专业英语-关于介绍六西格玛的一篇文章(中英对照)

1、.：.；THE“SIX SIGMA “六西格玛PHENOMENA- OLD OR NEW 新老景象- - - - - -PERCEPTION OF QUALITY ? 感知的质量呢?Overview 概述Even if using Total Quality Management (TQM) as the main quality program represents a prevalent fact in nowadays industry, many companies are extending this kind of initiatives to incorporate strate

2、gic and financial issues .Among these initiatives, one such methodology is known as SIX Sigma, which originated from the Motorola Corporation .即使运用全面质量管理(TQM)为主要质量方案代表了在当今行业普遍存在的现实,许多公司都在扩展的举措将这种战略和财务问题。在这些行动,这样一个方法被称为6,源自于摩托罗拉公司。The concept was created by Motorola Inc .in the 1980s and was initiate

3、d by the engineersconclusion , which stated that new products , often failing to meet customer expectations , could be produced error-free from the very beginning .When it was presented , this represented a radical idea during the activities of manufacturing in the organization : measuring customer

4、requirements and performance against these targets during production , rather than after a products completion .这个概念是由摩托罗拉公司。在1980年代,工程师conclusion发起的,这表示,新产品,往往未能满足顾客期望,能产生无从头开场。当提出,这代表一个过激的想法,在制造业的活动组织:丈量客户要求和性能对这些目的,在消费中而不是在一个产品的完成According to Tom McCarty , director of SIX Sigma business improveme

5、nts at Motorola University in Schaumburg ., SIX Sigma differs substantially from quality initiatives that were prominent in the70s and80s , such as continuous improvement and total quality management .据汤姆雍琦、主任摩托罗拉六西格玛业务改良大学声明。,六西格玛与措施,明显与质量很突出在70年代和80年代,如继续改良和全面质量管理。The new approach involves control

6、ling , measuring and improving the capability of processes in order to“buildproducts or services free of any kind of defects .Although technically SIX Sigma means a product defect rate of 3 .4parts per million ( Sigma is a Greek term for variation) , the introduction of a SIX Sigma quality program m

7、eans much more than just measuring failure rates .The implementation of SIX Sigma includes introducing and incorporating a wide range of tools and methodologies into an organization in order to improve performance and, as an ultimate purpose , significantly improve profits . In the last years, the s

8、uccesses attributed to SIX Sigma were facilitated by the recent and increasing availability of electronic technologies such as automatic process monitoring, accessibility to large databases and rapid transfer of information .这种新方法涉及控制、丈量和提高才干的过程以“营造的产品或效力免费的任何的缺陷。虽然严厉产品缺陷的六西格玛是指率3种。四分之(西格玛是希腊的一个术语,变

9、异),引进了六西格玛质量程序远远超越仅仅丈量的失败率。实施六西格玛包括引进并包含广泛的工具和方法成为一个组织为了改善性能,作为一个终极目的,大大提升利润。近几年来,胜利归因于六西格玛是得益于最近日益盛行的电子技术,如自动过程监控、可用性和快速传送大型数据库的信息。Introduction 引见For many years , the Greek letter Sigma () has been the universally accepted symbol for standard deviation ( ISO3534 ( 1977 ) , BS5532 ( 1978 ) ) .Standa

10、rd deviation is a measure of dispersion , variation or spread . But , leaving the mathematical field , to employees of Motorola, General Electric , Honeywell, Bombardier , Black and Decker , ABB , Polaroid and many other companies , SIX Sigma is a company-wide transformation that has helped them and

11、 brought them, for a few years already , the success .多年来,希腊字母()曾经被公以为规范偏向意味(ISO3534(1977),BS5532(1978)。规范差衡量色散、变异或分散。但是,分开数学领域,给员工为摩托罗拉、通用电气、霍尼韦尔、庞巴迪、黑色和德克,ABB、宝丽莱和许多其他公司,六西格玛是一个公司范围的转变,曾经协助 了他们,把他们,由于几年了,其胜利的关键所在。The companies listed above can be referred to as“the SIX Sigma companies.Many other o

12、rganizations have adopted a SIX Sigma approach, but these particular companies have publicized their success and have publicly emphasized the part played by SIX Sigma in the achievement of this success . None more so than General Electric, as its Annual Report for 1998 states very clearly:上面列出的公司可以称

