专业英语_关于介绍六西格玛的一篇文章(中英对照)57128.docx

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1、THE“SIX SIGMA “六西格玛PHENOMENA”- OLD OR NEW 新老现象”- - - - - -PERCEPTION OF QUALITY ? 感知的质量呢?Overvieew 概述Even iff usinng Tottal Quualityy Manaagemennt (TQQM) ass the main qualiity prrogramm reprresentts a pprevallent ffact iin nowwadayss induustry, manyy comppaniess are extennding this kind of innitiatt

2、ives to inncorpoorate strattegic and ffinanccial iissuess .Amoong thhese iinitiaativess, onee suchh methhodoloogy iss knowwn as SIX SSigma, whicch oriiginatted frrom thhe Mottorolaa Corpporatiion .即使运用全面质质量管理(TTQM)为主主要质量计划划代表了在当当今行业普遍遍存在的事实实,许多公司司都在扩展的的举措将这种种战略和财务务问题。在这这些行动,这这样一个方法法被称为6,源自于摩摩托罗拉公司司。

3、The coonceptt was creatted byy Motoorola Inc .in thhe 19880s annd wass inittiatedd by tthe enngineeerscoonclussion , whicch staated tthat nnew prroductts , ooften failiing too meett custtomer expecctatioons , couldd be pproducced errror-ffree ffrom tthe veery beeginniing .WWhen iit wass pressentedd

4、, thhis reepreseented a raddical idea durinng thee actiivitiees of manuffacturring iin thee orgaanizattion : meassuringg custtomer requiiremennts annd perrformaance aagainsst theese taargetss duriing prroducttion , rathher thhan affter aa prodductss comppletioon .这个概念是由摩摩托罗拉公司司。在19880年代,工工程师coonclus

5、sion发起起的,这表示示,新产品,往往未能满满足顾客期望望,能产生无无从头开始。当当提出,这代代表一个过激激的想法,在在制造业的活活动组织:测测量客户要求求和性能对这这些目标,在在生产中而不不是在一个产产品的完成Accorrding to Toom McCCarty , dirrectorr of SSIX Siigma bbusineess immproveementss at MMotoroola Unniverssity iin Schhaumbuurg ., SIIX Siggma diifferss subsstantiially from qualiity innitiattiv

6、es that were promiinent in thhe70ss and80s , suchh as ccontinnuous improovemennt andd totaal quaality managgementt .据汤姆雍琦、主主任摩托罗拉拉六西格玛业业务改进大学学声明。,六六西格玛与措措施,明显与与质量很突出出在70年代代和80年代代,如持续改改进和全面质质量管理。The nnew appproacch invvolvess conttrolliing , measuuring and iimprovving tthe caapabillity oof proocessee

7、s in orderr to“bbuild”pproduccts orr servvices free of anny kinnd of defeccts .AAlthouugh teechniccally SIX SSigma meanss a prroductt defeect raate off 3 .44partss per milliion ( Sigmaa is aa Greeek terrm forr variiationn) , tthe inntroduuctionn of aa SIX Sigmaa quallity pprograam meaans muuch moore

8、 thhan juust meeasuriing faailuree ratees .Thhe impplemenntatioon of SIX SSigma incluudes iintrodducingg and incorrporatting aa widee rangge of toolss and methoodologgies iinto aan orgganizaation in orrder tto impprove perfoormancce andd, as an ulltimatte purrpose , siggnificcantlyy imprrove pprofit

9、ts . IIn thee lastt yearrs, thhe succcessees atttributted too SIX Sigmaa weree faciilitatted byy the recennt andd incrreasinng avaailabiility of ellectroonic ttechnoologiees succh as autommatic proceess moonitorring, accesssibillity tto larrge daatabasses annd rappid trransfeer of inforrmatioon .这种新

10、方法涉及及控制、测量量和提高能力力的过程以“营造”的产品或服服务免费的任任何的缺陷。尽尽管严格产品品缺陷的六西西格玛是指率率3种。四分分之(西格玛玛是希腊的一一个术语,变变异),引进进了六西格玛玛质量程序远远远超过仅仅仅测量的失败败率。实施六六西格玛包括括引进并包含含广泛的工具具和方法成为为一个组织为为了改善性能能,作为一个个终极目的,大大提升利利润。近几年年来,成功归归因于六西格格玛是得益于于最近日益盛盛行的电子技技术,如自动动过程监控、可可用性和快速速传递大型数数据库的信息息。Introoductiion 介绍For mmany yyears , thee Greeek lettter S

