【校稿】第十七篇 Using Cost of Quality to Improve Business Results
本帖最后由 小编H 于 2011-5-25 15:16 编辑 _
大家好，我是小编H。组员们对第十七篇文章有什么意见或者建议，请跟帖回复讨论。本文由yuxi wang翻译校稿：yzzUsing Cost of Quality to Improve Business Results 用质量成本来提高业务成果In 1997 CRC Industries first started tracking cost of quality. Since then we have come to consider it a key measure for improving business results and the foundation of our continuous improvement efforts.在1997年，华润产业首先开始追踪质量成本。从那时开始我们就认为这是提高业务成果的关键措施和持续改进努力的基础。As Figure 1 shows, we have reduced failure dollars—the money we spend because of products and services that do not meet our customers’ requirements—from 0.70% of sales to 0.21% of sales, saving hundreds of thousands of dollars.如图1所示，我们已经降低了故障美元——因为我们的产品或服务达不到客户的要求而使我们所花费的钱——从销售额的0.70%降低到0.21%，节省了几十万美元
Of course everyone knows “if you measure it, it will improve,” but there was more to our endeavor than just simply measuring the results. We crafted a straightforward, but not effortless, process for putting the cost of quality measurement to work for us as a driver of product improvement and, consequently, the company’s bottom line.当然了，每个人都知道“如果你衡量它，它就会改善”，然而相对于简单的测量结果我们需要更多的努力。我们制定了一个简单的，但不是很轻松的过程，在工作中将质量成本的测量作为产品提高的驾驭者和公司的底线。About CRC Industries关于华润产业Headquartered in Warminster, Pennsylvania, CRC Industries produces specialty chemicals for maintenance and repair professionals, serving automotive, marine, electrical, industrial, and aviation markets. We have been ISO 9001 certified since November 19, 1996, and in April 2003 independent auditors from Intertek Testing Services confirmed that we successfully upgraded our quality system from ISO 9001:1994 to ISO 9001:2000.总部设在宾夕法尼亚州的沃明斯特，华润产业为维护和修理的专业人士生产特殊的化学品，服务于汽车、船舶、电子、工业和航空市场。公司从1996年的11月19日开始就通过了ISO9001认证，在2003年的四月份，天祥检验服务公司的独立审核员确认我们成功的从ISO9001:1994升级到ISO9001:2000.CRC adheres to strict guidelines in all facets of research, development, and production. We believe our leadership in the maintenance chemical markets is reflected most positively in our product development, and we have committed to a quality policy to meet or exceed customer requirements while complying with statutory and regulatory requirements and ensuring cost-effective operations.华润产业在研究、开发和生产的各个方面坚持严格的指导方针。我们坚信我们在维护化学品市场的领导地位，反映在我们对产品研发方面是最积极的。我们已经承诺了质量方针来满足或超过客户的要求，并且遵守法律法规要求和有效运作成本。The cost of quality metric therefore seemed like a natural fit for our existing quality policy, but we could not have predicted the full extent of the impact it would have.质量成本目标因此看起来好像自然适合我们已经存在的质量方针，但我们无法完全预测他将产生的影响。Why Cost of Quality? 为什么要进行质量成本？Often misinterpreted to mean the cost of using quality methods, cost of quality actually refers to the expense of failing to provide a quality product or service. At CRC, we use the term “failure dollars” to describe the different kinds of expenses—from the cost of materials and labor for rework, to the cost of correct shipping and customer service errors, to the cost of product replacement and waste—that make up the total cost of quality.常常被错误的理解为使用质量方法的成本，但实际上质量成本指的是由于不能提供高质量的产品或服务造成的费用。在华润产业，我们用“故障美元”来描述不同的费用——从原材料成本和返工的人力成本，到改正发货和客户服务的错误成本，到产品更新和浪费——整个这些组成了总的质量成本。In centering our improvement efforts on cost of quality, we are not simply focusing on CRC’s balance sheet. We are also confronting the issues that keep us from providing the best products and services possible. While reduced costs and increased savings remain the primary benefits we track, we understand that improvements in other quality metrics, such as accuracy, productivity, and customer satisfaction, are tied to cost of quality results.为集中我们关于质量成本提高的努力，我们不是简单的聚焦于华润产业的资产负债表。我们也面对能使我们持续提供最好的产品和服务成为可能的问题。当减少费用和增加节约成为我们追踪的首要利益时，我们理解在质量目标方面的提高，像准确率、生产力和客户满意度是和质量成本结果绑定在一起的。