第五十一篇Why Management System Standards Add Value
本帖最后由 小编D 于 2012-5-29 14:08 编辑
本文翻译：spear 校稿：muddy533
Why Management System Standards Add Value
管理体系标准何以增值
It’s official: Companies get more revenue from using standards than they cost to implement more than ever, businesses need ways to improve their operations to better gain, serve, and retain customers while reducing costs and improving margins. Implementing management systems and attaining third-party accredited certification can help businesses achieve success on all of these fronts. For many years, various media have discussed anecdotal information concerning the value of third-party accredited certification to management systems. Sound, documented evidence from academic studies now confirms the value of third-party accredited certification of management systems. In part one of this two-part article, we will summarize the history of management systems. In part two, we'll take a closer look at the evidence supporting their value.
官方论述：相比较他们的应用成本而言，公司从使用标准获得的收益比以前任何时候都大。在降低成本和提高利润的同时，公司需要改进运行方法以更好的赢得顾客、服务顾客和保留顾客。应用管理体系和获得第三方权威认证能够帮助公司在所有这些战线上赢得成功。多年来，各种媒体讨论过有关对管理体系进行第三方权威认证的价值的趣闻。看起来，来自学术研究的文档化的证据现在证实了管理体系得第三方权威认证的价值。本论文分为两部分，第一部分，我们将总结管理体系的历史。在第二部分，我们将更进一步观察支持他们的价值的证据。
The most noteworthy studies about management system standards in the last 20 years have dealt with the two most popular standards: ISO 9001 (quality management systems) and ISO 14001 (environmental management systems)。 In this article, we will focus not only on the value of these and other management systems, but also, in particular, on the value of accredited management systems certification. Most articles on this topic have been positive, but not many have been based on hard data. We’ve now reached the time to clearly communicate the data associated with the benefits of adopting management system standards.
在过去20年里，关于管理体系标准最值得注意的研究与两个最流行的标准有关：ISO 9001（质量管理体系）和ISO 14001（环境管理体系）。在本文中，我们关注的不仅是这两个体系和其他管理体系的价值，特别地还关注权威管理体系认证的价值。大多数关于这个话题的论文都是积极的，但很少是基于确实的数据。现在我们已经到了明确沟通数据的时候了，这些数据与实施管理体系标准的收益相关。
Here are a few conclusions of recent studies (additional benefits and the specific data that supports these conclusions will be presented later in this article):
这里有几个最近研究的结论（支持这些结论的额外好处和具体数据稍后将在这篇文章中列出来）：
• Management systems standards return a bottom-line financial value larger than any investment or time incurred.
管理体系标准获得一个比任何投资或者发生的时间都要大的底线财务价值。
• Adopters of management system standards have higher rates of corporate survival than nonadopters.
管理体系标准的采用者比非采用者有更高的企业生存率。
• Adopters of management system standards have higher sales than nonadopters.
管理体系标准的采用者比非采用者有更高的销售业绩。
• Small businesses achieve proportionally more benefits than larger organizations.
小公司相应地比更大的组织获得更好的收益。
How management system standards evolved
管理体系标准怎样逐步形成的
The creation and first use of management systems happened long before most people realize. In 1798, Eli Whitney signed a contract with the U.S. federal government to build 10,000 muskets. Whitney stated an intention of making the muskets with interchangeable parts—thus allowing a broken musket to be cannibalized to provide repair parts for another.
早在大多数人们认识到之前，管理体系的产生和首次使用就已经出现了。在1798年，埃里•惠特尼与美国联邦政府签订了一个制造10，000支步枪的合同。惠特尼产生了一个用可互换部件来制造这批步枪的思想——从而允许将一支破损的步枪拆取零部件以为另外一支步枪提供维修部件。
Whitney faced more than his share of problems in fulfilling this contract, especially when it came to managing changes (in products, documents, and processes, among others)。When a defect was found or an improvement suggested that a change was needed, it was often difficult to manage and deploy, so Whitney came up with a set of rules to control these changes.
惠特尼在履行这个合同过程中面临许多问题，特别是当用这个思想来管理变更的时候（在产品中、记录和过程等等中）。当发现一个缺陷或者一个改进建议需要变更的时候，常常很难管理和调配。因此，惠特尼提出了一套规则来控制这些变更。
In addition, workers often had a preference for fixing an individual problem, rather than identifying and resolving its cause. Whitney resolved these and many other obstacles by developing a set of management practices that, when successfully implemented, prevented problems from occurring in the first place. These include:
另外，工人常常偏爱解决单个问题，而不是确定和解决其根本原因。通过制定一套管理办法，惠特尼解决了这些问题和许多其他的障碍，成功地实施后，首先防止了问题的发生。这些办法包括：
• When a change is made, the organization must update and approve documents and then redistribute them to all users.
