外文翻译--全面质量管理与质量成本.docVIP

外文文献翻译译文 一、外文原文 原文： Total quality management and cost of quality During 1950 Feigenbaum introduced the concept of Total Quality Control (TQC) into western countries, as a management tool to improve product design and quality by reducing operating costs and losses. Kauro Ishikawa, a Japanese chemist, introduced TQC in Japan around 1950-1960 as “a company-wide management tool in order to produce high quality goods and services that give a competitive edge both in the short term and in the future”. Total Quality Management (TQM) is a company culture that allows it to provide quality goods and services at the lowest cost in order to achieve customers’ satisfaction and, at the same time, ensure satisfactory business development by continuous improvements. For an organization to function effectively and efficiently, it has to identify numerous linked activities. An activity using resources, and managed in order to enable the transformation of inputs into outputs, is considered as a process. Often the output from one process directly forms the input to the next. The process of TQM consists of three major activities: - Setting the policy and strategy of the organization, - effectively and efficiently managing the organization, and - seeking continuous improvement. Firstly, the fundamental concepts of Total Quality Management are introduced. When this is understood the question that arises is “what can we do to implement the TQM principles in our organization?”. At this point we will understand the need to explain further the meaning and fundamentals of the “quality improvement” and how to manage quality improvement. A set of tools for quality improvement has to be installed in our organization so that it is adequately equipped for quality improvement and TQM. To understand TQM in practice a few quality philosophers and their approach to quality will be presented. The ultimate goal of TQM is to give benefits to the organization e.g. by minimizing the cost of qua