ISO 9000 not TQM ISO 9000然，非TQM也

ISO 9000 not TQM ISO 9000然，非TQM也
Sunday, March 23, 2008

Why ISO 9000 Should Be A Company's Guidepost, And Not TQM
BY BRUCE BISHOP

为什么ISO 9000是公司的航标，而TQM不是？
Bruce Bishop著，Jelly翻译

The ISO-9000 quality standard and total quality management (TQM) are both necessary for any organization to become world class. But ISO is far superior because it offers a set of guidelines for quality management and can stand alone, while TQM can not.
任何想成为世界级的公司，ISO 9000质量标准和全面质量管理（TQM）两者都是必需的。但ISO更胜一筹，因为ISO提供了一整套质量管理方法且自成体系，而TQM就不行。
TQM, which generally refers to some program of continuous improvement, is the wrong name. It is not quality management but process management -- the process of improvement. And it is not total since it only addresses one aspect of quality management -- improvement.
TQM——通常被认为是持续改进的某些程序，是个错误的名称。它不是质量管理，而是过程管理——改进的过程。不是全面的，因为它只是涉及质量管理的一个层面——改进。
Sometimes, TQM deals with things that don't even impact quality from the customers' point of view.
有时候，从顾客的角度来看，TQM所及甚至不影响质量
ISO-9000 is total quality management. It requires management of every process in an organization that impacts quality. While ISO-9000 is a clearly defined system, TQM is a philosophy.
ISO 9000是全面质量管理。它需要管理组织内影响质量的每一个过程。ISO 9000是界定清晰的体系，而TQM是种理念。
ISO-9000 is an excellent tool for managing quality. Its core requirements have the same meaning worldwide. Although it is sometimes misinterpreted, audits by an outside registrar help to put it on the right track.
ISO 9000是优秀的管理质量的方法.全世界有相同的核心要求。尽管有时候被误解，但外审可以使其回到正确的轨道上来。
TQM on the other hand is a philosophical concept, with no generally accepted definition. Like religion, there are as many versions as there are advocates. A study by Ernst & Young turned up some 945 different approaches being peddled as TQM by consultants who claim to help clients implement it.
另一方面，TQM则是个理念性的概念，没有普遍意义的定义。就像宗教，有多少信徒就有多少个版本。Ernst 和Young的研究发现有945种不同的方法被咨询师冠以TQM。