做出变更后，组织必须更新和审核文档，然后重新分发给所有使用者。
• When a problem occurs, the organization must identify the cause as the first step in resolution.
问题出现后，作为解决的第一步，组织必须识别原因。
Whitney continued his work on the musket project between 1798 and 1810, during which time he developed many additional management practices that, over time, helped him prevent problems before they had an impact on his business and his customers.
在1798年到1810年之间，惠特尼一直持续他在步枪项目中的工作，在这期间，他开发了很多额外的管理措施，随着时间推移，在问题影响到他的事务和客户之前，帮助他阻止了问题的发生。
During the next century, management practices expanded in scope and detail and were used increasingly by a variety of organizations. By the time Henry Ford began to mass-produce automobiles in 1913, management practices had grown to include components such as making sure employees are capable of a task before assigning it to them; purchasing from suppliers capable of meeting requirements, not just the ones with the lowest prices; and taking the needs of multiple business areas (e.g., production, purchasing, shipping) into consideration during product design.
在接下来的这个世纪中，管理方法在规模和细节上得到扩展，并越来越多地被各种各样的组织使用。在这个时期，亨利•福特于1913年开始大批量生产汽车，管理措施已经发展成包含各种组件，比如确保员工在分配给他们任务之前能够胜任、从供应商那里购买的东西能够满足需求而不仅仅是最低的价格，以及在产品设计期间考虑多种业务领域（如生产，采购，运输等）的需求。
World War II drove the next major additions to commonly accepted management practices. During the intense production demands, military procurement personnel realized that the suppliers whose top managers directly and actively engaged in running their operations produced the best results. As a result, management practices associated with the roles of top management joined the list of existing management practices, including periodic review of processes and expectations, enforcement of responsibilities and accountability, establishment and regular communication of plans and policies, and requirement and support of consistent internal communication.
第二次世界大战推动了下一个重要的补充，使其成为了普遍接受的管理实践。在这个激烈的产品需求时期，军事采购人员意识到高层管理人员直接积极地参与经营业务的供应商得到最好的结果。结果是，管理措施与高层管理加入这一系列已存在的管理措施的角色相关联，包括过程和期望的定期审查，责任和职责的执行，计划和政策的建立及定期沟通，以及一致的内部沟通的要求和支持。
The need for transparency also arose from the urgent production demands of World War II. Customers (in WWII, often the military) needed to “see” what was going on inside supplier organizations so that they could have confidence in results. Because of this, transparency became an important management practice and came to include evidence of effective internal communication and task completion; documented procedures and instructions; and policies, manuals, and vision statements.
二战中的紧急产品需求也提升了透明性的需要。顾客（在二战中，通常是军方）需要“看看”供应商组织内部怎么回事以便对结果产生信心。正因如此，透明成为一个重要的管理措施，并且后来包括有效内部沟通的证据，文档化的程序和指令以及政策、手册和愿望陈述。
The transparency that resulted from these management practices provided value in three ways. It allowed customers and potential customers to see what was happening so that they had the confidence to make purchasing decisions; it allowed organizations to see and confirm that what they intended to be done was actually being done; and it allowed people to see and clearly know what was expected of them and what they needed to do.
起因于这些管理措施的透明度在三个方面做出了贡献。其允许顾客和潜在顾客看到发生了什么以使他们有信心做出购买的决定；其允许组织看到和确认他们期望做到的正在做；其允许人们看到和清楚知道他们期望的是什么和他们需要做什么。
Points to consider:
考虑点：
• Management practices are those activities used to anticipate, prevent, and resolve known problems. In the past, these practices were sometimes called “best practices.”
管理措施就是用来预测、预防和解决已知问题的那些活动。过去，这些措施有时候被称为“最好措施”。
• Management practices were developed specifically to provide benefits to users.
管理措施特别发展出来为用户贡献收益。
• Management practices are compelling protocols for ensuring results.
对于确保结果来说，管理措施是令人信服的协议。
• Once implemented, management practices help increase customer satisfaction and reduce costs.
一旦应用，管理措施帮助增强顾客满意和降低成本。
• Management practices evolved into management systems.
