【質量英文】PDCA（戴明環），創造批判性思維的文化

今天分享的是質量英文，主題是：PDCA（戴明環），創造批判性思維的文化。中文爲浦亮元翻譯，覺得有用，歡迎分享！

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PDCA，創造批判性思維的文化

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（戴明環），是用於控制與持續改進流程和產品的一大方法。該方法的起源，可以追溯到1959年的東京工業大學。現代質量控制之父W.-愛德華茲-戴明，把它稱爲“休哈特循環”，通常稱之爲PDSA，其被人們熟知爲發展批判性思維的一大體系。

0 1

PLAN 計劃

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

計劃-評估當前的流程或產品，並搞清楚如何予以改進。

0 2

DO 執行

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

執行-通過測試微小的變更與收集數據，將新流程或者新產品付諸實施。

0 3

CHECK 檢查

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

檢查-評估新流程或者新產品方面的數據或者結果。

0 4

ACT 調整

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.

調整-如果標準有了改進，那麼改進的標準就成爲新的標準了。如果標準沒有改進，那麼，現有的標準仍在執行，需要更多的學習。

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.

豐田生產體系（TPS）及其他的精益生產企業主張：是使用PDCA（戴明環）進行融入並解決問題的員工，創造了批判性思維的文化，而且能夠進行更好的創新。這一理念，使生產製造商能夠通過嚴格的問題解決和創新使自己在競爭中保持優勢。PDCA（戴明環），應該能在知識的不斷上升中得以持續實施。在某個項目開始，關鍵數據還不可用的時間，這一點尤其重要。該方法提供反饋以支持或者否定假設。PDCA（戴明環），讓我們接近正確，而不是絕對錯誤。

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.

通過使用PDCA（戴明環），讓生產製造企業避免了“優柔寡斷”，“優柔寡斷”指的是過度分析或者過度思考的狀態。一旦處於這種狀態時，情況會顯得很複雜，我們永遠不會採取決定或者行動。決定看起來過於複雜，因爲做出決定，有着太多的詳細選項。看起來，最好是去單獨解決問題，而不是去改變風險。

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（戴明環），讓我們能在績效上有重大突破。PDCA（戴明環），在西方生產製造業中是首選的，而對東方的製造業而言，則通常首選的是KAIZEN（小的改進）。

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