【质量英文】PDCA（戴明环），创造批判性思维的文化

今天分享的是质量英文，主题是：PDCA（戴明环），创造批判性思维的文化。中文为浦亮元翻译，觉得有用，欢迎分享！

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PDCA，创造批判性思维的文化

PDCA is a methodology used to control and continuously improve processes and products. The roots of the philosophy can be traced back to the Tokyo Institute of Technology in 1959. The father of modern quality control, W. Edwards Deming, referred to it as the “Shewart Cycle” and commonly referred to it as PDSA. It is known as a system for developing critical thinking.

PDCA（戴明环），是用于控制与持续改进流程和产品的一大方法。该方法的起源，可以追溯到1959年的东京工业大学。现代质量控制之父W.-爱德华兹-戴明，把它称为“休哈特循环”，通常称之为PDSA，其被人们熟知为发展批判性思维的一大体系。

0 1

PLAN 计划

PLAN – Assess the current process or product and figure out how it can be improved.

计划-评估当前的流程或产品，并搞清楚如何予以改进。

0 2

DO 执行

DO – Enact the new process or product by testing small changes and gathering data.

执行-通过测试微小的变更与收集数据，将新流程或者新产品付诸实施。

0 3

CHECK 检查

CHECK – Evaluate the data and results from the new process or product.

检查-评估新流程或者新产品方面的数据或者结果。

0 4

ACT 调整

ACT – If there is improvement from the standard, then it becomes the standard. If not, the existing standard remains in place and more learning is required.

调整-如果标准有了改进，那么改进的标准就成为新的标准了。如果标准没有改进，那么，现有的标准仍在执行，需要更多的学习。

Toyota (TPS) and other lean manufacturers contend that an engaged and problem solving workforce utilizing PDCA creates a culture of critical thinking and is much better able to innovate. This philosophy enables the manufacturers to stay ahead of competition through rigorous problem solving and innovation. PDCA should be continuously implemented in increasing spirals of knowledge. This is especially crucial at the beginning of a project when crucial data is not available. The method provides feedback to support or negate hypotheses. It allow us to be approximately right rather than absolutely wrong.

丰田生产体系（TPS）及其他的精益生产企业主张：是使用PDCA（戴明环）进行融入并解决问题的员工，创造了批判性思维的文化，而且能够进行更好的创新。这一理念，使生产制造商能够通过严格的问题解决和创新使自己在竞争中保持优势。PDCA（戴明环），应该能在知识的不断上升中得以持续实施。在某个项目开始，关键数据还不可用的时间，这一点尤其重要。该方法提供反馈以支持或者否定假设。PDCA（戴明环），让我们接近正确，而不是绝对错误。

By utilizing the PDCA, it allows manufacturers to avoid “analysis paralysis,” which is a state of overanalyzing or overthinking. When in this state of mind, the situation can appear to be so complex a decision or action is never taken. The decision can appear be overcomplicated, with too many detailed options to make a decision. It seems to best leave the problem alone and deal with the issues rather than risk change.

通过使用PDCA（戴明环），让生产制造企业避免了“优柔寡断”，“优柔寡断”指的是过度分析或者过度思考的状态。一旦处于这种状态时，情况会显得很复杂，我们永远不会采取决定或者行动。决定看起来过于复杂，因为做出决定，有着太多的详细选项。看起来，最好是去单独解决问题，而不是去改变风险。

PDCA allows for major breakthroughs in performance, which is preferred in Western manufacturing and frequent small improvements (Kaizen) which is preferred in the Eastern manufacturing cultures.

PDCA（戴明环），让我们能在绩效上有重大突破。PDCA（戴明环），在西方生产制造业中是首选的，而对东方的制造业而言，则通常首选的是KAIZEN（小的改进）。

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