(校稿任务) 第112篇 Choosing the Right Quality Tool for the Job

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：ZDM761020

Choosing the Right Quality Tool for the Job
为工作选择正确的质量工具

Silver bullet vs. toolbox
高招对比工具箱

“Stop!” Our shop’s trade-school intern froze in mid-swing. A 5-lb hammer clutched in his right hand, he was attempting to disassemble a spindle unit from a late model Mazda. More than likely, our newbie would have ruined the spindle in the process. I suggested he would be better served using a bearing puller. That was Monday.
“停”我们车间的实习生停止了挥舞。他的右手上抓着1个5磅的锤子，正试图在一个新型的马自达上拆下一个主轴部件。很可能，我们新手正在毁掉主轴。我建议他使用轴承拆卸器进行拆卸，这件事发生在周一。

“What are you doing?” Tuesday, I arrived at the shop greeted by the sight of our intern struggling to use the bearing puller on a king pin assembly. To no avail. I grabbed the 5-lb hammer and administered half a dozen strategically placed blows. The assembly came apart. “The right tool for the job, my friend.”
“你在干什么？”周二，我到达车间的时候，映入眼帘的是实习生正在奋力的用轴承拆卸器拆卸一个组装的转向销，毫无效果，我抓起一把5磅的锤子仅用了一半的力量就拆卸成功了。“用正确的工具来完成工作，我的朋友”。

Although this is a simple anecdote, it is a valid object lesson to be applied to processes at large.
虽然这是一个简单的事例，但是它是一个有效的事实教学，可以被应用于处理大多数的事情

I have no clue where the idea that one quality process tool is better than another came from, but I believe it has fueled the fire of a “silver bullet” mentality that excludes many useful tools and too often boxes folks into, “When all you have is a hammer, everything looks like a nail.”
我不知道这种质量过程控制的工具来自哪里，但是我相信它是一个高效的方法排除很多有用的工具，并且经常引导大家进入，“当你是一把锤子，所有的事情看起来像一个钉子”。

In “Why I Wish I Got My Black Belt from Hong Kong Airlines,” Quality Digest columnist Paul Naysmith writes, “The instructors were excellent, and often I was reminded that I was going to learn more than 140 tools and techniques during the course.... After my [Six Sigma] training, though, I found that I favored techniques that were simple and effective.” My own personal toolbox is much the same. No Six Sigma tools, but dozens of screwdrivers on the right-hand side, three drawers down. Like Naysmith, when I need a tool I usually reach for an old favorite, but when I need a wrench, I don’t whip out my socket set just because it’s new and shiny and I like the way it sounds when I use it.
关于我在香港航空公司得到黑带，质量专栏的保罗 奈史密斯写道：“这个讲师是卓越的，经常提醒我需要学习140种以上的工具和技术，结束6西格玛培训以后，尽管,我发现我喜欢简单有效的方法。”我自己的工具箱大致是一样的，没有6西格玛工具，但是许多的螺丝刀在右边，三个抽屉最下面。像奈史密斯，当我需要某种工具时，我通常会去老工具箱找，因为可以容易的取到，可是当我需要一个扳手，我不能从我的扳手组里取到，因为他是新的，就像我不习惯用新的方法一样

Back at the shop there were times I wound up surrounded by a multitude of tools pulled from my toolbox as needed for each different step in the repair process. If a passing mechanic asked, “Are you done yet?” I would reply, “I must not be, I don’t have all my tools out yet.” A mildly amusing joke, but I sure was glad to have lots of different tools at my disposal. The right tool for each step of the process. Anyone who has ever used a crescent wrench as a hammer knows exactly what I mean.
回到车间，有几次我被众多的来自我工具箱的不同维修步骤所需的工具包围着，如果一个合格的技工问：“你已经完成了吗”我将回答：“我不能完成，因为我的工具不全”一个小笑话，但是我确认在我的工作中需要不同的工具，每一个步骤都需要正确的工具，但是任何人都不能将可调扳手当作锤子使用。

I also find the amalgamation of lean and Six Sigma perplexing. It makes me think of an infomercial that features a “screwdriver/tape measure” or a “digital caliper/hammer” combo. Although each tool may be useful in upping the quality quotient of your process, the twain are not the same. Two different tools useful for two different issues. The right tool for the job.
我也发现精益和六西格玛结合非常复杂，它让我想起一个电视宣传片，“螺丝刀/卷尺”或“数字卡尺/锤”组合，虽然每一个工具对你的工作都起促进作用的，但是两种不同的工具应该用于两个不同的问题。正确的工具来完成工作。