ISO-9000 is preventive. TQM is remedial. ISO 9000是防患于未然，TQM是亡羊补牢

ISO-9000 systematically addresses every area of a business where quality problems can occur. It does this by requiring that management define the potential problems and implement appropriate practices to prevent them. This gives managers broad latitude in determining their policies and procedures, many of which are informal and already exist but simply need to be documented and followed consistently.
ISO 9000系统地处理业务的每个可能发生质量问题的方面。这需要管理确定潜在问题和适当的预防措施。在确定其质量方针和工作程序时，给经理们极大的空间，大多数质量方针和工作程序都是现成的不那么正规，只需建立文件和始终如一地贯彻执行而已。
There are only a half-dozen or so aspects to any business where quality problems can originate. They include order entry, design control, material procurement, document control, process control and training. ISO-9000 addresses each of these areas to ensure that management has a plan in place to prevent quality problems.
质量问题产生于六个左右的业务面，包括订单、设计控制、原材料采购、文件控制、过程控制和培训。ISO 9000涉及了这些业务的方方面面，保证管理层事先有计划防止质量问题。
TQM is aimed at identifying the causes of quality problems and eliminating them. The theory is that by involving everyone in solving quality problems, eventually all problems will be eliminated and the company's quality will continue to get better and better. Unfortunately, TQM is based on studying past data which amounts to examining the barn door after the horse has run away.
TQM关注识别质量问题的原因以及消除质量问题。其原理是在解决质量问题时触及每个人，最终消除所有问题，使得公司的质量越来越好。不幸的是，TQM是基于研究过去的数据，等于亡羊补牢。
A company can go from having no quality system to being ISO certified in as little as six months. The typical TQM program takes a year or so just to get started. As one Ford Motor Company executive stated in 1991, "We have been working on TQM for ten years and we figure we are about halfway there."
从没有质量体系到取得ISO认证只需要六个月的时间，而TQM需要一年左右的时间，而且仅仅是起步。正如福特公司一名高层人士1991说过的那样“我们已经进行TQM十年了，我们认为我们只走了一半的路”。
One of the greatest features of ISO-9000 is that it is self-policing. TQM is not. What's more, ISO-9000 has continuous improvement built right in. In order to maintain certification, management must be able to prove that quality problems are addressed and resolved as they occur. The "continuous improvement loop" in ISO-9000 consists of "corrective actions," "internal audits" and "management reviews." Whenever a quality problem appears, it must be documented and a root-cause "corrective action" must be devised and implemented. Once implemented, the corrective action must be reviewed during the next internal audit and the results reported to a formal management review. If the problem is solved, no further action is required. If the corrective action didn't fix the problem, then management must come up with a new corrective action, which is then audited and reported at the next management review. This cycle continues until the problem is solved.
ISO 9000最大的特点之一是自我约束，而TQM不是。另外，ISO 9000有持续改进的机制。为了保持认证有效，管理层将必须证明当质量问题发生时得以处理和消除。在ISO 9000持续改进环包括纠正措施、内审和管理评审。无论何时发生质量问题，都必须记录在案，并制定和实施针对根本原因的纠正措施。在执行完毕后，必须在下一次内审时对纠正措施进行评审，并将结果上报管理评审。如果问题得以解决，就不需要采取进一步的措施。如果纠正措施不能解决问题，那么管理层将必须采取新的纠正措施，同样被评审和上报下一次管理评审。如此循环直至问题得以解决。
TQM has a history of fading away over time. While ISO-9000 requires documentation and record keeping, there is no such requirement in TQM. As a result, improvements often get lost or forgotten as new people, new products and new managers come and go. Also, the typical TQM implementation relies heavily on the leadership of a "champion." When the champion goes, so does the TQM program. Unlike ISO-9000, which requires regular audits by an outside party, TQM can disappear without a whimper. According to various published reports, about three-quarters of significantly sized American manufacturers have attempted some form of TQM. Of those programs, about four-fifths have failed to produce any significant results and most of them have simply disappeared.
TQM随着时间的推移会消失。ISO 9000需要文件和保持记录，而TQM没有这方面的要求。其结果是改进常常被新人、新产品和新经理们在来来往往的过程中遗失或忘记了。同样，TQM的执行很大程度上依靠“运动”的推动。当运动结束了，TQM也就拜拜了。不像ISO 9000，需要定期外审，TQM可以无声无息地消失。根据许多报告称有四分之三的美国大型企业尝试过TQM，五分之四未能产生任何有意义的结果，大多数都死翘翘了。
If a firm is ISO-9000 certified by an accredited registrar, you can be certain that it is in compliance with the key elements of the standard and that the continuous improvement loop described above is alive and working. If, on the other hand, a firm claims to have a TQM program, you can assume nothing. I recall one CEO who remarked proudly, "Yes, we are doing TQM. We just hired seven new inspectors."
如果一家公司被注册审核机构认证了，你可以肯定它符合标准关键要素，并且上面提到的持续改进环是起作用的。另外一方面，如果一家公司声称采用了TQM，你什么都不能保证。我想起来一个CEO骄傲地说过“是呀，我们正在做TQM，我们新雇用了七名检查员”。
If a business wants to remain competitive, it must have a robust quality management program. ISO-9000 is the only globally accepted, all-purpose model for quality management in the world. So far, more than 130,000 firms worldwide (20,000 in the U.S.) have become certified to ISO-9000 and the number is growing rapidly.
如果想保持竞争力，就必须有强有力的质量管理体系。ISO 9000是唯一被全球所接受，通用的质量管理模式。到目前为止，全世界有13万家企业（美国有2万）已经获得认证，而且这是数字还在继续扩大。
Once an organization becomes certified to ISO-9000, a maturing process begins which can take from two to five years. This is because human beings take time to adjust to change. After the quality management system has matured sufficiently, a vigorous program of team-based continuous improvement (TQM) could help to further improve quality.
一旦组织获得ISO 9000的认证，成长过程就开始启动了，一般需要2到5年的时间。这是因为人需要时间来适应管理模式的改变。在质量管理体系成长到一定的程度时，充满活力的以小组为单位的持续改进（TQM）可以对进一步的改进质量提高帮助。
The advanced tools of improvement, such as failure mode and effect analysis (FMEA), quality function deployment (QFD) and six sigma could also help to move the company toward being a world-class operation. But until there is a solid foundation of quality management, which only ISO-9000 provides, there is little to be gained from these advanced techniques.
先进的改进方法，如失效模式和后果分析（FMEA），质量功能展开（QFD），和六西格玛也可以帮助公司朝着成为世界级运作的方向前进。但在公司建立好基础扎实的质量管理体系前，只有ISO 9000可以帮你，采取这些先进的方法收效甚微。