[机械模具数控自动化专业毕业设计外文文献及翻译]【期刊】工业工程与全面质量管理-外文文献

TQM is defined as the “Management philos-ophy and company practices which aim toharness the human and material resources ofan organization in the most effective way toachieve the objective of the organization”1.The application of quality management con-cepts in a holistic context is relatively new. Aconsiderable time is often required for TQMconcepts and ideas to develop and matureinto a self-contained discipline. The processcan be quite slow when only experience inapplication forms the main guiding light tofurther development. However, such develop-ments can sometimes be considerably acceler-ated if some parallels can be drawn withrelated disciplines. One of the closest disci-plines to TQM is that of industrial engineer-ing (IE); both are directly and indirectlyconcerned with industrial efficiency, and across-comparison of the two can yield someinteresting parallels. Though the concepts embodied in TQMmay be relatively new, the concepts of indus-trial efficiency embodied in the discipline ofIE are almost a century old. One of the mostwidely accepted definitions of industrialengineering is the one used by the AmericanInstitute of Industrial Engineers:Industrial Engineering is concerned with thedesign, improvement, and installation of inte-grated systems of men, materials, and equip-ment. It draws upon specialized knowledge andskills in the mathematical, physical, and socialsciences, together with the principles andmethods of engineering analysis and design, tospecify, predict and evaluate the results to beobtained from such a system.Parallels between IE and TQMFrom an historical point of view, IE has devel-oped from two main approaches to improvingefficiency in the workplace, i.e. motion studyand scientific management. Scientific man-agement was at first seen only in terms of timestudy. Harrington2 was an advocate ofoperational efficiency and premium pay forincreased productivity. In his book2, pub-lished in 1911, he put forward 12 principles ofefficiency as the basis for effective operations: (1) clearly defined ideas;(2) problem identification;(3) competent counsel;(4) reliable and adequate records;(5) discipline;(6) fair deal;(7) common sense;4Training for QualityVolume 3 Number 3 1995 pp. 47MCB University Press ISSN 0968-4875Industrial engineeringand TQMV. H . Y. L oand D. SculliThe authorsV.H.Y. Lo is a Lecturer in the Department of Industrial andManufacturing Systems Engineering, University of HongKong, Hong Kong.D. Sculli is a Senior Lecturer at the Department of Indus-trial and Manufacturing Systems Engineering, Universityof Hong Kong, Hong, Kong.AbstractExamines the concepts that underlie the discipline ofindustrial engineering (IE). Then draws parallels betweenthe concepts of total quality management (TQM) andthose of IE. Suggests that TQM and IE are not too dissimi-lar in their approach to the general problem of industrialefficiency and points out that this type of comparison canhelp in guiding applications and in the general under-standing of both disciplines. Concludes with a briefdiscussion of IE and TQM education in Hong Kong.(8) despatching;(9) standards and schedules;(10) standard operations;(11) written standard practice instructions;(12) efficiency reward.Although these 12 principles were establishedmore than 80 years ago, they are still as validtoday as they were then. This is because thebasic concept of doing a job well holds truetoday as much as it did then. This basic con-cept of doing a job well can also be taken asthe starting point for quality management.These principles and parallels with TQM aregiven in Tables I and II and can be summa-rized as follows: The first two principles refer to clearlydefined ideas and objectives. Any scientificapproach to problem solving must obvious-ly be objective, and a clearly defined objec-tive often goes a considerable way towardssolving any problem. This principle broad-ly translates into strategic quality manage-ment as embodied in BS 78503. The next principle refers to competentcounsel or expertise. This indirectly statesthe essential need for training. In terms ofTQM, Juran and Gryna4 support thisapproach by suggesting that training forquality management should be mandatory. The two IE principles of integrated systemdesign and the availability of reliable andtimely information can be mapped into theISO 9000 series of quality assurance man-agement systems. The IE principle of discipline can be inter-preted in terms of the need for standardsand quality reference manuals. The IE principle concerned with the needfor continuous improvement of any inte-grated system is related to TQM in termsof the kaizen concepts5 relating to theneed for continuous improvements. Another IE principle uses the words“common sense” to imply that the need forcertain actions should be obvious. In gen-eral terms, the need for quality and TQMis obvious when viewed from a need tosatisfy customers in a competitive market. The IE principle covering the need tomonitor and implement changes in inte-grated systems successfully can be translat-ed into the TQM need for certification ofthe ISO 9000 series and awards such as theUSA-based Malcolm Baldrige Award6. Another IE principle refers to effectivecommunications and ergonomics. In rela-tion to TQM, Shuster7 refers to the needfor relentless individual pursuit of continu-ous performance improvements.5Industrial engineering and TQMV.H.Y. Lo and D. SculliTraining for QualityVolume 3 Number 3 1995 47Table I Parallels between IE and TQM in terms of conceptsIndustrial engineering principles Total quality managementClearly defined ideas Management philosophy: BS 7850:1992Problem identification Strategic quality management: 3.3, BS 7850: 1992Competent counsel (expert) Training in managing for quality should bemandated by upper management4Design of integrated systems Quality system4: the organizational structure,Reliable, immediate, and responsibility, procedures, processes and resourcesadequate records for implementing quality management, e.g. theISO 9000 quality assurance management systemDiscipline Follow quality manualsImprove integrated system Kaizen continuous improvement concepts5Common sense Quality management is also supported bycommon senseInstallation of integrated systems Certification of ISO 9000/Malcolm Baldrige Awardin USAMen in the system: effective