浅说ISO9000认证中的“八项质量管理原则”
On ISO9000 attestation of eight quality management principles.""
1、 以顾客为中心
1, take the customer as the center
其实，“以顾客为中心”真正强调的是标准意识。合同、客户所提出的合理要求，就是我们管理工作和生产操作的标准。
In fact," take the customer as the center" the true stress is standard consciousness. The contract, the customer with reasonable requests, is our management and production operation standard.
我们要紧跟合同、客户所提出的要求，以此为我们一切管理和生产活动的标准，既不要过度低于标准，也不要过度高于标准。过度低于标准，会导致返工、返修或报废，需要额外增加工期和生产成本；过度高于标准，远超过合同、客户所提出的要求，一样需要额外增加工期和生产成本，而不会获得补偿。这两种情况，都会造成额外的浪费，而只有紧跟标准才能避免这两种浪费。
We should follow the contract, client's requirements, to all of our management and production activities of the standard, not excessive below standard, also do not excessively higher than the standard. Excessive below standard, will result in rework, repair or scrapped, require extra time and production cost; excessive higher than the standard, far more than the contract, client's requirements, need additional time and cost of production, without compensation. These two kinds of circumstances, can cause additional waste, and only follow the standard in order to avoid these two kinds of waste.
对合同、客户所提出的不合理要求，我们可以据理力争，在有经济补偿的情况执行，达到在成本上“开源”的效果。
On the contract, the customer made unreasonable demands, we can argue, in the economic compensation of implementation, to achieve cost" open source " effect.
另外，虽然说过度高于标准，会造成浪费，但是，适当超越标准，将工程和工作质量做到稍高于合同、客户所提出的要求，是有必要的。因为，仅仅满足规定的要求，客户会认为是理所当然，不会对我们产生好感；而做到稍好于业主预期，则会让客户感觉到我们是可信任的，有了信任，自然可减少许多生产和双方沟通中不必要的麻烦和投入，甚至在为我方争取利益时就容易了。同时，处于剧烈的市场竞争环境，有如短跑比赛，胜出往往就在于0.01秒之差，稍超越标准，用较小的代价，赢取较巨大的利益，也是很值得的。
In addition, although excessive higher than the standard, will cause waste, however, appropriate beyond standard, engineering and quality of work done is slightly higher than that of the contract, the customer 's requirements, it is necessary to. Because, just meet the requirements, the customer will be considered behoove, not on our good; and do slightly better than the owners expected, will let customers feel that we can trust, with trust, nature can reduce many production and communication between the two sides of the unnecessary trouble and investment, even for me we strive for interests is easy. At the same time, in the fierce market competition environment, as a race, winning often lies in the 0.01 of a second, slightly exceeding the standard, with a smaller price, to win a huge profits, is also well worth.
所以说，贯彻“以顾客为中心”原则，其实就是降低成本、缩短工期的重要手段。
Therefore, implementation of the "customer-centered" principle, in fact, is to reduce costs, shorten time limit for a project the important means.
2、 领导作用
In 2, a leadership role
实践证明，质量的作用与领导的重视程度成正比的，领导有多重视质量，质量就能起多大作用。如果领导是轻视质量的，有多轻视，质量就会有多大的报复。而质量的报复，往往不止是经济上的，更多是无形而巨大的其它方面损害。
Practice has proved, quality effect and the leader's attention is proportional to the degree of leadership, how to pay attention to quality, quality can much. If the leader is despise quality, more lightly, quality will have much revenge. While the quality of revenge, often more economic, more is invisible and other aspects of great damage.
所以，领导首先应重视质量，然后是科学地支持质量，分清楚哪些质量事务是应该由领导组织协调的，以及学会如何用科学的观念和方法组织协调。
Therefore, the leadership should first pay attention to quality, and then is the science to support quality, make it clear what quality issues should be made by the organization and coordination, and learning how to use the scientific concepts and methods of organization and coordination.
一方面，有些质量事务是应该由领导授权授责的，领导应明确地授权授责，而且应该保证权与责对等，特别应注意：不能授小权而塞大责，让下属无足够的权限完成职责；也不能让错误的部门、错误的岗位去做错误的事情。例如，让质量部门策划企业的总体管理，让质量部门去做生产和经营部门应该做的事情，既要让质量部门去参与生产经营，又要让质量部门去监督生产经营，明显是不合适的。质量部门持小权而担大责，角色冲突，必然做不好生产经营，至少也是低效率的做法。
On one hand, some quality issues should be authorized to grant responsible leadership, leadership should explicitly authorized delegate responsibility, but also should ensure that the power and responsibility of equivalence, special attention should be paid to: can not small power plug big duty, let subordinates without sufficient permissions to complete functions; also cannot make the wrong department, wrong position to do the wrong thing. For example, so that the quality of planning overall enterprise management, so that the quality of the Department to do the production and operation departments should do, should let the quality department to participate in production management, and let the quality department to supervise the production, is obviously not suitable. Quality department takes the small and big Tam responsibility right, role conflict, must do good production to manage, at least is the low efficiency of practice.