CRC Industries’ Cost of Quality Journey 华润产业的质量成本之旅Recognizing the importance of the cost of quality metric to our overall mission, we set about systematizing our use of the metric as a driver of improvement through the following steps:意识到质量成本目标在我们整个任务中的重要性，我们着手系统化我们对度量的使用，以此度量作为提高的指导，并通过下面的步骤：1. Establish the measurement systemEstablishing a consistent measuring system required the involvement of various departments within CRC, most important our finance department. Specifically, our task was to determine how the data would be collected and what categories would be tracked.This may seem like an easy step at first, but measurement definitions are not always obvious. Questions we had to address included:建立测量系统建立一个一致的系统要求在华润产业内部不同部门的参与，最重要的是财务部门的参与。特别的，我们的任务是决定怎样收集数据和什么样的类型将被追踪。这在一开始看起来好像比较容易，但测量的定义并不总是显而易见的。我们必须列出的问题包括：How do we count costs for returns due to customer errors or customer requests, separating them from returns due to product defects?How much does a customer service entry error or shipping error cost?我们怎样计算由于客户的错误造成退货的费用，把它从由于产品缺欠造成的退货分开？ 一次客户服务输入错误或发货错误的费用是多少？Before we could begin to collect accurate data, we had to negotiate answers to these questions and many more, and we had to standardize our approach.在我们能够开始收集准确的数据之前，我们不得不沟通对这些问题的答案，更多的是，我们不得不规范我们的方法。2.Collect the data2. 收集数据To establish a baseline for future improvements, we spent the first year collecting the initial data. During this step, we finalized most of the measure criteria and refined the measurement system.为了对未来的提高建立一条底线，我们花了第一年来收集最初的数据。在这一步骤中，我们确定了大部分的测量标准和优化了测量系统。The system developed in 1997 has remained the basis of our cost of quality measure, ensuring the validity of year-to-year comparisons.这个在1997年发展的系统保留了我们质量成本测量的基础，确保了年与年之间对比的准确率。We collected data in four categories of failure dollars:我们收集了四类失败美元的数据：Internal Quality Incidents, defined as the costs related to correcting any product defect caught prior to shipping theproduct, includes all labor and materials involved inreworking the product and any materials wasted.内部质量事故，定义为关于纠正任何产品缺欠，来达到发货的目的，包括返工所有的人力和物料，还包括任何浪费的物料。Scrap/Waste includes chemical waste costs and materialsscrapped due to defects.废料/废物包括化学品废物费用和由于缺欠造成的废料。Customer Complaints/Recalls are all costs involved inresolving a customer complaint or recall, includingproduct replacement costs, claims, shipping costs, andlabor costs.客户抱怨/召回是所有的解决客户抱怨或者召回的费用，包括换货的费用、索赔、发货费用和人力费用。Product Destroyed in Field/Warranty is the cost of thedeductions our distributors take for product returned bytheir customers.产品在现场的销毁/保修是扣除经销商按产品被他们的客户退货处理的费用。1. Analyze the data分析数据We reviewed data in several stages, making monthly, quarterly,yearly, and year-to-year comparisons. By examining first each ofthese four categories and then the types of problems within eachcategory, we conducted Pareto analyses (see Figure 2 next page)to reveal where we were making the most progress and wherewe should focus ongoing efforts.我们回顾了几个阶段的数据，每月、每季度、每年，年与年的对比。通过比较这四个阶段的数据，在每个阶段内的问题类型，我们进行柏拉图的分析（见下一页图2）来揭示我们在哪里正在不断进步，哪里需要重点的不断努力。4.Improve the results 改善结果As Figure 2 shows (page 3), total failure dollars decreased from0.70% of sales to 0.21% of sales. This amounted to a savings ofhundreds of thousands of dollars for CRC Industries.如图2所示（第三页），总的故障美元从占销售的0.7%降到占销售的0.21%。这相当于华润产业几十万美元的节省。Merely tracking cost of quality could not in itself bring theresults we were seeking. With cost of quality as a driver, severalkey initiatives contributed to our improved results:仅仅跟踪质量成本本身不会带来我们正在追寻的结果。随着质量成本作为一个指导，很多关键的措施都有助于提高我们的结果。