管理措施逐渐发展成为管理体系。
• The list of management practices that has evolved during the last 50 years represents the collective wisdom of experts from around the world.
过去50年中逐渐发展起来的一系列管理措施代表了来自世界各地的专家们的集体智慧。
• The authors of current management systems standards have made great efforts to ensure that management systems are sufficiently flexible so that they add value to any organization, of any size or complexity, performing any task in any industry at any geographic location. These standards accommodate the need for both flexibility and discipline and consistency where needed.
目前管理体系标准的作者们做出了巨大努力来确保管理体系足够灵活性，以便管理体系能为任何大小或复杂性的任何组织增值，在任何地理位置执行任何行业领域的任务。这些标准在任何需要的地方调和灵活性和纪律性以及一致性。
Modern management systems
现代管理体系
The management practices that emerged with Eli Whitney in 1798 evolved into what we today call management systems. The first internationally accepted version of a management system was adopted by the International Organization of Standardization in 1987 and published as ISO 9001—“Quality management systems—Requirements.” Following the introduction of ISO 9001, people realized that similar management practices could be developed and adopted for managing results in environment, food safety, health and safety, and many other areas where preventive practices were important in ensuring outcomes.
埃里•惠特尼在1798年发明的管理措施逐渐形成了我们今天称之为管理体系的东西。第一个国际认可版本的管理体系在1987年被国际化标准组织（ISO）采用，并作为ISO 9001——“质量管理体系——要求”出版。通过ISO 9001的介绍，人们认识到：应当开发和采用相似的管理措施来管理环境结果、食品安全、健康和安全，以及许多其他预防措施在保证输出过程中很重要的领域。
Points to consider:
考虑点：
• Management systems have been created that cover topics beyond the traditional management systems described in ISO 9001 and ISO 14001.
覆盖超越传统管理体系一般规则的管理体系已经建立，传统管理体系在ISO 9001和ISO 14001种有所描述。
• Today, management systems help ensure results in many new areas, including the Private Sector Preparedness (PS Prep) advocated by the Department of Homeland Security and the newly released ISO 50001 standard covering energy management systems.
当今，管理体系在很多新领域帮助确保最终结果，包括国土安全部倡导的战略储备（聚苯乙烯储备）以及新发布的覆盖能源管理体系得ISO 50001。
本文翻译：spear 校稿：muddy533
Why Management System Standards Add Value
管理体系标准何以增值
It’s official: Companies get more revenue from using standards than they cost to implement more than ever, businesses need ways to improve their operations to better gain, serve, and retain customers while reducing costs and improving margins. Implementing management systems and attaining third-party accredited certification can help businesses achieve success on all of these fronts. For many years, various media have discussed anecdotal information concerning the value of third-party accredited certification to management systems. Sound, documented evidence from academic studies now confirms the value of third-party accredited certification of management systems. In part one of this two-part article, we will summarize the history of management systems. In part two, we'll take a closer look at the evidence supporting their value.
官方论述：相比较他们的应用成本而言，公司从使用标准获得的收益比以前任何时候都大。在降低成本和提高利润的同时，公司需要改进运行方法以更好的赢得顾客、服务顾客和保留顾客。应用管理体系和获得第三方权威认证能够帮助公司在所有这些战线上赢得成功。多年来，各种媒体讨论过有关对管理体系进行第三方权威认证的价值的趣闻。看起来，来自学术研究的文档化的证据现在证实了管理体系得第三方权威认证的价值。本论文分为两部分，第一部分，我们将总结管理体系的历史。在第二部分，我们将更进一步观察支持他们的价值的证据。
The most noteworthy studies about management system standards in the last 20 years have dealt with the two most popular standards: ISO 9001 (quality management systems) and ISO 14001 (environmental management systems)。 In this article, we will focus not only on the value of these and other management systems, but also, in particular, on the value of accredited management systems certification. Most articles on this topic have been positive, but not many have been based on hard data. We’ve now reached the time to clearly communicate the data associated with the benefits of adopting management system standards.
在过去20年里，关于管理体系标准最值得注意的研究与两个最流行的标准有关：ISO 9001（质量管理体系）和ISO 14001（环境管理体系）。在本文中，我们关注的不仅是这两个体系和其他管理体系的价值，特别地还关注权威管理体系认证的价值。大多数关于这个话题的论文都是积极的，但很少是基于确实的数据。现在我们已经到了明确沟通数据的时候了，这些数据与实施管理体系标准的收益相关。
Here are a few conclusions of recent studies (additional benefits and the specific data that supports these conclusions will be presented later in this article):
这里有几个最近研究的结论（支持这些结论的额外好处和具体数据稍后将在这篇文章中列出来）：
• Management systems standards return a bottom-line financial value larger than any investment or time incurred.