11、Sigma () hhas beeen thhe uniiversaally aacceptted syymbol for sstandaard deeviatiion ( ISO35534 ( 1977 ) , BBS55322 ( 19978 ) ) .Sttandarrd devviatioon is a meaasure of diisperssion , variiationn or sspreadd . Buut , lleavinng thee mathhematiical ffield , to emplooyees of Mootorolla, Geenerall Elecc

12、tric , Honneywelll, Boombarddier , Blacck andd Deckker , ABB , Polaaroid and mmany oother compaanies , SIXX Sigmma is a commpany-wide transsformaation that has hhelpedd themm and brougght thhem, ffor a few yyears alreaady , the ssuccesss .多年来,希腊字字母()已经被公公认为标准偏偏差象征(IISO35334(19777),BSS5532(1978)。标准差衡

13、衡量色散、变变异或扩散。但但是,离开数数学领域,给给员工为摩托托罗拉、通用用电气、霍尼尼韦尔、庞巴巴迪、黑色和和德克,ABBB、宝丽莱莱和许多其他他公司,六西西格玛是一个个公司范围的的转变,已经经帮助了他们们,把他们,因为几年了了,其成功的的关键所在。The coompaniies liisted abovee can be reeferreed to as“thhe SIXX Sigmma commpaniees”.Maany otther oorganiizatioons haave addoptedd a SIIX Siggma appproacch, buut theese paart

14、icuular ccompannies hhave ppubliccized theirr succcess aand haave puubliclly empphasizzed thhe parrt plaayed bby SIXX Sigmma in the aachievvementt of tthis ssuccesss . NNone mmore sso thaan Genneral Electtric, as itts Annnual RReportt for 1998 statees verry cleearly:上面列出的公司司可以称为“六西格玛公公司”。许多其他他组织采取了了

15、六西格玛的的方法,但这这些特定公司司宣传他们的的成功和已公公开强调六西西格码中所起起的作用,取取得这一成功功。没人比得得上通用电气气公司,为其其1998年年的年度报告告州很清楚:“. . .we pllungedd intoo SIX Sigmaa withh a coompanyy-conssumingg venggeancee justt overr threee yeaars aggo .Wee havee inveested more than a billlion dollaars inn the efforrt, annd thee finaanciall retuurns hha

16、ve nnow ennteredd the exponnentiaal phaase-moore thhan thhree qquarteers off a biillionn dolllars ssavingg beyoond ouur invvestmeent inn 19988 ,witth a bbillioon andd a haalf inn sighht forr 19999 .”我们陷入了六西西格玛与复仇仇compaany-coonsumiing超过三三年前做出的的。我们已投投资超过十亿亿美元的努力力,和财务回回报指数phhase-mmore迈入入比三个季度度储蓄远远超超出了我

17、们的的投资美元在在1998年年,与十亿零零一个一半在在眼前为19999。Generral Ellectriic is perhaaps beest knnown ffor itts mannufactturingg diviisionss , buut SIXX Sigmma hass beenn veryy succcessfuully aapplieed in Generral Ellectriic Cappital, whicch yieelded a subbstanttial pproporrtion of Geenerall Elecctric profiit in 1998 .通

18、用电气最著名名的大概就是是它的制造部部门,但六西西格玛一直很很成功地应用用于通用电气气资本,取得得了相当比例例的通用电气气在19988年的盈利。Concludding , it ccan bee menttionedd thatt SIX Sigmaa can be immplemeented in a non-mmanufaacturiing ennvironnment .Furtthermoore, iit cann be ssuccesssful in maany coountriies .SSeveraal of the SSIX Siigma ccompannies aare trr

19、uly ggloball .Theey havve impplemennted SSIX Siigma tthrougghout the ccompanny, noot jusst in theirr homee counntry, as Bllack aand Deecker clariify inn theiir Annnual RReportt for 1999 :结论,它可以提提到六西格玛玛可以实现在在一个非制造造业的环境。此此外,它可以以成功在许多多国家使用。几几个六西格玛玛公司真正的的全球。他们们已经实施了了六西格玛在在全公司范围围内,而不只只是在自己的的国家,黑色色与德克澄清清在