ISO 9001:2000 certification, achieved in 1996, laid thefoundation for our quality system. When we make changesto process, we update documentation—includingprocedures, checklists, and instructions—to assureconsistency and compliance.ISO9001:2000证书，在1996年得到，奠定了我们质量系统的基础。当我们更改过程时，我们更新文件——包括程序、清单和操作规程——一致性和承诺。As part of meeting ISO 9001:2000 requirements, weestablished quarterly management reviews, which include areview of quality incidents and customer complaints andthe related cost of quality data. These reviews give uppermanagement a better understanding of the issues so theycan authorize appropriate improvement initiatives.作为达到ISO9001:2000要求的一部分，我们建立了每季度的管理回顾，包括质量事故、客户抱怨以及相关的质量数据成本。这些回顾给了更高管理层一个更好的关于此类事件的理解，因此他们可以授权适当的改善措施。
Root Cause Analysis sessions have been key in reducing failure costs related to internal incidents and customer complaints. Every employee has received basic training in the relevant techniques needed for these sessions.根本原因分析会议已经把重点放在减少在与内部事故和客户抱怨相关的故障成本上。每名员工都接受了这些会议所需要的相关技术的基本培训。The director of Quality Systems facilitates problem-solving meetings to develop corrective and preventive actions for all significant quality incidents. These meetings involve production operators, supervisors, mixers, shippers, buyers, suppliers, and managers as needed to resolve the problem.质量系统的总监促进了解决问题的会议，来发展对严重质量事故的矫正预防行动。这些会议把生产操作工、主管、协调员、发货人员、采购人员、供应商和经理们作为需要解决问题的人员包括在内。As appropriate, we use techniques like “ask why 5 times,” fishbone analysis, and process mapping to uncover the root cause of the problem. Immediately following the session, we put a series of action items in place. In cases of longer- term projects involving capital approval or training, we add the action items to a pending list.适当的，我们使用一些像“问五次为什么”这样的技术，鱼骨图和流程图来发现问题的根源。紧随会议，我们实行了一系列的行动项目。在长期项目因为需要资金审批和培训，我们添加了行动计划到一个等待清单上。Sometimes forming an improvement team to work over several weeks or months on improving a process is necessary. Action items and improvement teams’ progress are tracked and reviewed at the quarterly management reviews.有时组建一个改善团队来改善一个过程，并一块工作超过几周或几个月时间是必要的。这些行动和改善团队的过程，每季度是要被管理回顾追踪和回顾的。We use our Quality Incident Database to track quality incidents that we catch and correct prior to shipping product. The causes are categorized based on the 4 “M’s”: specification errors (methods), operator/mixer errors (manpower), equipment problems (machinery), and problems with supplier-provided materials (materials).Costs are also tracked in the database and the information is used in the cost of quality metric.我们使用质量事故数据库来追踪那些我们在发货之前所遇到和纠正的质量事故。原因是基于4“M”来分类的：规范错误（方法）、操作工/协调员错误（人力）、设备问题（机器）和供应商提供的物料问题（物料）。费用在数据库里面也是被追踪的，信息在质量目标费用中将被用到。All of these data feed our root cause analysis sessions as appropriate. We provide some data to suppliers on an annual basis as part of their formal supplier evaluation. A summary of the information is also presented at quarterly management reviews, and improvement teams are authorized as needed based on these data.所有的这些数据将提供给我们的根本原因分析会议。我们提供一些以年为基础的数据给供应商，作为正式的供应商评估的一部分。这些信息的摘要也将在季度的管理回顾中提交，基于这些数据，改善团队将基于需要被授权建立。Our Customer Complaint Database allows us to collect data and analyze trends in product complaints from our customers. Prior to the database, identifying a problem tookmuch longer since several customers could call in to several different customer service representatives. Each call was viewed as an “isolated” problem. While we took immediatecorrective action with the customer, such as replacing product or issuing credit, we did not identify patterns and thus could not take preventive measures.我们的客户抱怨数据库允许我们从客户的抱怨中去收集数据和分析趋势。先前的数据库，确定一个问题需要很长时间，因为很多客户可以打电话给不同的客户服务代表。每个电话被作为一个“孤立的”问题。当我们立刻对客户采取纠正措施，如换货或发行信用，我们没有识别模式，因此无法采取预防措施。