第八十三篇 Does Industry Need a Social Responsibility Standard?
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翻译：ccsspp454 校稿：593786601
Does Industry Need a Social Responsibility Standard?
制造业需要社会责任标准吗？
A social responsibility (SR) standard can fit in an SR policy
社会责任标准能配备社会责任政策。
Bowers and West, authors of the article, “Getting on Track,” in the May 2011 issue of Quality Progress, describe ISO 26000 as a guidance standard “that can help manage social responsibility (SR) issues at your organization.” The reference adds that ISO 26000 was developed by experts on governance, human rights, labor practices, environment, operating practices, consumer rights, and community rights. The International Organization for Standardization (ISO) website provides a detailed overview of what appears to be a fairly extensive standard, but Henry Ford defined social responsibility in a single sentence long before anybody heard of the concept.
鲍尔斯和韦斯特，《走上轨道》文章的作者，2011年5月在美国质量协会月刊的发行物，描述ISO 26000作为一个行为导则标准“在你的组织内，它能帮助处理社会责任问题”，参考补充说ISO 26000是由政府、人权、劳工实践、环境、操作实践、消费者权益和社区权益专家开发的。国际标准化组织网站提供了详细的，似乎是一个相当广泛的标准的介绍，但是亨利﹒福特在任何人听到这个理念之前就用一个单句定义了社会责任。
The following 17 words are, in fact, sufficiently comprehensive to serve as a corporate SR policy:
Make the best quality of goods possible at the lowest cost possible, paying the highest wages possible.
下面17个单词，事实上，作为一个企业社会责任方针是足够的全面。以尽可能低的成本生产质量尽可能高的商品，支付尽可能高的工资。
Assessment of this statement from the supplier, input, process, output, customer (SIPOC) perspective shows that this statement reflects a square deal for all participants in a supply chain and encompasses social responsibility comprehensively. Consider first the identity of the stakeholders:
1. 客户
2. 雇员
3. 供应商
4. 投资者
5. 商业运营的社会
If the organization makes the best quality of goods possible at the lowest cost possible, its customers get their money’s worth and therefore a square deal. The same goes for employees who receive the highest wages possible, i.e., what their jobs are actually worth as opposed to how little the employer can manage to pay them. Incidentally, in My Life and Work (Doubleday, Page & Co., 1922), Henry Ford and
Samuel Crowther summarized the entire science of industrial and labor relations in a single sentence: “It ought to be the employer’s ambition, as leader, to pay better wages than any similar line of business, and it ought to be the workman’s ambition to make this possible.”
如果组织以尽可能低的成本生产出尽可能质量高的商品，组织的客户得到他们金钱价值，因此是公平交易。这同样适用于收到尽可能高的工资的雇员，也就是说,他们工作真正的价值是什么而不是老板支付他们如何少。顺便说一声《我的生活和工作》（双日出版社，裴吉公司，1922），亨利﹒福特和塞缪尔克洛泽用一个简单的句子总结全部工业和劳工关系的科学为“作为领导者的老板的志向是与同行业相比支付更好的工资，这应该和劳动者追求的尽可能一样”。
This single sentence encompasses the reciprocal obligations of management and labor. Management earns employee buy-in and engagement by paying what the job is worth, while labor makes the job worth more by looking for ways to improve productivity instead of soldiering (marking time to limit output) and demanding restrictive work rules. Ford and Frederick Winslow Taylor both cited managers who looked for ways to cut wages or piece rates as the direct cause of the latter dysfunctional practices.
这句简单的句子包含了管理者和劳动者之间相互的责任。管理者通过支付劳动价值等值的工资获得员工认同和诺言，同时劳动者通过寻找提高生产力的方式使工作更有价值，代替怠工（原地踏步限制输出）和要求严格的工作规定。福特和弗雷德里克温斯洛泰勒列举了管理者寻找方式来消减工资或者计件工资是员工消极怠工的直接原因。
The elimination of all forms of waste from the supply chain, which was among Ford’s primary objectives, leaves plenty of money with which to pay investors enormous profits. Ford however bought out his investors because many of them put the profits ahead of the work that earned them. His specific issues with his investors included the latters’ desire to charge as much for automobiles as the market would bear instead of asking as little as the manufacturing cost could justify. Ford actually refunded some money to customers when he discovered that his production costs were lower than expected.