13、为“六西格玛公司。许多其他组织采取了六西格玛的方法,但这些特定公司宣传他们的胜利和已公开强调六西格码中所起的作用,获得这一胜利。没人比得上通用电气公司,为其1998年的年度报告州很清楚:“. . .we plunged into SIX Sigma with a company-consuming vengeance just over three years ago .We have invested more than a billion dollars in the effort, and the financial returns have now entered the expone

14、ntial phase-more than three quarters of a billion dollars saving beyond our investment in 1998 ,with a billion and a half in sight for 1999 .我们堕入了六西格玛与复仇company-consuming超越三年前做出的。我们已投资超越十亿美圆的努力,和财务报答指数phase-more迈入比三个季度储蓄远远超出了我们的投资美圆在1998年,与十亿零一个一半在眼前为1999。General Electric is perhaps best known for i

15、ts manufacturing divisions , but SIX Sigma has been very successfully applied in General Electric Capital, which yielded a substantial proportion of General Electric profit in 1998 .通用电气最著名的大约就是它的制造部门,但六西格玛不断很胜利地运用于通用电气资本,获得了相当比例的通用电气在1998年的盈利。Concluding , it can be mentioned that SIX Sigma can be i

16、mplemented in a non-manufacturing environment .Furthermore, it can be successful in many countries .Several of the SIX Sigma companies are truly global .They have implemented SIX Sigma throughout the company, not just in their home country, as Black and Decker clarify in their Annual Report for 1999

17、 :结论,它可以提到六西格玛可以实如今一个非制造业的环境。此外,它可以胜利在许多国家运用。几个六西格玛公司真正的全球。他们曾经实施了六西格玛在全公司范围内,而不只是在本人的国家,黑色与德克廓清在他们1999年的年度报告。“Having begun , in late 1998 , to coordinate SIX Sigma strategies and measurements on a worldwide basis , our experience clearly shows that the potential benefits are enormous in terms of pr

18、oductivity improvement, product quality, customer satisfaction , more efficient capital spending, and overall corporate profitability . . .Savings attributable to SIX Sigma were more than30 million in 1999, and we expect to generate twice that amount in 2000 as we intensify our efforts .“有开场,在1998年末

19、,六西格玛战略和协调在丈量一个世界性的,我们的阅历清楚地显示出其潜在的利益是宏大的从消费力的提高、产质量量、顾客称心度、更有效的资本支出,以及整体企业盈利。储蓄归因于六西格玛曾经超越了3000万美圆,而在1999年,我们期望产出这个数字的两倍于2000年,是我们加强我们的努力。SIX Sigma is reputed to have originated in Motorola in 1987 and been taken up by Allied Signal in 1991 .The merger of Allied Signal and Honeywell was described i

20、n the New York Times (8 June 1999) as“A merger made in heaven, for it brought together the SIX Sigma approach of the former and the Baldridge winning approach of the latter . The Honeywell Annual Report for1999 states:六西格玛是被以为是在摩托罗拉在1987年和年信号遭到了盟军在1991年。联通讯号的合并和霍尼韦尔描画了(1999年6月8日)为“合并天造地设的,由于它聚集了6西格玛

21、方法前和Baldridge胜利的方式后者。霍尼韦尔的年度报告for1999形状:“Were blending the best of each companys total quality approach by adding elements of the Malcolm Baldridge assessment process to our proven SIX Sigma tool kit .This refreshed approach to total quality is called SIX Sigma Plus .Were exited about the potential

22、for expanding the SIX Sigma Plus tools in the sales , marketing and service processes .Our experience shows that the average savings for a service project is about double that of a manufacturing project .我们将最好的每个公司的总质量的方法经过添加元素的评价过程Baldridge马尔科姆证明六西格玛的工具箱。这清新的方法,共6西格玛质量称为优先。我们退出关于能够扩展六西格玛加上工具,在销售、营销

23、和效力流程。我们的阅历阐明,平均节省效力工程是一个制造工程的两倍It can be concluded that SIX Sigma has delivered , in a small number of large companies , benefits that present high interest to managers and to share-holders .Thus , anybody should not be surprised to find that many other companies are showing interest in this approa