With the database, we can consolidate information and use it to identify and correct a recurring problem much faster. We also can track the costs related to each complaint.Customer complaint data are summarized and reported to all employees monthly. The database is also reviewed for trends quarterly and yearly. Pareto analysis of the data allows the management team to select projects that further contribute to a reduction in failure dollars.有了这个数据库，我们可以整合信息，用它来更快地识别和纠正经常发生的问题。我们也可以追踪每个抱怨的相关费用。客户抱怨数据每月将被摘要和报告给所有的员工。数据库也将被每季度每年的回顾来看趋势。用柏拉图对数据的分析，允许管理团队选择那些在未来有利于减少故障美元的项目。CRC Industries’ Continuing Commitment to Quality华润产业关于质量的持续承诺As our key initiatives work together toward improving cost of quality results, we have witnessed a synergistic effect that facilitates continuous improvement throughout CRC. We can directly or indirectly link cost of quality improvements to other improvements, including, as Figure 3 details, shipping error reductions, customer service order entry error reductions, productivity increases, hazardous waste reduction, and profitability.由于我们的主要措施，都是朝着改善质量成本结果的，我们目睹了整个协同效应，即在整个华润产业内的持续改进。我们可以直接或间接地将质量成本改善链接到其他改善上面，包括，如图3所示，发货错误减少、客户服务订单输入错误减少、生产力提高、有害废物降低、利润率。
图3 其他协同质量成本改善的进步 矩阵 从开始追踪到现在的改善 直接相关 订单输入准确率 0.6% 订单发货准确率 1.0% 有害废物减少 50%间接相关 订单发货完成&及时 20% 生产力 65%
Order entry and shipment accuracy are directly tied to cost of quality, as each error adds $100 to overall failure dollars. 订单输入和发货准确率是直接绑定在质量成本上的，每次错误将加入100元到整个故障美元上。Although improvements of 0.6% and 1.0% may appear to be minimal, our order entry accuracy was already over 99% at the start of our cost of quality project, and our order shipment accuracy was only slightly under 99%. These gains therefore brought our accuracy rates even closer to 100%.虽然0.6%和0.1%的改善可能显得很微小，我们的订单输入准确率在开始质量成本项目开始已经在99%以上了。因此这些成果使我们的准确率更接近100%。Hazardous waste costs are also included in our cost of quality failure dollars. Part of the overall cost of quality gains we have made can be attributed to our reduction of hazardous waste by 50% in a five-year period.危险废物费用同样包含在质量成本故障美元中。我们所取得的质量成本总收益的一部分，来自于在一个五年的时期我们减少的50%的危险废物。Improvements in other areas came as part of the overall continuous improvement mindset at CRC Industries. Results like our 65% improvement in productivity and 20% improvement in orders shipped complete and on time, for instance, stemmed from a deliberate focus on improving our products and services. 在华润产业，其他领域的改善来自于整个持续改善心态的一部分。像我们的生产力65%的改善和订单发货完整及时20%的改善结果，例如，源于我们将改善产品和服务放在我们工作的重点。However, our cost of quality progress also played a role, at least indirectly, adding momentum to our ongoing efforts to meet and exceed customer requirements.然而，我们的质量成本进度也扮演了一个角色，至少间接的，增加我们不断努力的动力，以满足和超越客户的要求。For More Information欲了解更多信息Learn more about CRC Industries. Visit http://www.crcindustries.com./Learn more about the cost of quality. CRC Industries used Principles of Quality Costs: Principles, Implementation, and Use, Third Edition, by the ASQ Quality Costs Committee, and available from ASQ Quality Press (ISBN 0-87389-019-1), for guidance as we began our cost of quality journey.了解更多关于华润产业的信息，可以访问网站http://www.crcindustries.com/。了解更多关于质量成本的信息。华润产业所使用的质量成本原则：原则、成就、使用，第三版，美国质量协会质量成本委员会，在美国质量协会质量新闻上可以看到(ISBN 0-87389-019-1)，作为开始我们的质量成本旅程的指导。_About the Author__关于作者__Susanne Donovan_ is director of Quality Systems for CRC Industries in Warminster, Pennsylvania. She has more than 15 years’ experience in quality management and is an ASQ Certified Quality Manager. She has a bachelor’s degree in chem- istry from Rider University, Lawrenceville, New Jersey, and is currently working on earning her MBA from DeSales University, Allentown, Pennsylvania.苏珊多诺万是华润产业位于宾夕法尼亚州的沃明斯特的质量系统总监。她有超过15年的质量管理经验，是被美国质量协会认证的质量经理。她具有新泽西州劳伦斯维尔骑手大学化学学士学位，现在正在攻读美国宾夕法尼亚州阿伦敦德萨莱斯大学的工商管理硕士学位。