供应链各种形式浪费的消除，这是福特政策的基本目标，因支付投资者庞大的红利带走大量的金钱。福特买下他的投资者的全部投资因为他们的大部分在工作之前获得收益。他和他的投资者之间特殊的事情，包括后来热切支付汽车像市场可以忍受的一样多代替要求可证明的尽可能少的制造成本。
，当他发现他的生产成本比预期低时，福特事实上退还一部分钱给客户。
Where does this leave suppliers and society? The SIPOC model takes care of the former by implication because every customer in a supply chain is also somebody else’s supplier, and every supplier is somebody’s customer. An addendum to Ford’s statement could make the relationship more explicit: “Pay suppliers as much as possible consistent with their reciprocal obligation to deliver at the lowest cost possible.” This was, in fact, Ford’s actual policy.
这怎么能离开供应商和社会？供应商、输入、过程、输出和客户模型注意到前者含蓄的，因为供应链上每个客户是其他一些人的供应商，同时一些供应商是另外一些人的客户。福特公司声明的一个附录能使关系更加明确“以尽可能低的成本，支付供应商尽可能符合他们相互义务对运输”。事实上，这是福特公司实际政策。
In Today and Tomorrow (Doubleday, Page & Co., 1926), Ford and Crowther write: “The man finally consented to try to manufacture at exactly one half his former price…. Under the pressure of necessity, he found he could make cost reductions here, there, and everywhere, and the upshot of it was that he made more money out of the low price than he had ever made out of the high price, and his workmen have received a higher wage.”
在今天和明天（双日出版社，页有限公司，1926），福特和克洛泽写道“人们最后同意尝试以前价格的一半生产。在不可避免的压力下，人们发现他能在这里，那里和任何地方降低成本，其结果他在低价格比高价格赚取了更多的钱，他的员工也获得更高的工资。”
“Pressure of necessity” did not, however, mean squeezing the supplier as many big customers do today, but rather supplier development. As noted in My Forty Years with Ford, by Charles E. Sorensen with Samuel T. Williamson (W. W. Norton & Co. Inc., 1956), Ford’s production chief, Charles Sorensen, figured out that that the car bodies could be built for $50, and Ford offered $72 per body or a 44-percent markup.
“不可避免的压力”并不是意味着就像今天许多大客户所做的那样压榨供应商，而是供应商开发。正如我和福特四十年一样，通过查尔斯E.索伦森和塞缪尔T.威廉姆森（W.W.诺顿有限公司，1956），福特公司生产总监，查尔斯索伦森，指出可以用50美元建造一辆汽车，而福特每辆提供72美元涨价44%。
The supplier had originally wanted $152 per body but, given his own wasteful methods of manufacture, he would have earned far less overall profit. It is particularly telling that the supplier could also pay the highest wages possible after he implemented Ford’s methods.
供应商原本每辆车要152美元，给予他自己浪费的生产方法，他将获得远远低于总体利润。这里特别说明一下，这家供应商在采用福特公司方法后能付得最高的工资。
The delivery of value to all supply chain stakeholders meanwhile enriches society as a whole. Workers who earn high wages buy more goods and services from those around them, as do investors who receive good returns on their investments. Ford’s industries, in fact, tended to largely eliminate poverty from the communities in which they operated. Ford and Crowther elaborated further on his proven business methods in Moving Forward (Doubleday, Doran, & Co., 1931): “These fundamentals are not peculiar to the automobile industry and they apply to any business, large or small. They are universal. If they were adopted, a flood of properly-made goods would flow through every nook and cranny of the country, drive out high prices,
produce employment everywhere at good wages, and make poverty impossible.”