Quality as defined by Shuster: “The relentlesscommunication, human, individual pursuit of continuous performanceergonomics and human relationship improvement”7Materials in the system: inventory ISO 9001: 1994, Clause 4.6, “Purchasing”; and management and control, material Clause 4.15, “Handling, storage, packaging and requirement planning and control delivery” Finally, two other principles of IE requirethe effective management of inventoriesand despatching. In terms of TQM, thisparallels Clause 4.15 of ISO 9001 coveringhandling, storage, packaging and delivery.When looking at the development and scopeof IE, most of its techniques seem to “fit” wellwith the modern quality concept of integrat-ing people and physical operating systems,through effective system modification and/orredesign. To be able to design an effectiveoperating system, it is usually necessary tostart with an understanding of the strategicgoals and current practices of the organiza-tion.However, some distinctions can be madebetween IE and TQM. IE techniques haveevolved with the direct objective of achievingparticular goals in designing, implementingand effectively maintaining operating systems.TQM, on the other hand, is essentially asystem whereby the qualities of a product orservice are maintained and enhanced througheconomic considerations8. The IE andTQM integrated approaches are illustrated inFigure 1, from which it can be seen that theseare almost identical. The nature of the twoapproaches is such that it is almost impossibleto separate them. The main difference can beregarded as one of the “expert approach”versus the “total participation approach”. IEis essentially an expert approach, starting withthe intensive professional degree training ofindustrial engineers. The industrial engineersthen conduct studies in the various companydepartments of the organization by which toachieve efficiencies and quality improvement.However, rapidly developing productiontechnology, plus an increasing complexity oforganization, make the expert approach toproblem solving more difficult, requiringmore time for analysis and redesign. Rapidlychanging customer preferences also mean thatthe industrial engineer will have to spendmore time in monitoring and maintaining theimproved systems, long after the initial imple-mentation.This suggests a need to modify this expertapproach towards TQM which directlyemphasizes total participation, and alsorequires that all staff in the organization be“experts” in contributing to, and maintaining,any efficiency and quality improvementsachieved9.The IE approach emphasizes the skillsaspects, i.e. practical and reliable improve-ment methodologies. This includes tech-niques and scientific know-how for qualityimprovement such as time and motion study,ergonomics, anthropometry, environmentalaspects of noise and illumination, manmachine interface, etc. However, IE appearsIndustrial engineering and TQMV.H.Y. Lo and D. SculliTraining for QualityVolume 3 Number 3 1995 47Table II Parallels between IE and TQM in terms of major concernsIndustrial engineering Additional concerns of TQMProblem solving on engineering process Problem solving on businessDirect labour Participation by allMaterial Process ownerCycle time Speed and flexibilityEquipment available Integrated systemMachine time Internal and external customersHandling time Supplier partnershipProductivity Total business performanceDefective products Zero defects in all aspectsProduct Product and servicesFitting task to man Design work to suit business objectivesFigure 1 Comparison between the industrial engineering and TQMapproachesData processing(think/learning)Machine(contribution to business objectives)ManSystemSensing(understanding manuals)Controlling(decision making)Display(the manuals)Control(process results)6to place relatively less emphasis on people,psychology , and the “soft” systems pro-cedures than does TQM. TQM places moreemphases on human considerations, as exem-plified by the work of Deming10 on theprinciples for transformation, the qualitydelivery process described by Bank9, andthe customer-driven project managementwork of Barkley11, all of which appear to bemore concerned with human behaviour andthinking than with the “hard” systemsaspects. IE and TQM education in Hong KongMany of the TQM concepts are covered in IEundergraduate and postgraduate degreeprogrammes in Hong Kong. Five of the sixtertiary institutions in Hong Kong offerdegrees in IE (the term “IE” is preferredbecause the Americans and Japanese are thelargest investors in Hong Kong). The namesof the various degree programmes vary, cover-ing such titles as industrial, manufacturing,production and systems engineering. Apartfrom topics in industrial management cover-ing leadership, communication skills andmotivation, there are topics which are closelyrelated to TQM. Topics under operationsimprovement and control cover: standards,procedures, preventive action and inspection,while topics in quality improvement tech-niques include statistical topics such as con-trol charts, check sheets, and Paretodiagrams. Apart from degree programmes, the vari-ous tertiary institutions, Government-supported bodies and private associations alsooffer many short programmes in TQM. Suchorganizations include the Hong Kong Prod-uctivity Council, The Federation of HongKong Industries, The Hong Kong Manage-ment Association, The Hong Kong Chapterof the Institute of Industrial Engineers, andthe Hong Kong Society for Quality Control.These short courses or training programmestend to focus on the more general topics ofquality policies; systems and process audits;standards and procedures for quality develop-ment; communication; leadership and moti-vation; inspection and preventive procedures;customer satisfaction and supplier relation-ships.The aims of training are to enable theentire staff of an organization systematically toengage in problem solving which leads toquality improvements and productivityenhancement. Training must include thedevelopment of attitudes, knowledge andskills which can contribute to the correctperformance of activities at all levels and tothe continuing improvement of standardsthroughout the entire organization. It is alsonecessary to provide the training that fits theneeds of the various parties in terms of both“hard” and “soft” systems methodologies.Tertiary institutions and other training