大家好，我是小编H。组员们对第十七篇文章有什么意见或者建议，请跟帖回复讨论。本文由yuxi wang翻译校稿：yzzUsing Cost of Quality to Improve Business Results 用质量成本来提高业务成果In 1997 CRC Industries first started tracking cost of quality. Since then we have come to consider it a key measure for improving business results and the foundation of our continuous improvement efforts.在1997年，华润产业首先开始追踪质量成本。从那时开始我们就认为这是提高业务成果的关键措施和持续改进努力的基础。As Figure 1 shows, we have reduced failure dollars—the money we spend because of products and services that do not meet our customers’ requirements—from 0.70% of sales to 0.21% of sales, saving hundreds of thousands of dollars.如图1所示，我们已经降低了故障美元——因为我们的产品或服务达不到客户的要求而使我们所花费的钱——从销售额的0.70%降低到0.21%，节省了几十万美元
Of course everyone knows “if you measure it, it will improve,” but there was more to our endeavor than just simply measuring the results. We crafted a straightforward, but not effortless, process for putting the cost of quality measurement to work for us as a driver of product improvement and, consequently, the company’s bottom line.当然了，每个人都知道“如果你衡量它，它就会改善”，然而相对于简单的测量结果我们需要更多的努力。我们制定了一个简单的，但不是很轻松的过程，在工作中将质量成本的测量作为产品提高的驾驭者和公司的底线。About CRC Industries关于华润产业Headquartered in Warminster, Pennsylvania, CRC Industries produces specialty chemicals for maintenance and repair professionals, serving automotive, marine, electrical, industrial, and aviation markets. We have been ISO 9001 certified since November 19, 1996, and in April 2003 independent auditors from Intertek Testing Services confirmed that we successfully upgraded our quality system from ISO 9001:1994 to ISO 9001:2000.总部设在宾夕法尼亚州的沃明斯特，华润产业为维护和修理的专业人士生产特殊的化学品，服务于汽车、船舶、电子、工业和航空市场。公司从1996年的11月19日开始就通过了ISO9001认证，在2003年的四月份，天祥检验服务公司的独立审核员确认我们成功的从ISO9001:1994升级到ISO9001:2000.CRC adheres to strict guidelines in all facets of research, development, and production. We believe our leadership in the maintenance chemical markets is reflected most positively in our product development, and we have committed to a quality policy to meet or exceed customer requirements while complying with statutory and regulatory requirements and ensuring cost-effective operations.华润产业在研究、开发和生产的各个方面坚持严格的指导方针。我们坚信我们在维护化学品市场的领导地位，反映在我们对产品研发方面是最积极的。我们已经承诺了质量方针来满足或超过客户的要求，并且遵守法律法规要求和有效运作成本。The cost of quality metric therefore seemed like a natural fit for our existing quality policy, but we could not have predicted the full extent of the impact it would have.质量成本目标因此看起来好像自然适合我们已经存在的质量方针，但我们无法完全预测他将产生的影响。Why Cost of Quality? 为什么要进行质量成本？Often misinterpreted to mean the cost of using quality methods, cost of quality actually refers to the expense of failing to provide a quality product or service. At CRC, we use the term “failure dollars” to describe the different kinds of expenses—from the cost of materials and labor for rework, to the cost of correct shipping and customer service errors, to the cost of product replacement and waste—that make up the total cost of quality.常常被错误的理解为使用质量方法的成本，但实际上质量成本指的是由于不能提供高质量的产品或服务造成的费用。在华润产业，我们用“故障美元”来描述不同的费用——从原材料成本和返工的人力成本，到改正发货和客户服务的错误成本，到产品更新和浪费——整个这些组成了总的质量成本。In centering our improvement efforts on cost of quality, we are not simply focusing on CRC’s balance sheet. We are also confronting the issues that keep us from providing the best products and services possible. While reduced costs and increased savings remain the primary benefits we track, we understand that improvements in other quality metrics, such as accuracy, productivity, and customer satisfaction, are tied to cost of quality results.为集中我们关于质量成本提高的努力，我们不是简单的聚焦于华润产业的资产负债表。我们也面对能使我们持续提供最好的产品和服务成为可能的问题。当减少费用和增加节约成为我们追踪的首要利益时，我们理解在质量目标方面的提高，像准确率、生产力和客户满意度是和质量成本结果绑定在一起的。