24、ch .They wish to know“what is SIX Sig-ma ?“What is a SIX Sigma black Belt ?“What is SIX Sigma culture ?and“Why is SIX Sigma so successful ?因此可以得出结论六西格玛救了,在一个小数量的大公司,福利,目前,高利息的管理者和股东。因此,任何人都不应感到诧异地发现许多其他公司正在表现出兴趣,这个方法。他们想知道的是六Sig-ma“吗?“什么是六西格玛黑带吗?“六西格玛文化是什么?和“为什么六西格玛获得如此大的胜利的?What is SIX Sigma? 六西格玛是

25、什么?“SIX Sigma is an information-driven methodology for reducing waste, in-creasing customer satisfaction and improving processes , with a focus on financially measurable results .“六西格玛是一种应对方法,减少浪费,in-creasing客户称心度和改良过程,着重于财务可以度量的结果。This definition of SIX Sigma is taken from a sales brochure publishe

26、d by Minitab Inc, who produces and distributes the well known statistical analysis software that is used by many of the companies listed above.这个定义六希格玛的销售手册是取自公布Minitab股份消费和销售广为人知的统计分析软件,用于许多公司上列。An alternative definition , which was used in Motorola , offers a rather different perspective :另一种定义方式,

27、指的是经过在摩托罗拉,提供一个截然不同的观念:“SIX Sigma is a business philosophy of driving behavior by making an organizations values explicit in its compensation system and a business strategy of cutting costs and boosting customer satisfaction .“六西格玛是一种运营理念的驾驶行为让一个组织的价值观显示的补偿系统和商业战略的降低本钱,提高客户称心度。One of the founders of

28、 SIX Sigma , within Motorola ,was Mikel Harry .His opinions are widely sought .Also , the“SIX Sigma Breakthrough Strategyis de-fined as:一个六西格码的开创人之一,在摩托罗拉,米克尔哈利。他的意见是普遍追求的目的。同时,“六西格玛突破战略为de-fined为:“. . .a disciplined method of using extremely rigorous data gathering and statistical analysis to pinpo

29、int sources of errors and ways of eliminating them .“。一个训练有素的综合利用方法非常严厉的数据采集、数据分析来找出错误的来源和方法消除他们。Each of the three definitions focuses on important aspects of SIX Sigma, but none of them is complete. Perhaps it is not possible to define SIX Sigma in one simple sentence and it would be easier to defi

30、ne SIX Sigma by describing the characteristics that are shared by the companies in which it has succeeded .One of these common characteristics is a widespread focus on processes and the existence of a company-wide language for describing the capability of processes.每三个定义着重六希格玛的重要方面,但是他们都不完好。也许是不能够的在

31、一个定义六西格玛简单的句子,就更容易定义六西格码的特点,描画了专有权由公司在它胜利了。其中的一个共同特点是一种普遍的关注过程和存在一种全公司范围内的言语。它是用于描画才干的过程。SIX Sigma is an important structured program for improving business processes and, as many voices pretend, it represents the latest“incarnationof the quality movement .The program, grounded in efforts to improve

32、 manufacturing quality during the 1980s , brings the methods and analytic tools of engineers to bear on the questions , what is really important for customers ? And where will changes to work processes must improve these points?六西格玛是一种重要的构造改良业务流程和程序,由于许多声音伪装,它代表了最新的“化身的质量运动。程序、脚踏实地,努力提高消费质量,在1980年代,

33、带来的方法和分析工具的工程师来承当问题,什么是真正重要的客户?在任务过程中必需改良改动这些点?The basic idea behind the SIX Sigma philosophy is to continuously reduce product and process variation.背后所反映的根本思想六西格玛哲学是不断减少产品和工艺的变化。Therefore an important part of SIX Sigma work is to define and measure variation with the intent of discovering its caus

34、es and to develop efficient operational means to control and reduce the variation .The expected outcomes of SIX Sigma efforts are:faster and more robust product development ,more efficient and capable manufacturing processes ,more confident overall business performance .因此,六西格玛任务的重要组成部分是定义和丈量变化的意图,发

35、现其成因和构成有效的操作手段来控制和降低的变化。预期的六希格玛的努力是:更快、更强的产品开展,更有效率和有才干制造过程中,更加自信的整体商业表现。In order to reduce the variation to a very low level, the first step is to“design for productibility.This means that designers configure a product in such a manner that its performance is“shielded against variation .By doing th

36、is , the organization can be sure that its products will consistently perform to the specified levels as so all of the product will be on target with minimum differences between units of product .为了降低到很低的程度变化,第一步就是要“设计为productibility。这意味着设计师配置产品,以这样的方式,其性能是“屏蔽反对变化。经过这样做,组织可以确保其产品将一直如一地执行指定的程度,所以一切的产