价值传递给供应链利益相关者同时富裕了整个社会。获得高工资的劳动者购买更多的货物和服务从他们周围，正如那些从他们投资获得良好回报的投资者。事实上，福特公司趋向大量的消除贫困从他们运营的社区。福特和克洛泽在《勇往直前》中进一步阐述了他的商业方法（双日出版社，多伦有限公司，1931）：“这些基础并不是汽车行业特有的，他们适用于任何商业活动，大的或者小的。他们是普遍的。如果他们被采用，正确制造的货物洪水般的将流过这个国家的每个角落，推动了高价格，到处都是高薪就业，贫困是不可能的。
Simple principles for implementation of social responsibility have therefore been available off the shelf for more than 90 years, and their application has already delivered proven results.
实施社会责任的简单原则因此已经有效现成的超过90年，他们的应用已经得到经过验证的结果。
ABOUT THE AUTHOR
作者简介
William A. Levinson 威廉.莱文森
William A. Levinson, P.E., is the principal of Levinson Productivity Systems P.C. He is an ASQ Fellow, a certified quality engineer, quality auditor, quality manager, reliability engineer, and Six Sigma Black Belt. Levinson is the author of Henry Ford’s Lean Vision: Enduring Principles from the First Ford Motor Plant (Productivity Press, 2002) . He holds degrees in chemistry and chemical engineering from Penn State and Cornell Universities, and night school degrees in business administration and applied statistics from Union College.
威廉.莱文森，P.E是P.C莱文森生产力系统的负责人。他是一名美国质量协会会员，注册质量工程师，质量审核员，质量经理，可靠性工程师，六西格玛黑带。莱文森是作者亨利福特的精益生产愿景：源自最早的福特汽车公司之持久的原则（生产力出版社，2002）。他获得宾州州立大学和康奈尔大学获得的化学和化学工程专业学位和工商管理夜校学位和联合学院的应用统计学位。
请对以下文章有翻译兴趣的组员留下你的预计完成时间和邮箱地址，以便小编登记翻译者信息以及文章最终完成时间
翻译：ccsspp454 校稿：593786601
Does Industry Need a Social Responsibility Standard?
制造业需要社会责任标准吗？
A social responsibility (SR) standard can fit in an SR policy
社会责任标准能配备社会责任政策。
Bowers and West, authors of the article, “Getting on Track,” in the May 2011 issue of Quality Progress, describe ISO 26000 as a guidance standard “that can help manage social responsibility (SR) issues at your organization.” The reference adds that ISO 26000 was developed by experts on governance, human rights, labor practices, environment, operating practices, consumer rights, and community rights. The International Organization for Standardization (ISO) website provides a detailed overview of what appears to be a fairly extensive standard, but Henry Ford defined social responsibility in a single sentence long before anybody heard of the concept.
鲍尔斯和韦斯特，《走上轨道》文章的作者，2011年5月在美国质量协会月刊的发行物，描述ISO 26000作为一个行为导则标准“在你的组织内，它能帮助处理社会责任问题”，参考补充说ISO 26000是由政府、人权、劳工实践、环境、操作实践、消费者权益和社区权益专家开发的。国际标准化组织网站提供了详细的，似乎是一个相当广泛的标准的介绍，但是亨利﹒福特在任何人听到这个理念之前就用一个单句定义了社会责任。
The following 17 words are, in fact, sufficiently comprehensive to serve as a corporate SR policy:
Make the best quality of goods possible at the lowest cost possible, paying the highest wages possible.