20、他们19999年的年年度报告。“Haviing beegun , in llate 11998 , to ccoordiinate SIX SSigma strattegiess and measuuremennts onn a woorldwiide baasis , our experriencee cleaarly sshows that the ppotenttial bbenefiits arre enoormouss in tterms of prroducttivityy imprrovemeent, pproducct quaality, custtomer satissfac

21、tiion , more efficcient capittal sppendinng, annd oveerall corpoorate profiitabillity . . .SSavinggs atttributtable to SIIX Siggma weere moore thhan300 milllion iin 19999, annd we expecct to generrate ttwice that amounnt in 2000 as wee inteensifyy our efforrts .“有开始,在11998年末末,六西格玛玛策略和协调调在测量一个个世界性的,我

22、们的经验验清楚地显示示出其潜在的的利益是巨大大的从生产力力的提高、产产品质量、顾顾客满意度、更更有效的资本本支出,以及及整体企业盈盈利。储蓄归归因于六西格格玛已经超过过了30000万美元,而而在19999年,我们期期望产出这个个数字的两倍倍于20000年,是我们们加强我们的的努力。”SIX Siigma iis repputed to haave orriginaated iin Mottorolaa in 11987 aand beeen taaken uup by Allieed Siggnal iin 19991 .Thhe merrger oof Alllied SSignall an

23、d Honeyywell was ddescriibed iin thee New York Timess (8 JJune 11999) as“A mergeer madde in heaveen”, ffor itt brouught ttogethher thhe SIXX Sigmma appproachh of tthe foormer and tthe Baaldriddge wiinningg apprroach of thhe lattter . The Honeyywell Annuaal Repport ffor19999 staates:六西格玛是被认认为是在摩托托罗拉在

24、19987年和年年信号受到了了盟军在19991年。联联通信号的合合并和霍尼韦韦尔描述了纽纽约时报(1999年年6月8日)为“合并天造地地设的”,因为它聚聚集了6西格格玛方法前和和Baldrridge胜胜利的方式后后者。霍尼韦韦尔的年度报报告for11999状态态:“Weree blennding the bbest oof eacch commpanys tottal quualityy apprroach by addding elemeents oof thee Malccolm BBaldriidge aassesssment proceess too our proveen SIXX

25、Sigmma toool kitt .Thiis reffresheed appproachh to ttotal qualiity iss callled SIIX Siggma Pllus .WWere exiteed aboout thhe pottentiaal forr expaandingg the SIX SSigma Plus toolss in tthe saales , markketingg and serviice prrocessses .OOur exxperieence sshows that the aaveragge savvings for aa servv

26、ice pprojecct is aboutt doubble thhat off a maanufaccturinng prooject .”我们将最好的每每个公司的总总质量的方法法通过添加元元素的评估过过程Balddridgee马尔科姆证证实六西格玛玛的工具箱。这这清新的办法法,共6西格格玛质量称为为优先。我们们退出关于可可能扩大六西西格玛加上工工具,在销售售、营销和服服务流程。我我们的经验表表明,平均节节省服务项目目是一个制造造项目的两倍倍It caan be conclluded that SIX SSigma has ddeliveered , in aa smalll nummbe

27、r oof larrge coompaniies , beneffits tthat ppresennt higgh intterestt to mmanageers annd to sharee-holdders .Thus , anyybody shoulld nott be ssurpriised tto finnd thaat manny othher coompaniies arre shoowing interrest iin thiis appproachh .Theey wissh to know“wwhat iis SIXX Sig-ma ?”“WWhat iis a SSI

28、X Siigma bblack Belt ?”“Whhat iss SIX Sigmaa cultture ?”and“WWhy iss SIX Sigmaa so ssuccesssful ?”因此可以得出结结论六西格玛玛救了,在一一个小数量的的大公司,福福利,目前,高利息的管管理者和股东东。因此,任任何人都不应应感到惊讶地地发现许多其其他公司正在在表现出兴趣趣,这个方法法。他们想知知道的是六SSig-maa“吗?“什么是六西西格玛黑带吗吗?“六西格玛文文化是什么?”和“为什么六西西格玛取得如如此大的成功功的?”What is SIIX Siggma? 六西格玛是是什么?“SIX Sigma