When I moved into middle management positions, I encountered situations with upper management that were absurdly similar to the trade-school newbie, just with a different set of tools.
当我升到中层管理人员后，我所遇到的情况和在学校是一样的，不同的仅仅是一套工具。

At a major motor-home production plant on the West Coast, the production manager (PM) ruled from on high. Literally. His office was on the second floor of the plant and except for the “family appreciation day” tour, I don’t believe he set foot on the shop floor once during the five years that I was there. It didn’t bother me until his quality control team began requesting data in order to graph a recent spate of motor home auxiliary-generator malfunctions. It was his plan to use charts to determine the cause of the problem.
在西海岸的一个主要的发动机生产基地，生产经理权力很大，的确，他的办公室在工厂二楼，除了“家庭感激日”的旅行，5年来他没离开过车间，也没有找过我，直到发动机故障，他的质量团队需要数据做分析。他的方法是通过图标发现问题的原因。

You see, in an effort to reduce fuel consumption at the plant, the PM had instructed the receiving department to put no more than three gallons of fuel in the motor home’s fuel tank. All well and good except for the fact that the motor homes’ fuel system would not allow the auxiliary generator to run unless there was five gallons of fuel in the tank.
你看，为了减少耗油量，生产经理已经要求接受部门在房车里加的汽油不能超过3加仑，这是好事，但是房车的发动机不运转，直到汽油从3加仑加到5加仑。

The Appliance department knew this. The Final Finish department knew this. It had been explained to the QC team leader, but all the team leader could do was turn his palms upward and shake his head, “The boss wants to use charts.”
设备部门知道这件事，最终完成部门知道这件事，他们给QC主管做了解释。但是所有的团队领导都摇头“老板想用图表”

It took four weeks and plenty of overtime for the PM to come to the conclusion that we should put five gallons of fuel in the tank. In this case, our PM insisted on using charts when MBWA or SDWTs would have been more useful tools.
用了4个星期的时间和大量的加班，生产经理得出的结论是，我们应该加5加仑的油，我们的生产经理坚持用图表，即使走动管理或自我管理团队的管理方法更有效

In another instance, I was head of maintenance at a 5,000-acre orchard. We had more than 200 pieces of equipment, including tractors, implements, harvesters, irrigation pumps, semi-trucks, and a 1950 Ford N tractor. We had three mechanics on the crew to handle repairs, preventive maintenance, and fabrication. It was more triage than maintenance. Lean to the point of starvation. Apparently, lean was the only tool in the general manager’s toolbox.
另一个实例,当我担任一个5000英亩的果园维修主管的时候。我们有超过200个的设备,包括拖拉机、收割机、器物,灌溉泵,半卡车和一辆1950年的福特N拖拉机。我们有三个工程师从事维修、检修和制造。这是维护分类，精益的要点是零库存，显然,精益是总经理的工具箱中的工具。

Root cause analysis could have nipped compounding problems in the bud. Six Sigma practices could have cut recurring problems drastically. I would have settled for two or three sigma, but graphing maintenance charts was as highly looked upon as me coming to work in a skirt.
根本原因分析可能会使萌芽状态的问题更加复杂。六西格玛可以减少重复问题的发生。我的西格玛水平在2-3，但在图表上看起来更高一些。

I suppose we all have an “old favorite” in our quality process tool box. A tool that solves a good percentage of the problems we encounter. We must, however, remember to use the right tool for the job at hand.
在我们的质量工具中，我想我们都有一个“最喜欢的“工具。一个工具解决我们遇到的一个问题。但我们手中必须有合适的工具。

If a new area of operation is being set up or an old one being overhauled, 5S is a good place to start.
如果建设一个新区域或者一个老区域需要备整改，5s是一个很好的开始。

If a new process is being designed, use design for Six Sigma.
If an old process is being reviewed or monitored, Six Sigma could do the trick.
If an operation is being evaluated for wasteful processes or practices, you might use lean tools.
如果是一个新的流程设计,使用六西格玛设计。
如果是一个老的过程被审核或监控,六西格玛可以奏效。
如果一个操作被评估为浪费的过程,你可能使用精益工具。

There is no one best tool. No matter what area of business we seek to improve, we must avoid the silver bullet mentality in favor of a toolbox approach. Learn the basics of several key quality improvement methods and then reach for the one that best serves the purpose in any given situation.
没有一个最好的工具。不管什么领域的业务我们寻求改善,我们必须避免高招心态：一个工具箱的方法。学习最基本的几个关键的质量改进方法,然后找一个最佳的方法去解决问题。

Use the right tool for the job.
用正确的工具

Then again, if you just need a little more horsepower, go ahead and grab the 5-lb hammer.
而且，如果你需要高一点的效率，先要有一把5磅的锤子。