下面17个单词，事实上，作为一个企业社会责任方针是足够的全面。以尽可能低的成本生产质量尽可能高的商品，支付尽可能高的工资。
Assessment of this statement from the supplier, input, process, output, customer (SIPOC) perspective shows that this statement reflects a square deal for all participants in a supply chain and encompasses social responsibility comprehensively. Consider first the identity of the stakeholders:
- Customers
- Employees
- Suppliers
- Investors
- The society in which the business operates
1. 客户
2. 雇员
3. 供应商
4. 投资者
5. 商业运营的社会
If the organization makes the best quality of goods possible at the lowest cost possible, its customers get their money’s worth and therefore a square deal. The same goes for employees who receive the highest wages possible, i.e., what their jobs are actually worth as opposed to how little the employer can manage to pay them. Incidentally, in My Life and Work (Doubleday, Page & Co., 1922), Henry Ford and
Samuel Crowther summarized the entire science of industrial and labor relations in a single sentence: “It ought to be the employer’s ambition, as leader, to pay better wages than any similar line of business, and it ought to be the workman’s ambition to make this possible.”
如果组织以尽可能低的成本生产出尽可能质量高的商品，组织的客户得到他们金钱价值，因此是公平交易。这同样适用于收到尽可能高的工资的雇员，也就是说,他们工作真正的价值是什么而不是老板支付他们如何少。顺便说一声《我的生活和工作》（双日出版社，裴吉公司，1922），亨利﹒福特和塞缪尔克洛泽用一个简单的句子总结全部工业和劳工关系的科学为“作为领导者的老板的志向是与同行业相比支付更好的工资，这应该和劳动者追求的尽可能一样”。
This single sentence encompasses the reciprocal obligations of management and labor. Management earns employee buy-in and engagement by paying what the job is worth, while labor makes the job worth more by looking for ways to improve productivity instead of soldiering (marking time to limit output) and demanding restrictive work rules. Ford and Frederick Winslow Taylor both cited managers who looked for ways to cut wages or piece rates as the direct cause of the latter dysfunctional practices.
这句简单的句子包含了管理者和劳动者之间相互的责任。管理者通过支付劳动价值等值的工资获得员工认同和诺言，同时劳动者通过寻找提高生产力的方式使工作更有价值，代替怠工（原地踏步限制输出）和要求严格的工作规定。福特和弗雷德里克温斯洛泰勒列举了管理者寻找方式来消减工资或者计件工资是员工消极怠工的直接原因。
The elimination of all forms of waste from the supply chain, which was among Ford’s primary objectives, leaves plenty of money with which to pay investors enormous profits. Ford however bought out his investors because many of them put the profits ahead of the work that earned them. His specific issues with his investors included the latters’ desire to charge as much for automobiles as the market would bear instead of asking as little as the manufacturing cost could justify. Ford actually refunded some money to customers when he discovered that his production costs were lower than expected.
供应链各种形式浪费的消除，这是福特政策的基本目标，因支付投资者庞大的红利带走大量的金钱。福特买下他的投资者的全部投资因为他们的大部分在工作之前获得收益。他和他的投资者之间特殊的事情，包括后来热切支付汽车像市场可以忍受的一样多代替要求可证明的尽可能少的制造成本。
，当他发现他的生产成本比预期低时，福特事实上退还一部分钱给客户。
Where does this leave suppliers and society? The SIPOC model takes care of the former by implication because every customer in a supply chain is also somebody else’s supplier, and every supplier is somebody’s customer. An addendum to Ford’s statement could make the relationship more explicit: “Pay suppliers as much as possible consistent with their reciprocal obligation to deliver at the lowest cost possible.” This was, in fact, Ford’s actual policy.
这怎么能离开供应商和社会？供应商、输入、过程、输出和客户模型注意到前者含蓄的，因为供应链上每个客户是其他一些人的供应商，同时一些供应商是另外一些人的客户。福特公司声明的一个附录能使关系更加明确“以尽可能低的成本，支付供应商尽可能符合他们相互义务对运输”。事实上，这是福特公司实际政策。
In Today and Tomorrow (Doubleday, Page & Co., 1926), Ford and Crowther write: “The man finally consented to try to manufacture at exactly one half his former price…. Under the pressure of necessity, he found he could make cost reductions here, there, and everywhere, and the upshot of it was that he made more money out of the low price than he had ever made out of the high price, and his workmen have received a higher wage.”