29、a is aan infformattion-ddrivenn methhodoloogy foor redducingg wastte, inn-creaasing custoomer ssatisffactioon andd imprrovingg proccessess , wiith a focuss on ffinancciallyy meassurablle ressults .”“六西格玛是一一种应对方法法,减少浪费费,in-ccreasiing客户满满意度和改进进过程,着重重于财务可以以度量的结果果。”This deefinittion oof SIXX Sigmma is t

30、akenn fromm a saales bbrochuure puublishhed byy Miniitab IInc, wwho prroducees andd disttributtes thhe welll knoown sttatisttical analyysis ssoftwaare thhat iss usedd by mmany oof thee comppaniess listted abbove.这个定义六希格格玛的销售手手册是取自公公布Miniitab股份份有限公司生生产和销售广广为人知的统统计分析软件件,用于许多多公司上列。An alteernatiive deef

31、inittion , whicch wass usedd in MMotoroola , offerrs a rratherr diffferentt persspectiive :另一种定义义方式,指的的是通过在摩摩托罗拉,提提供一个截然然不同的观点点:“SIX Sigmaa is aa busiiness philoosophyy of ddrivinng behhaviorr by mmakingg an oorganiizatioons vvaluess expllicit in itts commpensaation systeem andd a buusinesss strrate

32、gyy of ccuttinng cossts annd booostingg custtomer satissfactiion .”“六西格玛是一一种经营理念念的驾驶行为为让一个组织织的价值观显显示的补偿系系统和商业战战略的降低成成本,提高客客户满意度。”One oof thee founnders of SIIX Siggma , withiin Mottorolaa ,wass Mikeel Harrry .HHis oppinionns aree wideely soought .Alsoo , thhe“SIXX Sigmma Breeakthrrough Strattegy”iis

33、 de-finedd as:一个六西格码的的创始人之一一,在摩托罗罗拉,米克尔尔哈利。他的的意见是普遍遍追求的目标标。同时,“六西格玛突突破策略”为de-ffined为为:“. . .aa discciplinned meethod of ussing eextremmely rrigoroous daata gaatheriing annd staatistiical aanalyssis too pinppoint sourcces off erroors annd wayys of elimiinatinng theem .”“。一个训练有有素的综合利利用方法非常常严格的数据据采集、数据

34、据分析来找出出错误的来源源和方法消除除他们。Each off the threee defiinitioons foocusess on iimporttant aaspectts of SIX SSigma, but none of thhem iss compplete. Perhhaps iit is not ppossibble too defiine SIIX Siggma inn one simplle senntencee and it woould bbe eassier tto deffine SSIX Siigma bby desscribiing thhe chaarac

35、teeristiics thhat arre shaared bby thee comppaniess in wwhich it haas succceedeed .Onne of thesee commmon chharactteristtics iis a wwidesppread focuss on pprocessses aand thhe exiistencce of a commpany-wide languuage ffor deescribbing tthe caapabillity oof proocessees.每三个定义着重重六希格玛的的重要方面,但是他们都都不完整。也也

36、许是不可能能的在一个定定义六西格玛玛简单的句子子,就更容易易定义六西格格码的特点,描述了专有有权由公司在在它成功了。其其中的一个共共同特点是一一种普遍的关关注过程和存存在一种全公公司范围内的的语言。它是是用于描述能能力的过程。SIX Siggma iss an iimporttant sstructtured progrram foor impprovinng bussinesss proccessess and, as mmany vvoicess prettend, it reepreseents tthe laatest“iincarnnationn”of tthe quualityy

37、moveement .The progrram, ggroundded inn effoorts tto impprove manuffacturring qqualitty durring tthe 19980s , brinngs thhe metthods and aanalyttic toools oof enggineerrs to bear on thhe queestionns , wwhat iis reaally iimporttant ffor cuustomeers ? And wwhere will changges too workk proccessess must

38、t imprrove tthese pointts?六西格玛是一种种重要的结构构改进业务流流程和程序,因为许多声声音伪装,它它代表了最新新的“化身”的质量运动动。程序、脚脚踏实地,努努力提高生产产质量,在11980年代代,带来的方方法和分析工工具的工程师师来承担问题题,什么是真真正重要的客客户?在工作作过程中必须须改进改变这这些点?The bassic iddea beehind the SSIX Siigma pphilossophy is too conttinuouusly rreducee prodduct aand prrocesss variiationn.背后所反映的基基本思想六