管理体系标准获得一个比任何投资或者发生的时间都要大的底线财务价值。
• Adopters of management system standards have higher rates of corporate survival than nonadopters.
管理体系标准的采用者比非采用者有更高的企业生存率。
• Adopters of management system standards have higher sales than nonadopters.
管理体系标准的采用者比非采用者有更高的销售业绩。
• Small businesses achieve proportionally more benefits than larger organizations.
小公司相应地比更大的组织获得更好的收益。
How management system standards evolved
管理体系标准怎样逐步形成的
The creation and first use of management systems happened long before most people realize. In 1798, Eli Whitney signed a contract with the U.S. federal government to build 10,000 muskets. Whitney stated an intention of making the muskets with interchangeable parts—thus allowing a broken musket to be cannibalized to provide repair parts for another.
早在大多数人们认识到之前，管理体系的产生和首次使用就已经出现了。在1798年，埃里•惠特尼与美国联邦政府签订了一个制造10，000支步枪的合同。惠特尼产生了一个用可互换部件来制造这批步枪的思想——从而允许将一支破损的步枪拆取零部件以为另外一支步枪提供维修部件。
Whitney faced more than his share of problems in fulfilling this contract, especially when it came to managing changes (in products, documents, and processes, among others)。When a defect was found or an improvement suggested that a change was needed, it was often difficult to manage and deploy, so Whitney came up with a set of rules to control these changes.
惠特尼在履行这个合同过程中面临许多问题，特别是当用这个思想来管理变更的时候（在产品中、记录和过程等等中）。当发现一个缺陷或者一个改进建议需要变更的时候，常常很难管理和调配。因此，惠特尼提出了一套规则来控制这些变更。
In addition, workers often had a preference for fixing an individual problem, rather than identifying and resolving its cause. Whitney resolved these and many other obstacles by developing a set of management practices that, when successfully implemented, prevented problems from occurring in the first place. These include:
另外，工人常常偏爱解决单个问题，而不是确定和解决其根本原因。通过制定一套管理办法，惠特尼解决了这些问题和许多其他的障碍，成功地实施后，首先防止了问题的发生。这些办法包括：
• When a change is made, the organization must update and approve documents and then redistribute them to all users.
做出变更后，组织必须更新和审核文档，然后重新分发给所有使用者。
• When a problem occurs, the organization must identify the cause as the first step in resolution.
问题出现后，作为解决的第一步，组织必须识别原因。
Whitney continued his work on the musket project between 1798 and 1810, during which time he developed many additional management practices that, over time, helped him prevent problems before they had an impact on his business and his customers.
在1798年到1810年之间，惠特尼一直持续他在步枪项目中的工作，在这期间，他开发了很多额外的管理措施，随着时间推移，在问题影响到他的事务和客户之前，帮助他阻止了问题的发生。
During the next century, management practices expanded in scope and detail and were used increasingly by a variety of organizations. By the time Henry Ford began to mass-produce automobiles in 1913, management practices had grown to include components such as making sure employees are capable of a task before assigning it to them; purchasing from suppliers capable of meeting requirements, not just the ones with the lowest prices; and taking the needs of multiple business areas (e.g., production, purchasing, shipping) into consideration during product design.
在接下来的这个世纪中，管理方法在规模和细节上得到扩展，并越来越多地被各种各样的组织使用。在这个时期，亨利•福特于1913年开始大批量生产汽车，管理措施已经发展成包含各种组件，比如确保员工在分配给他们任务之前能够胜任、从供应商那里购买的东西能够满足需求而不仅仅是最低的价格，以及在产品设计期间考虑多种业务领域（如生产，采购，运输等）的需求。
World War II drove the next major additions to commonly accepted management practices. During the intense production demands, military procurement personnel realized that the suppliers whose top managers directly and actively engaged in running their operations produced the best results. As a result, management practices associated with the roles of top management joined the list of existing management practices, including periodic review of processes and expectations, enforcement of responsibilities and accountability, establishment and regular communication of plans and policies, and requirement and support of consistent internal communication.