在今天和明天（双日出版社，页有限公司，1926），福特和克洛泽写道“人们最后同意尝试以前价格的一半生产。在不可避免的压力下，人们发现他能在这里，那里和任何地方降低成本，其结果他在低价格比高价格赚取了更多的钱，他的员工也获得更高的工资。”
“Pressure of necessity” did not, however, mean squeezing the supplier as many big customers do today, but rather supplier development. As noted in My Forty Years with Ford, by Charles E. Sorensen with Samuel T. Williamson (W. W. Norton & Co. Inc., 1956), Ford’s production chief, Charles Sorensen, figured out that that the car bodies could be built for $50, and Ford offered $72 per body or a 44-percent markup.
“不可避免的压力”并不是意味着就像今天许多大客户所做的那样压榨供应商，而是供应商开发。正如我和福特四十年一样，通过查尔斯E.索伦森和塞缪尔T.威廉姆森（W.W.诺顿有限公司，1956），福特公司生产总监，查尔斯索伦森，指出可以用50美元建造一辆汽车，而福特每辆提供72美元涨价44%。
The supplier had originally wanted $152 per body but, given his own wasteful methods of manufacture, he would have earned far less overall profit. It is particularly telling that the supplier could also pay the highest wages possible after he implemented Ford’s methods.
供应商原本每辆车要152美元，给予他自己浪费的生产方法，他将获得远远低于总体利润。这里特别说明一下，这家供应商在采用福特公司方法后能付得最高的工资。
The delivery of value to all supply chain stakeholders meanwhile enriches society as a whole. Workers who earn high wages buy more goods and services from those around them, as do investors who receive good returns on their investments. Ford’s industries, in fact, tended to largely eliminate poverty from the communities in which they operated. Ford and Crowther elaborated further on his proven business methods in Moving Forward (Doubleday, Doran, & Co., 1931): “These fundamentals are not peculiar to the automobile industry and they apply to any business, large or small. They are universal. If they were adopted, a flood of properly-made goods would flow through every nook and cranny of the country, drive out high prices,
produce employment everywhere at good wages, and make poverty impossible.”
价值传递给供应链利益相关者同时富裕了整个社会。获得高工资的劳动者购买更多的货物和服务从他们周围，正如那些从他们投资获得良好回报的投资者。事实上，福特公司趋向大量的消除贫困从他们运营的社区。福特和克洛泽在《勇往直前》中进一步阐述了他的商业方法（双日出版社，多伦有限公司，1931）：“这些基础并不是汽车行业特有的，他们适用于任何商业活动，大的或者小的。他们是普遍的。如果他们被采用，正确制造的货物洪水般的将流过这个国家的每个角落，推动了高价格，到处都是高薪就业，贫困是不可能的。
Simple principles for implementation of social responsibility have therefore been available off the shelf for more than 90 years, and their application has already delivered proven results.
实施社会责任的简单原则因此已经有效现成的超过90年，他们的应用已经得到经过验证的结果。
ABOUT THE AUTHOR
作者简介
William A. Levinson 威廉.莱文森
William A. Levinson, P.E., is the principal of Levinson Productivity Systems P.C. He is an ASQ Fellow, a certified quality engineer, quality auditor, quality manager, reliability engineer, and Six Sigma Black Belt. Levinson is the author of Henry Ford’s Lean Vision: Enduring Principles from the First Ford Motor Plant (Productivity Press, 2002) . He holds degrees in chemistry and chemical engineering from Penn State and Cornell Universities, and night school degrees in business administration and applied statistics from Union College.
威廉.莱文森，P.E是P.C莱文森生产力系统的负责人。他是一名美国质量协会会员，注册质量工程师，质量审核员，质量经理，可靠性工程师，六西格玛黑带。莱文森是作者亨利福特的精益生产愿景：源自最早的福特汽车公司之持久的原则（生产力出版社，2002）。他获得宾州州立大学和康奈尔大学获得的化学和化学工程专业学位和工商管理夜校学位和联合学院的应用统计学位。
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