37、品将瞄准的单位与最低的区别产品。The next step is to find out, control and eventually eliminate all main causes of variation in the manufacturing processes involved in both the supplied parts and the final assembly. This is done using statistical process control and other tools including1 . computer simulation;2 . s

38、hort cycle manufacturing ;3 . part standardization and supplier qualification ;4 . supplier statistical process control ;5 . participative management practices;6 . design of experiments , measurement system analysis;7 . failure mode and effect analysis .下一步是找出、控制并最终消除一切的主要缘由的变异,都在制造过程和最终装配零部件供应商。这是需

39、求运用统计过程控制及其他工具,包括1。计算机仿真;2。生命周期短的制造;3。部分规范化和供应商资历;4。供应商统计过程控制;5。参与式管理的实际;6。实验设计、丈量系统分析;7。缺点方式及影响分析。With this basement already built, it can be considered that SIX Sigma methodology breaks down into 12 steps:Measure1 . Select the characteristic Critical-To-Quality( CTQ)2 . Define performance standard

40、s3 . Validate measurement systemAnalyze4 . Establish product capability5 . Define performance objectives6 . Identify variation sourcesImprove7 . Screen potential causes8 . Discover variable relationship9 . Establish operating tolerancesControl10 . Validate measurement system11 . Determine process ca

41、pability12 . Implement process controls这个地下室已建成,它不能以为六西格玛方法论分解成12步骤:丈量1。选择的特点Critical-To-Quality(概念不同)2。定义绩效规范3。验证丈量系统分析4。建立产品的才干5。定义绩效目的6。识别变异来源提高7。屏幕潜在缘由8。发现变量关系9。建立操作公差控制10。验证丈量系统11分。确定过程才干12。实施的过程控制The SIX Sigma companies are concerned with the reduction of variation and with the reduction of de

42、fective products and services .However , they often focus on“defects per million opportunitiesor DPMO as metric , and their performance standards are:1 . A 3 Sigma process produces less than 66 810 DPMO .2 . A 4 Sigma process produces less than 6 210 DPMO .3 . A 5 Sigma process produces less than 23

43、3 DPMO .4 . A 6 Sigma process produces less than 3 .4 DPMO .六西格玛企业担忧的降低,减少的变化和有缺陷的产品和效力。然而,他们经常集中在“缺陷每百万时机或DPMO公制、和他们的性能规范是:1。一个3过程产生不到66 DPMO。2。4过程可以产生210 DPMO少于6。3。5过程产生少于233 DPMO。4。6西格玛过程产生小于3。4 DPMO。But, as a Polaroid executive pointed out , SIX Sigma practitioners do not simply focus on defects

44、 , they concentrate on improvement of the processes that produce the defects .This focus demonstrates the amount of change required and the kind of improvement in quality that has to be achieved by firms .但是,作为一个宝丽来执行指出,六西格玛从业者不仅仅专注于缺陷,他们只专注在改良过程产生的缺陷。这将改动了要求的数量和类型的提升质量,到达公司。SIX SIGMA implementation

45、 strategiesThere are three general strategies of SIX Sigma deployment:1 .SIX Sigma organization ;2 .SIX Sigma engineering organization ;3 .Strategically selected projects and individuals .In Table 8-1 the main aspects of each of these strategies are outlined , and comparisons are made in the areas o

46、f the kind of personnel trained , typical course content as well as strengths and weaknesses of each strategy .六西格玛实施战略有三个普通部署六希格玛的战略:1。六西格玛组织;2。六西格玛工程组织;3。选定的工程战略和个人。在表8 - 1的重点概述了每一个这样的战略,并比较在该地域的那种人员培训、教学内容以及典型的优点和弱点每种战略。The first strategy ,“SIX Sigma organizationuses a methodology of training all

47、 individuals , in all areas , in the fundamental concepts and tools involved in the application of SIX Sigma .Using this method , a high level of awareness can be created throughout an organization , and a common language and problem-solving approach adopted .第一个战略,“六西格玛组织运用一个方法论训练一切人,在各个领域,在根本概念和工具

48、所涉及六希格玛的运用。用这种方法,一个高程度的认识可以在整个组织中被发明,共同的言语和处理问题的方法采用。The“SIX Sigma engineering organizationstrategy focuses on training and development within the design and manufacturing engineering departments of the firm .In this case, resources are more focused and there is an emphasis on project applications .