另一方面，现代质量管理是讲究科学的，不是蛮干就可以的。所以，领导要懂得一些现代质量管理知识，用科学的观念和方法组织协调质量事务。否则，一味蛮干只有遭到质量更野蛮的报复。
On the other hand, modern quality management is to pay attention to science, not reckless can. Therefore, leaders should know some knowledge of modern quality management, scientific idea and method to organize and coordinate the quality issues. Otherwise, a reckless only by quality more savage vengeance.
3、 全员参与
3, full participation
质量是所有部门的事情，需要分清楚职责分配，需要配合更需要有清晰分工。质量部门不能将所有沾有“质量”字眼的事情都揽起来。同样，其他部门也不能将所有沾有“质量”字眼的事情都塞给质量部门。严格来说，质量部门的主要角色是执法和监督部门，而其他部门都是执行和操作部门。执法和监督部门不能包揽执行和操作，其他部门也不能将执行和操作的责任推给执法和监督。这就好比，让交通**都取代司机去开车，让裁判员都同时去当运动员，明显是不合适的。
The quality is all department business, need to clear allocation of responsibilities, need to cooperate with more need to have the clear division of labor. Quality department can't all be stained with" quality" word things take up. Similarly, other departments can't all be stained with" quality" word things plug to quality department. Strictly speaking, the quality department 's main role is to law enforcement and supervision department, and other departments are performing and operations department. Law enforcement and supervision departments can't do implementation and operation, other departments can not be performed and operational responsibility to law enforcement and supervision. It's like, let the traffic * * replace the driver to drive, so that the umpire are all at the same time as athletes, is obviously not suitable.
每一个部门都尽职尽责，才会有质量。如果只有质量部门埋头苦干，而其他部门袖手旁观，不仅没有质量，而且必然会造成大量的浪费。正如，如果生产部门只管生产进度，质量丢给质量部门，“完工了合不合格由你质量部门检查验收，不合格我就返工返修，中间过程我只管进度”，那就只有不断的返工返修和工期延误。
Every department of due diligence, there will be quality. If only the quality department and other departments to work with quiet hard application, stand by, not only quality, but will cause a lot of waste. Just as, if the production department and the production schedule, quality cast to quality department," completed passes or not by your quality department for examination and acceptance, unqualified I rework, intermediate process I just plan", the only constant rework and delays.
所以，对质量事务，在实施前应该进行充分策划，合理分工，将执行和操作的责任安排给合适的部门，而质量部门则主要是做好执法和监督的角色。
Therefore, the quality of services, in the implementation should be done prior to full planning, rational division of labor, the implementation and operation of responsibility assigned to appropriate department, quality department is mainly to do law enforcement and supervision role.
4、 过程方法
4, process method
“过程方法”其实讲的是如何将事情充分地做好的方法。
The "process approach" in fact is about how things fully well method.
“过程三要素”是“输入”、“活动”和“输出”。所以，在做一件事情前，应做好策划：输入—做这件事需要投入哪些资源？例如，生产所需要的人、机、料、法、环等。活动—做这件事需要做哪些具体的事项？输出—做这件事需要期望达到什么样的目标和效果？例如，生产应达到的质量目标、应形成的生产过程资料记录（包括事前、过程和验收记录）。只有在事前做好这三方面的策划，我们才能高效、快捷地将一件事做好。
" Three elements" is the "input"," activity" and" output". So, do one thing before, should do a good job of planning: inputs - do it need input which resources? For example, needed for the production of man, machine, material, method, central and other. Activities - to do this thing to do specific matters? Output - do it need to what kind of target and effect? For example, the production should reach the quality goals, should form the production process data records ( including prior, process and inspection records ). Prior to this only in three aspects of planning, we can efficiently, quickly will do one thing well.