CRC Industries’ Cost of Quality Journey 华润产业的质量成本之旅Recognizing the importance of the cost of quality metric to our overall mission, we set about systematizing our use of the metric as a driver of improvement through the following steps:意识到质量成本目标在我们整个任务中的重要性，我们着手系统化我们对度量的使用，以此度量作为提高的指导，并通过下面的步骤：1. Establish the measurement systemEstablishing a consistent measuring system required the involvement of various departments within CRC, most important our finance department. Specifically, our task was to determine how the data would be collected and what categories would be tracked.This may seem like an easy step at first, but measurement definitions are not always obvious. Questions we had to address included:建立测量系统建立一个一致的系统要求在华润产业内部不同部门的参与，最重要的是财务部门的参与。特别的，我们的任务是决定怎样收集数据和什么样的类型将被追踪。这在一开始看起来好像比较容易，但测量的定义并不总是显而易见的。我们必须列出的问题包括：How do we count costs for returns due to customer errors or customer requests, separating them from returns due to product defects?How much does a customer service entry error or shipping error cost?我们怎样计算由于客户的错误造成退货的费用，把它从由于产品缺欠造成的退货分开？ 一次客户服务输入错误或发货错误的费用是多少？Before we could begin to collect accurate data, we had to negotiate answers to these questions and many more, and we had to standardize our approach.在我们能够开始收集准确的数据之前，我们不得不沟通对这些问题的答案，更多的是，我们不得不规范我们的方法。2.Collect the data2. 收集数据To establish a baseline for future improvements, we spent the first year collecting the initial data. During this step, we finalized most of the measure criteria and refined the measurement system.为了对未来的提高建立一条底线，我们花了第一年来收集最初的数据。在这一步骤中，我们确定了大部分的测量标准和优化了测量系统。The system developed in 1997 has remained the basis of our cost of quality measure, ensuring the validity of year-to-year comparisons.这个在1997年发展的系统保留了我们质量成本测量的基础，确保了年与年之间对比的准确率。We collected data in four categories of failure dollars:我们收集了四类失败美元的数据：Internal Quality Incidents, defined as the costs related to correcting any product defect caught prior to shipping theproduct, includes all labor and materials involved inreworking the product and any materials wasted.内部质量事故，定义为关于纠正任何产品缺欠，来达到发货的目的，包括返工所有的人力和物料，还包括任何浪费的物料。Scrap/Waste includes chemical waste costs and materialsscrapped due to defects.废料/废物包括化学品废物费用和由于缺欠造成的废料。Customer Complaints/Recalls are all costs involved inresolving a customer complaint or recall, includingproduct replacement costs, claims, shipping costs, andlabor costs.客户抱怨/召回是所有的解决客户抱怨或者召回的费用，包括换货的费用、索赔、发货费用和人力费用。Product Destroyed in Field/Warranty is the cost of thedeductions our distributors take for product returned bytheir customers.产品在现场的销毁/保修是扣除经销商按产品被他们的客户退货处理的费用。1. Analyze the data分析数据We reviewed data in several stages, making monthly, quarterly,yearly, and year-to-year comparisons. By examining first each ofthese four categories and then the types of problems within eachcategory, we conducted Pareto analyses (see Figure 2 next page)to reveal where we were making the most progress and wherewe should focus ongoing efforts.我们回顾了几个阶段的数据，每月、每季度、每年，年与年的对比。通过比较这四个阶段的数据，在每个阶段内的问题类型，我们进行柏拉图的分析（见下一页图2）来揭示我们在哪里正在不断进步，哪里需要重点的不断努力。4.Improve the results 改善结果As Figure 2 shows (page 3), total failure dollars decreased from0.70% of sales to 0.21% of sales. This amounted to a savings ofhundreds of thousands of dollars for CRC Industries.如图2所示（第三页），总的故障美元从占销售的0.7%降到占销售的0.21%。这相当于华润产业几十万美元的节省。Merely tracking cost of quality could not in itself bring theresults we were seeking. With cost of quality as a driver, severalkey initiatives contributed to our improved results:仅仅跟踪质量成本本身不会带来我们正在追寻的结果。随着质量成本作为一个指导，很多关键的措施都有助于提高我们的结果。ISO 9001:2000 certification, achieved in 1996, laid thefoundation for our quality system. When we make changesto process, we update documentation—includingprocedures, checklists, and instructions—to assureconsistency and compliance.ISO9001:2000证书，在1996年得到，奠定了我们质量系统的基础。