39、西西格玛哲学是是不断减少产产品和工艺的的变化。Thereffore aan impportannt parrt of SIX SSigma work is too defiine annd meaasure variaation with the iintentt of ddiscovveringg its causees andd to ddeveloop effficiennt opeeratioonal mmeans to coontroll and reducce thee variiationn .Thee expeected outcoomes oof SIXX Sigmma ef

40、fforts are:fasteer andd moree robuust prroductt deveelopmeent ,more efficcient and ccapablle mannufactturingg proccessess ,more confiident overaall buusinesss perrformaance .因此,六西西格玛工作的的重要组成部部分是定义和和测量变化的的意图,发现现其成因和形形成有效的操操作手段来控控制和降低的的变化。预期期的六希格玛玛的努力是:更快、更更强的产品发发展,更有效率和和有能力制造过程中中,更加自信信的整体商业业表现。In ord

41、der too reduuce thhe varriatioon to a verry loww leveel, thhe firrst sttep iss to“ddesignn for produuctibiility”.This meanss thatt desiignerss conffiguree a prroductt in ssuch aa mannner thhat itts perrformaance iis“shiieldedd” agaainst variaation .By ddoing this , thee orgaanizattion ccan bee suree

42、 thatt its produucts wwill cconsisstentlly perrform to thhe speecifieed levvels aas so all oof thee prodduct wwill bbe on targeet witth minnimum diffeerencees bettween unitss of pproducct .为了降低到很低低的水平变化化,第一步就就是要“设计为prroducttibiliity”。这意味着着设计师配置置产品,以这这样的方式,其性能是“屏蔽”反对变化。通通过这样做,组织可以确确保其产品将将始终如一地地执行指定的的

43、水平,所以以所有的产品品将瞄准的单单位与最低的的区别产品。The nnext sstep iis to find out, contrrol annd eveentuallly elliminaate alll maiin cauuses oof varriatioon in the mmanufaacturiing prrocessses innvolveed in both the ssuppliied paarts aand thhe finnal asssemblly. Thhis iss donee usinng staatistiical pprocesss conntrol an

44、d oother toolss inclludingg1 . coomputeer simmulatiion;2 . shhort ccycle manuffacturring ;3 . paart sttandarrdizattion aand suupplieer quaalificcationn ;4 . suupplieer staatistiical pprocesss conntrol ;5 . paarticiipativve mannagemeent prracticces;6 . deesign of exxperimments , meaasuremment ssystem

45、m anallysis;7 . faailuree modee and effecct anaalysiss .下一步是找出出、控制并最最终消除所有有的主要原因因的变异,都都在制造过程程和最终装配配零部件供应应商。这是需需要使用统计计过程控制及及其他工具,包括1。计算机机仿真;2。生命周周期短的制造造;3。部分标标准化和供应应商资格;4。供应商商统计过程控控制;5。参与式式管理的实践践;6。实验设设计、测量系系统分析;7。故障模模式及影响分分析。With tthis bbasemeent allreadyy buillt, itt can be coonsideered tthat SSIX

46、Siigma mmethoddologyy breaaks doown innto 122 stepps:Measuree1 . Seelect the ccharaccterisstic CCriticcal-Too-Quallity( CTQ)2 . Deefine perfoormancce staandardds3 . Vaalidatte meaasuremment ssystemmAnalyzee4 . Esstabliish prroductt capaabilitty5 . Deefine perfoormancce objjectivves6 . Iddentiffy var

47、riatioon souurcesImprovee7 . Sccreen potenntial causees8 . Diiscoveer varriablee relaationsship9 . Esstabliish opperatiing tooleranncesControll10 . VValidaate meeasureement systeem11 . DDetermmine pprocesss cappabiliity12 . IImplemment pprocesss conntrolss这个地下室已已建成,它不不能认为六西西格玛方法论论分解成122步骤:测量1。选择的的特点Criiticall-To-QQualitty(概念不不同)2。定义绩绩效标准3。验证测测量系统分析4。建立产产品的能力5。定义绩绩效目标6。识别变变异来源提高7。屏幕潜潜在原因8。发现变变量关系9。建立操操作公差控制10。验证证测量系统11分。确确定过程能力力12。实施施的过程控制制The SI