“PDCA”循环的第一步“P”（策划）做好了，剩下的“D”、“C”和“A”就好办了。“D”（实施）就是遵照“P”（策划）去实施，“C”（检查）就是对照“P”（策划）去检查，“A”（总结提高）就是找出实施和检查的不足，吸取经验教训，总结提高以求下一次做得更好。
" PDCA" circulation is the first step in" P" ( Planning ) well, the rest of the" D"," C" and" A" would be easier. " D" ( Implementation) is in accordance with the " P" ( Planning ) to implement," C" ( check ) is controlled" P" ( Planning ) to check," A" ( concluded ) is to find out the implementation and examination of the deficiencies, absorb experience to teach a lesson, summary rises to do better next time.
按“过程三要素”进行策划，用“PDCA”循环贯彻实施，任何事情都能高效、快捷地实现目标，而且一次比一次做得更好。质量管理当然也不例外。
According to the" three elements" in planning, with" PDCA" cycle implementation, anything can be efficient, rapid achievement of target, and a better do better. Quality management is no exception.
5、 管理的系统方法
5, a systems approach to management
“管理的系统方法”与马克思主义哲学的“联系观点”是异曲同工的，都是讲解决问题要从与问题相关联的各方面因素入手。
" Management" and the Marx doctrine philosophy" contact point" is the different approaches but equally satisfactory results, are to solve the problem from the associated with the problem of various factors.
任何管理问题都不是独立存在的，必然与各种因素有着直接或间接的关联关系。要解决问题，如果仅关注到问题的本身或问题的表面，没有解决与之关联、深层次的各种因素，必然无效，类似的问题自然“春风吹又生”。只有系统地“标本兼治”，才能一劳永逸地解决问题。质量管理上的问题更加是如此。例如，一些类似质量通病之所以不断重复出现，往往正是由于我们在此前的防治过程中缺乏系统方法而“只治标，不治本”。
Any management problems are not independent existence, necessity and various factors have a direct or indirect relationship. In order to solve the problem, if only pay attention to the problem themselves or problems associated with the surface, no solution, deep-seated factors, inevitable invalid, similar problem nature" the wind again". Only a system to" cure", in order to put things right once and for all problem solving. Quality management problems more so. For example, some similar quality defects are repeated, often because of our previous control process in the absence of system method and" only temporary, not permanent".
同时，管理要将方方面面的工作看成一个系统，而不是单独的一个一个工作。就有如一台机器，是由一个一个零部件组成的：（1）只有各个零部件间相互协调、相互配合才能正常运行，而某个零部件状态最佳并不等于整台机器状态最佳，所以，要追求各个零部件间良好的相互协调、相互配合来达到整台机器状态最佳，而不是追求单个零部件状态最佳；（2）某个零部件出现问题，往往是与之相关联的其它零部件或因素出现故障造成的；而单个零部件出现问题，往往导致整台机器出现故障。要修复整台机器，不仅仅要修复那个出现问题的零部件，更加要查找、修复或处理与之相关联的其它零部件或因素。例如，发动机汽缸异常磨损，往往是滤清器过滤进气的功能失效或油质不合格造成的，如果只是修复汽缸了事，不去修复滤清器或改善油质，汽缸异常磨损的问题必然很快再次而不断地出现。所以，对质量管理来说，一方面，要将各个质量活动过程有机组合成一个系统，使所有质量活动过程之间形成良好的相互协调、相互配合关系，来达到最高效地实现质量目标的效果，而不是单单追求某一个质量活动过程效果最好；另一方面，处理质量问题要有系统思维，从解决与质量问题相关联的各种因素入手，而不是仅仅针对质量问题本身的表面现象。
At the same time, the management will be the work of square field surface as a system, rather than a single one. Just as a machine, is composed of a components: (1 ) only the various components of coordination between cooperate each other, can be normal operation, and a component state best is not equal to the whole machine state best, therefore, to the pursuit of various parts of good coordination, cooperate with each other to achieve whole machine state best, rather than the pursuit of individual parts best; (2 ) a parts problems, is often associated with other components or factors failure caused; and individual parts problems, often leads to the whole machine failure. To repair the machine, not only to repair the problem appeared in parts, more to find, fix or processing associated with the other parts or elements. For example, a cylinder of the engine abnormal wear, is often the filter inlet function invalidation or oily unqualified cause, if only to repair or not to repair the filter cylinder, or improve the oil quality, the abnormal wear of cylinder will soon again and continue to appear. So, on the quality of management, on one hand, to the quality process organic combined into one system, so that all quality activities form a good mutual and harmonious, mutual cooperate relationship, to achieve maximum efficiency to achieve quality objectives effect, rather than pursue a quality process is best; the other on one hand, deal with quality problem to have systematic thinking, from solve quality problems associated with a variety of factors, not just for the quality problem itself surface phenomenon.