当我们更改过程时，我们更新文件——包括程序、清单和操作规程——一致性和承诺。As part of meeting ISO 9001:2000 requirements, weestablished quarterly management reviews, which include areview of quality incidents and customer complaints andthe related cost of quality data. These reviews give uppermanagement a better understanding of the issues so theycan authorize appropriate improvement initiatives.作为达到ISO9001:2000要求的一部分，我们建立了每季度的管理回顾，包括质量事故、客户抱怨以及相关的质量数据成本。这些回顾给了更高管理层一个更好的关于此类事件的理解，因此他们可以授权适当的改善措施。
Root Cause Analysis sessions have been key in reducing failure costs related to internal incidents and customer complaints. Every employee has received basic training in the relevant techniques needed for these sessions.根本原因分析会议已经把重点放在减少在与内部事故和客户抱怨相关的故障成本上。每名员工都接受了这些会议所需要的相关技术的基本培训。The director of Quality Systems facilitates problem-solving meetings to develop corrective and preventive actions for all significant quality incidents. These meetings involve production operators, supervisors, mixers, shippers, buyers, suppliers, and managers as needed to resolve the problem.质量系统的总监促进了解决问题的会议，来发展对严重质量事故的矫正预防行动。这些会议把生产操作工、主管、协调员、发货人员、采购人员、供应商和经理们作为需要解决问题的人员包括在内。As appropriate, we use techniques like “ask why 5 times,” fishbone analysis, and process mapping to uncover the root cause of the problem. Immediately following the session, we put a series of action items in place. In cases of longer- term projects involving capital approval or training, we add the action items to a pending list.适当的，我们使用一些像“问五次为什么”这样的技术，鱼骨图和流程图来发现问题的根源。紧随会议，我们实行了一系列的行动项目。在长期项目因为需要资金审批和培训，我们添加了行动计划到一个等待清单上。Sometimes forming an improvement team to work over several weeks or months on improving a process is necessary. Action items and improvement teams’ progress are tracked and reviewed at the quarterly management reviews.有时组建一个改善团队来改善一个过程，并一块工作超过几周或几个月时间是必要的。这些行动和改善团队的过程，每季度是要被管理回顾追踪和回顾的。We use our Quality Incident Database to track quality incidents that we catch and correct prior to shipping product. The causes are categorized based on the 4 “M’s”: specification errors (methods), operator/mixer errors (manpower), equipment problems (machinery), and problems with supplier-provided materials (materials).Costs are also tracked in the database and the information is used in the cost of quality metric.我们使用质量事故数据库来追踪那些我们在发货之前所遇到和纠正的质量事故。原因是基于4“M”来分类的：规范错误（方法）、操作工/协调员错误（人力）、设备问题（机器）和供应商提供的物料问题（物料）。费用在数据库里面也是被追踪的，信息在质量目标费用中将被用到。All of these data feed our root cause analysis sessions as appropriate. We provide some data to suppliers on an annual basis as part of their formal supplier evaluation. A summary of the information is also presented at quarterly management reviews, and improvement teams are authorized as needed based on these data.所有的这些数据将提供给我们的根本原因分析会议。我们提供一些以年为基础的数据给供应商，作为正式的供应商评估的一部分。这些信息的摘要也将在季度的管理回顾中提交，基于这些数据，改善团队将基于需要被授权建立。Our Customer Complaint Database allows us to collect data and analyze trends in product complaints from our customers. Prior to the database, identifying a problem tookmuch longer since several customers could call in to several different customer service representatives. Each call was viewed as an “isolated” problem. While we took immediatecorrective action with the customer, such as replacing product or issuing credit, we did not identify patterns and thus could not take preventive measures.我们的客户抱怨数据库允许我们从客户的抱怨中去收集数据和分析趋势。先前的数据库，确定一个问题需要很长时间，因为很多客户可以打电话给不同的客户服务代表。每个电话被作为一个“孤立的”问题。当我们立刻对客户采取纠正措施，如换货或发行信用，我们没有识别模式，因此无法采取预防措施。