49、“六西格玛工程组织的战略重点培训和开展在设计与制造工程等相关部门的公司。在这种情况下,资源是更加集中,有重点放在工程的运用。The third category ,“Strategic selection, refers to the development of strategically-selected employees .“These individuals are assigned complex projects identified by needs and objectives critical to the site or organization.Here there i

50、s a great amount of flexibility in training in comparison to the previous two approaches .Training is provided as required by the very strong project focus .第三类、“战略选择,是指strategically-selected员工的开展。“这些人被指定的复杂工程的需求和目的的关键地点或组织。这里有大量的灵敏性训练之前的两种方法进展比较。提供培训要求很强的工程领域关注的焦点。As with other quality programs suc

51、h as TQM, defining SIX Sigma varies between organizations .For some firms , implementing SIX Sigma means solely using the specific problem-solving stages involved ; others use one or more of the strategies out-lined in Table 8-1 , while other companies may have different ways of deploying SIX Sigma

52、concepts and tools .就像其他的是高质量的程序如全面质量管理的制程,确定了六西格玛也不同的组织。对一些公司、实施六西格玛方法的详细处理问题仅选用阶段有关;另一些人用一个或多个战略在out-lined表8 - 1,而其他公司能够会有不同的方式,部署六希格玛的概念和工具。Following the examination of how different companies approach SIX Sigma implementation it will attempt to categorize the companies in one or other of the abo

53、ve categories .In order to set the discussions of the companies in context it will be first examined what is meant in general by “SIX Sigma Black Belt东莞市考试方法如何不同的公司六西格玛实施它将尝试在一个公司进展分类或其他类别。为了把讨论的公司就会先检查语境含义是什么在普通由“六西格玛黑带Black Belts (Master Black Belts and Green Belts)Perhaps the most striking featur

54、e of the SIX Sigma companies is that they have among their employees a high profile group known as Black Belts(Most of the companies also have Master Black Belts and Green Belts ) .The term SIX Sigma Black Belt was first introduced by the Motorola Corporation to describe employees who are trained an

55、d experienced in applying statistical techniques to business processes and procedures so that they can make major positive contributions to the bottom line .黑色皮带(主的黑色皮带和绿地)也许最显著的特点是,他们6公司之中有很高的知名度集团员工被称为黑色带(大多数公司也有主人的黑色皮带和绿地)。译文:六西格玛黑带这个术语首先引见了描画由摩托罗拉公司员工的培训阅历,运用统计方法运用于业务流程和程序,以便他们能做出主要的积极奉献的底线。A Bl

56、ack Belt devotes much , if not all, of his her time to the important task of leading process improvement projects .Black Belts are high potential employees who have received extensive training in statistics , interpersonal skills , problem solving, project management, etc .大部分时间都努力于一个黑色皮带,假设不是全部,他的时

57、间的重要义务的过程改良工程指点。黑腰带是高潜力得到了广泛的培训的人员统计中,人际交往才干、处理问题的才干、工程管理等。Black Belt trained employees are used to assist in measuring how well their present business strategies are meeting company objectives , as well as developing strategies to reduce costs , cycle times and defects while increasing profitabilit

58、y and competitive advantage .黑带训练员工是用于辅助丈量其商业战略是目前到达公司的目的,并制定战略来降低本钱,周期时间和缺陷,提高盈利才干和竞争优势。Typically , the Black Belt training has duration of four weeks: it may consist of 2 two-week courses , or 4 one-week courses , or a succession of shorter courses .In many cases , the Black Belt does not become q

59、ualified until he she has completed the training and also led one or two projects to a successful conclusion .典型地,黑带训练继续4周:它可以由2为期两周的课程,或者4为期一周的课程或一个接一个较短的课程。在许多情况下,黑带不成为合格,直到他她曾经完成了训练和也引发了一个或两个工程,一个胜利的结论。Training to become a Black Belt includes a rigorous learning schedule of different statistical

60、techniques , as well as the practice of applying these tools in real-life business situations .训练成为一个黑色皮带包括一个严谨的学术方案不同的统计技术,以及实际在现实生活中运用这些工具商业管理硕士学位。Allied to these criteria , before being awarded Black Belt status , the per-son must demonstrate problem-solving, project management and team leadershi