【完成】第十七篇 Using Cost of Quality to Improve Business Results

本帖最后由 小编H 于 2011-5-25 15:47 编辑 _

大家好，我是小编H。组员们对第三篇文章翻译有什么意见或者建议，请跟帖回复讨论。本文由yuxi wang翻译由yzz校稿校者注：本文译者翻译全面，也基本准确，只是有些提法不符合我们的习惯，我又进行了整理，不足之处，请指正。再次向译者表示尊敬和感谢！**Using Cost of Quality to Improve Business Results 用质量成本来提高经营业绩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，华润产业开始跟踪质量成本。从那时起我们就认为这是提高经营业绩的关键，是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，我们已经把故障美元——因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“如果你测量，就会改善”，然而这不仅仅是指测量本身，还有更多的后续工作。我们精心制作了一个简易的流程，将质量成本的测量作为产品提高的驱动力和公司最基本的要求。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.华润产业总部设在宾夕法尼亚州的沃明斯特，致力于为汽车、船舶、电子、工业和航空市场专业维护修理人员提供特殊的化工产品。公司1996年的11月19日通过了ISO9001认证，2003年4月，通过了天祥检验服务公司的审核员独立审核，质量体系从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、开发和生产的各方面严格遵循指导方针。我们坚信我们在维修用化工用品市场的领导地位，表现在我们在产品研发方面是最积极的。我们曾承诺的质量方针，就是满足或超过客户的要求，遵守法律法规要求，高效率，低成本。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.如此，质量标准看起来符合质量方针现状，但在未来的全面影响，很难预测。Why Cost of Quality? 为什么要推行质量成本？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.质量成本常常被错误的理解为质量方法使用的成本，实际上，质量成本是由于不能提供高质量的产品或服务产生的费用。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、返工劳动成本、调整发货、客户服务的差错成本、产品换货及产品报废——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.我们集中精力控制质量成本，不单单是关注华润产业的资产负债表，我们还要使我们持续提供最好的产品和服务成为可能。当减少费用和增加节约成为我们追求的首要目标时，我们所谓的质量目标，像准确率、生产效率和客户满意度的提高等就质量成本紧紧联系在一起。CRC Industries’ Cost of Quality Journey 华润产业的质量成本历程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工作中的重要性后，我们通过以下步骤，推进测量的系统化，推动改善工作：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:1.建立测量系统建立一个不同部门长期参与的测量体系，尤其是财务部门。确切地说，我们要确定怎样收集数据，跟踪什么类型的数据。乍看起来好像非常简单，深入理解测量真正内涵却并不是那么容易的事。问题如下：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?怎样计算由于客户原因导致退货的费用，并把它与产品缺陷造成的退货分开？ 一次客户服务输入错误或发货错误发生的费用是多少？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.在我们收集准确的数据之前，先分析这些问题的答案，更重要的是，我们必须规范我们的措施。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.为了对未来的改善打好基础，我们在第一年收集原始数据。在这个阶段，我们确定了大部分的测量标准，完善了测量系统。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年建立系统奠定了我们质量成本测量的基础，确保了年度数据对比的准确性。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.内部质量损失，产品不能发货，纠正所有缺陷产生的费用，包括所有返工人力成本和返工物料成本及浪费的物料。Scrap/Waste includes chemical waste costs and materialsscrapped due to defects.废料/废物损失，包括化工品报废费用和由于缺陷造成的废料。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/召回损失，与解决客户抱怨或者召回相关的费用，包括换货的费用、索赔、发运费用和人工成本。Product Destroyed in Field/Warranty is the cost of thedeductions our distributors take for product returned bytheir customers.生产现场的报废/维修，剔除因退货部件供应商承担的费用。3.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.我们分析月度、季度、年度及年度对比等几组数据。通过分析这四组数据，每种情况按问题类别，进行柏拉图的分析（见下一页图2），找出我们哪些方面正在不断改进，哪些方面还需重点关注，继续努力。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），华润产业总的故障美元从占销售收入的0.7%降到0.21%。