With the database, we can consolidate information and use it to identify and correct a recurring problem much faster. We also can track the costs related to each complaint.Customer complaint data are summarized and reported to all employees monthly. The database is also reviewed for trends quarterly and yearly. Pareto analysis of the data allows the management team to select projects that further contribute to a reduction in failure dollars.有了这个数据库，我们可以整合信息，用它来更快地识别和纠正经常发生的问题。我们也可以追踪每个抱怨的相关费用。客户抱怨数据每月将被摘要和报告给所有的员工。数据库也将被每季度每年的回顾来看趋势。用柏拉图对数据的分析，允许管理团队选择那些在未来有利于减少故障美元的项目。CRC Industries’ Continuing Commitment to Quality华润产业关于质量的持续承诺As our key initiatives work together toward improving cost of quality results, we have witnessed a synergistic effect that facilitates continuous improvement throughout CRC. We can directly or indirectly link cost of quality improvements to other improvements, including, as Figure 3 details, shipping error reductions, customer service order entry error reductions, productivity increases, hazardous waste reduction, and profitability.由于我们的主要措施，都是朝着改善质量成本结果的，我们目睹了整个协同效应，即在整个华润产业内的持续改进。我们可以直接或间接地将质量成本改善链接到其他改善上面，包括，如图3所示，发货错误减少、客户服务订单输入错误减少、生产力提高、有害废物降低、利润率。
图3 其他协同质量成本改善的进步 矩阵 从开始追踪到现在的改善 直接相关 订单输入准确率 0.6% 订单发货准确率 1.0% 有害废物减少 50%间接相关 订单发货完成&及时 20% 生产力 65%
Order entry and shipment accuracy are directly tied to cost of quality, as each error adds $100 to overall failure dollars. 订单输入和发货准确率是直接绑定在质量成本上的，每次错误将加入100元到整个故障美元上。Although improvements of 0.6% and 1.0% may appear to be minimal, our order entry accuracy was already over 99% at the start of our cost of quality project, and our order shipment accuracy was only slightly under 99%. These gains therefore brought our accuracy rates even closer to 100%.虽然0.6%和0.1%的改善可能显得很微小，我们的订单输入准确率在开始质量成本项目开始已经在99%以上了。因此这些成果使我们的准确率更接近100%。Hazardous waste costs are also included in our cost of quality failure dollars. Part of the overall cost of quality gains we have made can be attributed to our reduction of hazardous waste by 50% in a five-year period.危险废物费用同样包含在质量成本故障美元中。我们所取得的质量成本总收益的一部分，来自于在一个五年的时期我们减少的50%的危险废物。Improvements in other areas came as part of the overall continuous improvement mindset at CRC Industries. Results like our 65% improvement in productivity and 20% improvement in orders shipped complete and on time, for instance, stemmed from a deliberate focus on improving our products and services. 在华润产业，其他领域的改善来自于整个持续改善心态的一部分。像我们的生产力65%的改善和订单发货完整及时20%的改善结果，例如，源于我们将改善产品和服务放在我们工作的重点。However, our cost of quality progress also played a role, at least indirectly, adding momentum to our ongoing efforts to meet and exceed customer requirements.然而，我们的质量成本进度也扮演了一个角色，至少间接的，增加我们不断努力的动力，以满足和超越客户的要求。For More Information欲了解更多信息Learn more about CRC Industries. Visit http://www.crcindustries.com./Learn more about the cost of quality. CRC Industries used Principles of Quality Costs: Principles, Implementation, and Use, Third Edition, by the ASQ Quality Costs Committee, and available from ASQ Quality Press (ISBN 0-87389-019-1), for guidance as we began our cost of quality journey.了解更多关于华润产业的信息，可以访问网站http://www.crcindustries.com/。了解更多关于质量成本的信息。华润产业所使用的质量成本原则：原则、成就、使用，第三版，美国质量协会质量成本委员会，在美国质量协会质量新闻上可以看到(ISBN 0-87389-019-1)，作为开始我们的质量成本旅程的指导。_About the Author__关于作者__Susanne Donovan_ is director of Quality Systems for CRC Industries in Warminster, Pennsylvania. She has more than 15 years’ experience in quality management and is an ASQ Certified Quality Manager. She has a bachelor’s degree in chem- istry from Rider University, Lawrenceville, New Jersey, and is currently working on earning her MBA from DeSales University, Allentown, Pennsylvania.苏珊多诺万是华润产业位于宾夕法尼亚州的沃明斯特的质量系统总监。她有超过15年的质量管理经验，是被美国质量协会认证的质量经理。她具有新泽西州劳伦斯维尔骑手大学化学学士学位，现在正在攻读美国宾夕法尼亚州阿伦敦德萨莱斯大学的工商管理硕士学位。
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