, maintenance and environment. The chart takes the shape of a fishbone (sometimes called an Ishikawa [1974] chart after its founder). The solution effect diagram (sometimes called a reverse fishbone diagram) can be used to determine what effect a proposed solution could have on such things as men, machines, method, materials, maintenance and the environment. In this way a proposed solution may be verified to have positive benefits.(f) The scatter diagram may be used to verify suspected relationships, that is confirm whether there is or is not any relationship.(g) Control charts may be used to monitor the output from a process. Using the above techniques the capability of the process may be increased as special cause disturbance factors disappear and random cause variability is reduced.The affinity of SPC, Problem Solving Process, Quality Improvement Process and TQMIn order to use SPC techniques effectively, a sequence of problem solving steps must be used to find the shortest reliable path that leads to the true cause of the problem. Management must take actions to make permanent improvements to the process that will prevent recurrence of the same problems in the future. The eight-step Problem Solving Process clearly assists with this process.The eight-step Problem Solving ProcessSTEP 1. Identify and select the problem. Ask—what do we want to change? We should consider which problems present the greatest opportunity for improvement. The problem should be initially stated in terms of ‘should vs actual’ so that the level of improvement desired can be clearly understood by all. Big problems should be broken into smaller problems. Statistical tools to use here: flow charts, check sheets, Pareto analysis, brainstorming.STEP 2. Define the problem clearly. Ask—what's preventing us from achievement? We should collect and analyse data to define the problem in a quantitative manner and review the problem statement, if necessary. We can also define the benefits of improvement. Statistical tools to use here: check sheets, Pareto analysis, pie charts, run diagrams, histograms, concentration diagrams, line graphs.STEP 3. Plan to take action. Ask—how do we plan to make improvements? Who will participate? How do we allocate tasks? What timescales are involved? What means of communicating/reporting progress will be used? Have we the necessary skills to go to the next stage?STEP 4. Find the root cause. Ask—how could we make the change? From this we will generate many possible solutions. Statistical tools to use here: brainstorming, cause and effect diagrams, check sheets, scatter diagrams,solution effect diagrams.Ask—are we able to turn the problem on/off at will? For this we may need to collect more data, verify by experimentation and testing relationships. Statistical tools to use here: check sheets, Pareto analysis, scatter diagrams, solution effect diagrams.STEP 5. Select the solution. Ask—what's the best way to do it? We may have to divide the solution into sequential, easily manageable steps. We should ensure that everyone knows what they have to do. A commitment strategy for solution ownership should be developed. A control system should be established to ensure that the specific tasks are being performed. The implementation of the solution will generate change, data on this will need to be collected. A contingency plan should be established to consider potential problems. Statistical tools to use here: flow charts, check sheets, Pareto analysis, run diagrams, histograms, concentration diagrams, scatter diagrams, brainstorming, control charts.STEP 6. Implement agreed solution. Ask—are we following the plan? Be prepared to modify plans as expected—or unexpected—events occur. Use a control system to monitor progress. Statistical tools to use here: Pareto analysis, histograms, control charts.STEP 7. Ensure a permanent fix. Ask—has the problem recurred? Continue to use the control system and monitor. Recognize the ‘spotlight’ effect. Recognize the success and the input of team members; such recognition can spread the enthusiasm to others. Statistical tool: control chart. STEP 8. Continue to improve. Ask—how can we do it better (more cost effectively)? Consider mistake-proofing, increase the process capability, use cost of quality analysis. Statistical tools: all of those previously named that is start at beginning again!ConclusionThe theme (and driving force) of Total Quality Management is continuousimprovement. If we are to improve all (or any) of our management processes, it is essential to know what the process is, what we expect the process to give us and what it is actually giving us. For this we need a structured Problem Solving Process used in conjunction with a Quality Improvement Process. The basic seven tools of SPC, utilized in Japan by Quality Circles under the guidance of the late Dr Kaoru Ishikawa, are an essential element of the continuous improvement activity. Total Quality Management is by definition a management led process, harnessing the resource available to it. Hence the degree of utilization of SPC is dependent upon the degree of management knowledge and understanding of its benefits.Source: TOTAL QUALITY MANAGEMENT，VOL.1，NO.2，1990译文：统计过程控制和全面质量管理摘要统计过程控制(SPC)的七个基本工具是相互连接的，使我们理解统计过程控制如何成为全面质量管理的一个基本要素。