相当于节省了几十万美元。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:跟踪质量成本本身不是我们的奋斗目标。质量成本分析采取的很多关键的措施，都有助于提高我们的经营业绩。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.我们在1996获得ISO9001:2000证书，奠定了质量系统的基础。当我们更改过程时，我们修订文件——包括程序、记录和操作规程——确保文件一致性及文件与现场相符。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.我们按照ISO9001:2000要求，每季度的管理总结，内容包括质量事故、客户抱怨以及相应的质量成本数据。这些材料帮助高管层更好地认识此类问题，他们可以据此确定相应改善措施。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，重点是减少内部事故和与客户抱怨相关的故障成本。根据会议要求，每名员工都要接受相关的技术基础培训。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.质量总监组织问题分析总结会，落实重大质量问题的纠正预防措施。参会人员包括：生产操作工、主管、调度员、发货人员、采购人员、供应商，如果解决问题需要，经理们也要参加。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.我们适时运用“五个为什么”、鱼骨图和流程图等工具去分析出问题的根源。并立即开会采取一系列措施。若是长期项目，需要资金审批或培训，编入行动计划。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.必要时建立改善小组来落实一个项目，小组必须一起工作几周甚至几个月以上。管理层每季度是要监督检查改善小组及其工作。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.我们记录那些我们在发货前发现和纠正的质量事故。根据4“M”：规范错误（methods方法）、操作工/协调员错误（manpower人）、设备问题（machinery机器）和供应商提供物料的问题（materials材料）来分析原因。费用也记录在数据库里，数据信息用于质量目标费用。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.所有的这些数据将用于根本原因分析会。我们提供给供应商一些年度数据，作为对供应商常规评价的一部分。主要内容提报到季度总结会，公司根据这些数据权建立改善小组。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.我们根据客户的抱怨，收集数据，分析趋势并建立客户抱怨数据库。原先，因很多客户可以打电话给不同的客户服务代表，确定一个问题需要很长时间，每个电话都是一个单独的问题，我们无法识别，也无法采取预防措施，只能立刻采取纠正措施，如换货或发信用证等。 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.有了这些数据，我们可以综合整理，更快地发现和纠正经常发生的问题。我们也可以追踪每个抱怨带来的损失。客户抱怨情况每月将被整理报告给所有的员工。每季度、每年分析趋势，用柏拉图对数据进行分析，帮助管理层确定那些在将要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.我们的主要措施，都是针对改善质量成本的，我们见证了它的综合效应，即在华润产业内的全面持续改进。我们可以直接或间接地将质量成本改善用到其他工作改善上，包括，发货错误减少、客户服务订单输入错误减少、生产能力提高、有害废物降低、利润提高等。如图3所示。
图3 其他质量成本相关方面的改善效果 项目 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 发货准确及时率 20% 生产能力 65%

Order entry and shipment accuracy are directly tied to cost of quality, as each error adds $100 to overall failure dollars. 接单和发货准确率直接影响质量成本，每次错误将增加100故障美元。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%的改善微不足道，但从质量成本项目开始，我们的订单输入准确率已经达到99%以上。由于这些成绩，我们确信准确率将更接近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.危险废物费用同样属于质量成本（故障美元）。我们所取得的质量成本总收益，其中就包含五年间我们减少了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，相关方面的改善是整个持续改善理念的一部分。成果包括，我们生产能力提高65%，发货准确及时率提高20%，这是由于我们以产品和服务的改善为工作重点。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.总而言之，我们的质量成本工作起到一定效果，至少使提高我们工作更加努力，以满足和超越客户的需求。For More Information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.可以访问网站http://www.crcindustries.com/了解更多关于华润产业的信息。了解更多关于质量成本的信息。华润产业质量成本理念：规定、执行、运用，以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颁布的(ISBN 0-87389-019-1，第三版)为指导启动质量成本工作。_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体系总监。她有15年以上的质量管理经验，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。