综上所述，我们就很容易理解戴明的“引起效率低下和不良质量的原因主要在于企业的管理系统而不在员工”和“质量源于系统的改进”这两个观点了。因此，解决质量问题，我们更多的是需要在管理系统上采取长效的解决措施，而不是从表面上的短期措施。
To sum up, we can easily understand Deming's" cause low efficiency and bad quality of the main reason lies in the enterprise management system and not in the employee" and "stems from the quality system improvement" the two point of view. Therefore, to solve the quality problems, we need more in management system taking long-term solutions, not on the surface of the short-term measures.
6、 持续改进
6, continuous improvement
在自然界，“物竞天择”、“适者生存，不适者淘汰”是永恒的规律。达尔文在他的进化论中说，“能够生存下来的物种，是那些能够很快适应环境变化的物种。”面对自然环境的不断变化，物种只有“持续改进”才能获得生存。物种的进化其实就是物种快速适应环境变化而“持续改进”的过程。同样的永恒规律也适用于质量管理。
In nature," survival of the fittest in natural selection"," survival of the fittest, the fittest" is the eternal law. Darwin in his theory of evolution," species that survive, who will be able to quickly adapt to changes in the environment of the species." The face of natural environment of constant change, species only" continuous improvement" in order to survive. The evolution of the species is actually a species quickly adapt to the environment change and the" continuous improvement" of the process. The same eternal law also applies to the quality management.
质量是有时效性和相对性的。一方面，顾客对质量的要求是不断提高的，今天仍然满意的质量可能明天就不满意了。另一方面，顾客对质量的要求是个性化的，不同的顾客对同一个产品的质量的要求是不同的。所以，我们需要不断改进和调整质量管理，以适应质量要求的不断提高、个性化，否则，就会被淘汰。
Quality is the timeliness and relativity. On one hand, customers on the quality requirements are increasing, today still satisfied with the quality of tomorrow may be not satisfied. On the other hand, customers on the quality requirements of different customers personalized, on the same product quality requirements are different. Therefore, we need to improve and adjust the quality management, to adapt to the requirements of the continuous improvement of quality, personalized, otherwise, will be eliminated.
如何“持续改进”？在《质量管理体系 要求》（GB/T19001-2008）的第8.5.1条“持续改进”中，明确了质量“持续改进”的方法和要求：“组织应利用质量方针、质量目标、审核结果、数据分析、纠正措施和预防措施以及管理评审，持续改进质量管理体系的有效性。”
How to" continuous improvement"? In the" quality management system" ( GB / T19001-2008 ) of 8.5.1" continuous improvement", defined the quality of "continuous improvement" method and the request:" tissue through the use of the quality policy, quality objectives, audit results, data analysis, corrective and preventive actions and management review, continuous improvement of quality management system the validity of the."
7、 基于事实的决策
In 7, fact based decision making
“基于事实的决策方法”质量管理原则认为：有效决策建立在数据和信息分析的基础上。所以，数据和信息分析是“基于事实的决策方法”的基础。
" Factual approach to decision making" of quality management principles: effective decision based on data and information analysis based on. Therefore, the analysis of data and information is the" factual approach to decision making" foundation.
所谓“基于事实的决策方法”、数据和信息分析，有如中医的“望、闻、问、切”和西医的医学检查。如果对质量问题不经数据和信息分析，就妄下结论和决策，有如医生不经“望、闻、问、切”或未经医学检查，就盲目开出处方，结果往往是南辕北辙，不是“对症下药”，必然不仅“延误病情”而且浪费“诊费”和“医药费”。只有通过数据和信息分析，才能“对症下药”而“药到病除”。
The so-called" factual approach to decision making", the analysis of data and information, such as traditional Chinese medicine " look, smell, ask, cut" and Western medicine examination. If the quality problem without the analysis of data and information, will jump to conclusions and decisions, as the doctor without" look, hear, ask, cut" with or without medical examination, blind prescription, the result is often different, not" an antidote against the disease", must not only" delay" and" fee" waste and" medical expenses". Only through the analysis of data and information, in order to" an antidote against the disease" and "medicine".