第二次世界大战推动了下一个重要的补充，使其成为了普遍接受的管理实践。在这个激烈的产品需求时期，军事采购人员意识到高层管理人员直接积极地参与经营业务的供应商得到最好的结果。结果是，管理措施与高层管理加入这一系列已存在的管理措施的角色相关联，包括过程和期望的定期审查，责任和职责的执行，计划和政策的建立及定期沟通，以及一致的内部沟通的要求和支持。
The need for transparency also arose from the urgent production demands of World War II. Customers (in WWII, often the military) needed to “see” what was going on inside supplier organizations so that they could have confidence in results. Because of this, transparency became an important management practice and came to include evidence of effective internal communication and task completion; documented procedures and instructions; and policies, manuals, and vision statements.
二战中的紧急产品需求也提升了透明性的需要。顾客（在二战中，通常是军方）需要“看看”供应商组织内部怎么回事以便对结果产生信心。正因如此，透明成为一个重要的管理措施，并且后来包括有效内部沟通的证据，文档化的程序和指令以及政策、手册和愿望陈述。
The transparency that resulted from these management practices provided value in three ways. It allowed customers and potential customers to see what was happening so that they had the confidence to make purchasing decisions; it allowed organizations to see and confirm that what they intended to be done was actually being done; and it allowed people to see and clearly know what was expected of them and what they needed to do.
起因于这些管理措施的透明度在三个方面做出了贡献。其允许顾客和潜在顾客看到发生了什么以使他们有信心做出购买的决定；其允许组织看到和确认他们期望做到的正在做；其允许人们看到和清楚知道他们期望的是什么和他们需要做什么。
Points to consider:
考虑点：
• Management practices are those activities used to anticipate, prevent, and resolve known problems. In the past, these practices were sometimes called “best practices.”
管理措施就是用来预测、预防和解决已知问题的那些活动。过去，这些措施有时候被称为“最好措施”。
• Management practices were developed specifically to provide benefits to users.
管理措施特别发展出来为用户贡献收益。
• Management practices are compelling protocols for ensuring results.
对于确保结果来说，管理措施是令人信服的协议。
• Once implemented, management practices help increase customer satisfaction and reduce costs.
一旦应用，管理措施帮助增强顾客满意和降低成本。
• Management practices evolved into management systems.
管理措施逐渐发展成为管理体系。
• The list of management practices that has evolved during the last 50 years represents the collective wisdom of experts from around the world.
过去50年中逐渐发展起来的一系列管理措施代表了来自世界各地的专家们的集体智慧。
• The authors of current management systems standards have made great efforts to ensure that management systems are sufficiently flexible so that they add value to any organization, of any size or complexity, performing any task in any industry at any geographic location. These standards accommodate the need for both flexibility and discipline and consistency where needed.
目前管理体系标准的作者们做出了巨大努力来确保管理体系足够灵活性，以便管理体系能为任何大小或复杂性的任何组织增值，在任何地理位置执行任何行业领域的任务。这些标准在任何需要的地方调和灵活性和纪律性以及一致性。
Modern management systems
现代管理体系
The management practices that emerged with Eli Whitney in 1798 evolved into what we today call management systems. The first internationally accepted version of a management system was adopted by the International Organization of Standardization in 1987 and published as ISO 9001—“Quality management systems—Requirements.” Following the introduction of ISO 9001, people realized that similar management practices could be developed and adopted for managing results in environment, food safety, health and safety, and many other areas where preventive practices were important in ensuring outcomes.
埃里•惠特尼在1798年发明的管理措施逐渐形成了我们今天称之为管理体系的东西。第一个国际认可版本的管理体系在1987年被国际化标准组织（ISO）采用，并作为ISO 9001——“质量管理体系——要求”出版。通过ISO 9001的介绍，人们认识到：应当开发和采用相似的管理措施来管理环境结果、食品安全、健康和安全，以及许多其他预防措施在保证输出过程中很重要的领域。
Points to consider:
考虑点：
• Management systems have been created that cover topics beyond the traditional management systems described in ISO 9001 and ISO 14001.
覆盖超越传统管理体系一般规则的管理体系已经建立，传统管理体系在ISO 9001和ISO 14001种有所描述。
• Today, management systems help ensure results in many new areas, including the Private Sector Preparedness (PS Prep) advocated by the Department of Homeland Security and the newly released ISO 50001 standard covering energy management systems.
当今，管理体系在很多新领域帮助确保最终结果，包括国土安全部倡导的战略储备（聚苯乙烯储备）以及新发布的覆盖能源管理体系得ISO 50001。
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