如果质量管理不遵循“基于事实的决策方法”原则，凭感觉、靠经验、“拍脑袋”对质量措施盲目决策或决策失误，“乱下药”、“药不对症”，就会将质量资源浪费在不知是否正确的质量活动上，必然延误质量问题的处理，造成成本的双倍额外增加，质量管理效率自然就相对低下。例如，对造成不合格的原因，如果我们不通过数据分析找出其中的主要原因，而随意采取一些无针对性的措施，往往就是“药不对症”，无法消除主要原因，不单成本花费了，而且不解决问题，导致双重的损失。
If the quality management does not follow the " factual approach to decision making" principle, by the feeling, by experience," tap a head" on quality measures for blind and decision-making or decision-making error, "random drug", "medicine is less symptomatic", will quality resources in correct quality activities, inevitable delays in treatment of quality problem double, cause cost extra, quality management efficiency is relatively low. For example, the defect reasons, if we do not through data analysis to identify the main reason, and feel free to take some corresponding measures," medicine is often not symptomatic", to eliminate the main reason, not only cost, but does not solve the problem, resulted in a double loss.
如何贯彻“基于事实的决策方法”？在《质量管理体系 要求》（GB/T19001-2008）的第8.4条“数据分析”中，是这样表述的：“组织应确定、收集和分析适当的数据，以证实质量管理体系的适宜性和有效性，并评价在何处可以持续改进质量管理体系的有效性。这应包括来自监视和测量的结果以及其他有关来源的数据。”“数据分析应提供有关以下方面的信息：a) 顾客满意（见 8.2.1）；b) 与产品要求的符合性（见 8.2.4）；c) 过程和产品的特性及趋势，包括采取预防措施的机会（见 8.2.3 和 8.2.4）；d) 供方(见 7.4)。”
How to carry out the" factual approach to decision making"? In the" quality management system" ( GB / T19001-2008 ) article 8.4" data analysis", is such that:" the organization shall determine, collect and analyze the appropriate data, in order to confirm the quality management system suitability and effectiveness, and to evaluate where continual improvement in quality management system effectively sex. This should include the result of monitoring and measurement and from other relevant sources of data." " Data should be analyzed to provide information on: a ) customer satisfaction ( see 8.2.1 ); b ) and conformity to product requirements ( see 8.2.4 ); c ) characteristics and trends of processes and products, including opportunities for preventive action ( see 8.2.3 and 8.2.4 ); d ) suppliers ( see 7.4)."
8、 互利的供方关系
8, mutually beneficial supplier relationships
随着生产社会化的不断发展，企业的生产活动分工越来越细，专业化程度越来越高。通常，对某一产品，不可能由一个企业从最初的原材料开始加工，直至形成顾客使用的产品，并销售给最终顾客。这往往是通过多个供方分工协作，即通过供应链来完成的。因此，任何一个企业都有其供方或合作伙伴。供方向企业提供的产品，将对企业向顾客提供的产品产生重要的影响。
With the continuous development of socialization of production, the production activities of enterprises increasingly fine division of labor, increasing the degree of specialization. Usually, for a given product, not from a business from the initial raw materials processing, until the formation of the customer to use products, and sales to the end customer. It is often through multiple supplier cooperation of division of labor, namely through the supply chain to complete. Therefore, any enterprise has its suppliers or partners. For the direction of enterprise products, for the enterprise to provide the products have an important impact on.
所以，企业应按“合作共赢的互利”原则，与供方应建立合作伙伴关系，通过优势互补，联合、共享技术和资源，优化组合成本和资源，共同促进，共同发展和成长，灵活、快速应对市场变化，以达至双方都能够更高效地创造价值，双方的利益都能够最大化。而如果企业执行的是“单赢”、“单边”的供方管理，必然导致供方的不合作、怨恨和抵触，自然损害到其提供的质量，也就是损害企业自身的质量。
Therefore, enterprise should according to" win-win cooperation and mutual benefit" principle, and the supplier shall establish partnership, through the complementary advantages, the sharing, technology and resources, optimize combination of cost and resource, promote jointly, common development and growth, flexible, rapid response to market changes, in order to achieve both are able to more efficiently create value, the interests of both sides to maximize. But if the enterprise is the implementation of the" win"," unilateral" supplier management, will inevitably lead to the supplier does not cooperate, hatred and conflict, nature damage to provide quality, also is the damage to enterprise oneself quality.
从真正意义上来说，供方是我们一起相互支持配合做好产品、共同赚取利润的合作伙伴，而非上级与下级或上司与下属的关系，更不是主仆关系。要改变传统对供方的态度，要尊重供方，用合作代替竞争和管制，为供方提供适当的培训和协助，帮助其实施质量改进活动，提高其质量管理水平和所提供的质量。
In a real sense, the supplier is our mutual support with good products, common profit partners, rather than the superior and inferior or superior and subordinate relationship, not the relationship between master and servant. To change the traditional attitude of suppliers, to respect the supplier, with cooperation instead of competition and regulation, to provide appropriate training and assistance, help the implementation of quality improvement activities, improve the quality management level and the quality of.