说明：
Most people would agree that quality is essential to have but difficult to execute. Among the many tools available, a quality management system (QMS) can provide a roadmap toward better quality. Without it, a company lacks direction. “The QMS is fundamentally how an organization does operate,” Colin Gray, president, Cavendish Scott Inc., said in an ASQ TV interview. “It’s a system for managing quality… It is the way our organization operates. And if you accept that, then it’s very easy to see the QMS really is the basic foundation for being successful as an organization.”
大多数人都认可质量是必不可少的，但却很难实施。在众多可用的工具中，质量管理体系（QMS）可以给我们提供为实现更佳质量的路线图。没有质量管理体系，公司就会缺乏方向。卡文迪什·斯科特公司总裁科林·格雷在接受美国质量协会电视采访时说道：“质量管理体系，从本质上讲，就是组织的运作方式，是一个管理质量的体系，是组织运作的方式。如果你接受同意这观点，那么就会很容易发现质量管理体系真的是作为一个组织成功的基础”。
He went on to say, “It’s almost impossible to develop a quality system without thinking of where we as an organization want to be strategically.”
科林·格雷继续说道，“如果不考虑我们作为一个组织在战略上的目标，那是几乎不可能制定出来一个质量体系。”
To get where you want to be, quality management principles can guide the way.
质量管理的原则，可以帮我们为达到想要的目标而指引出方向。
What are the quality management principles? Like quality itself, they may seem difficult to define. While there may be some disagreement on what these fundamentals are, ISO seems like a safe place to start.
那么，质量管理的原则是什么？诚如质量自身一样，这些原则似乎很难去进行定义。尽管在这些基本原则是什么层面，可能会有一些分歧，不过，国际标准化组织（ISO）似乎是一个有确凿证据的地方。
The ISO 9000:2015 and ISO 9001:2015 standards are based on seven quality management principles. According to ISO, the seven quality management principles are, in no particular order:
ISO 9000:2015和ISO 9001:2015，这两个标准都是以七大质量管理原则为基础的。根据国际标准化组织的说法，七项质量管理的原则并不存在先后的顺序，它们分别是：
1. Customer focus
以顾客为关注焦点
2. Leadership
领导作用
3.Engagement of people
全员参与
4. Process approach
过程方法
5. Improvement
改进
6. Evidence-based decision making
基于事实的决策方法
7. Relationship management
关系管理
Let’s take a closer look at these quality management principles and how you can adopt them to improve your organization.
我们来仔细看看这些质量管理的七大原则，以及如何采纳这些原则对组织进行改进。
1
Customer Focus
以顾客为关注焦点
This almost goes without saying. An organization that doesn’t focus on customers won’t be around for long. Although a customer focus is critical, many times this can be lost in the priorities of a quality system and the various processes involved.
这一点不言而喻！不去专注于客户的组织是不会长期存在的。虽然，“以客户为关注焦点”是至关重要的，但很多时候这一点可能会在质量体系的优先级和涉及到的各种过程中而丧失。
The focus should include current—and future—customers. Besides continuously meeting or exceeding customer expectations, companies should measure customer satisfaction. Conversely, failing to meet customer expectations should also be tracked. Every function and department should be involved.
重点应包括：当前的客户和未来的客户。除了持续满足或者超过客户的期望之外，公司还应该去衡量客户满意度。另外，对于未满足客户期望的情况也应该予以跟踪。每个职能和每个部门都应该参与到质量管理体系之中。
2
Leadership
领导作用
As with any quality idea, support must start at the top. Without good leadership, an organization will suffer. Leaders should set a vision and goals for the company.
与任何的质量理念一样，支持必须首先从高层开始。如果没有好的领导，组织将会遭受损失。因此，领导者应该为公司设定愿景和目标。
Think back to an inspiring leader you’ve met. Perhaps this was at work or even at a quality event. For those who were at the 2014 ASQ conference, Mike Abrashoff, former commander of the USS Benfold, may come to mind. At the event, he described the challenges of taking over an underperforming war ship. Morale was low and turnover was high. By uniting his crew with their common purpose along with praise and appreciation, he was able to transform the ship.
回想下你曾遇到的某位具有感召力的领导。也许在工作中存在，或者是在质量活动中存在。对于参加了美国质量协会的2014年度质量年会的人来说，可能会想到本-福德号驱逐舰前指挥官迈克·阿布拉肖夫。在那次的活动中，他描述了当时接管一艘表现不佳的驱逐舰时所面临的挑战。士气低，人员流动性大。通过把船员与共同的目标相结合，另外加上表扬和赞赏，他得以让本-福德号驱逐舰的状况改头换面。
3
Engagement of People
全员参与
An engaged workforce is one that you want to have. This means the abilities of the staff are used and valued. It also enables continuous improvement, learning, and discussion of any issues. With an engaged workforce, staff are held accountable for their actions. Rather being seen as a passive place to clock in every morning, the job requires everyone in the organization to be active and engaged in their work.
全员参与，正是我们所想要的。这意味着：员工的能力得到利用和重视。全员参与，还能够让我们持续改进、持续学习和持续讨论问题。有了敬业的队伍，员工得对自己的行为负责。这项工作，不是把工作当成每天早晨打卡的消极之所在，工作要求组织中的所有人都要积极地融入到工作中。
4
Process Approach
过程方法
As with so many things in quality, a process approach outlines the steps for success.
与质量上的诸多事宜一般，流程方法为成功勾勒出了步骤。
This means activities are managed as processes, measured, and connections between activities are identified. Opportunities for improvement are tracked. Quality doesn’t just happen. It requires processes behind the scenes to ensure the success of the organization.
这意味着：活动，得以以过程的方式而被管理与测量，并且活动之间的联系被识别出来。我们能够对改进机会进行跟踪。质量不只是昙花一现，它需要幕后的过程来确保组织的成功。
5
Improvement
改进
A strong quality system requires change. Without improvement, companies will eventually be outshined by the competition. Aiming to maintain the status quo does not inspire anyone.
一个强有力的质量体系，是需要变更的。如果没有改进，企业最终会被其竞争对手超越。维持现状的做法，并不能激励任何人。
This means the company’s performance and capabilities should be developed on an ongoing basis. These improvement activities should align with goals, and staff should be encouraged and empowered to make improvements. When improvements are made, these should be measured. And finally, celebrated! When things go well, it’s important to acknowledge it. Quality isn’t all stressful audits and data analysis. Sometimes it’s formal recognition and praise.
这意味着：公司的业绩和能力应该得以持续地提升。这些改进活动，应该与目标保持一致，并且员工应该被鼓励与授权去进行改进。改进的时间，应该进行衡量。最后，记得要庆祝一下！事情进展顺利时，认识到这一点非常重要。质量，并不是充满压力感的所有审核和数据分析。有时需要正式的认可和赞扬。
6
Evidence-based decision making
基于事实的决策方法
As you may have guessed, gut feelings are not the way forward. Rather, data is king. Of course, this should be no surprise to the quality professional. Organizations should make sure data is accessible, accurate, and reliable. It should be analyzed and decisions made based on it. Still, data analysis should be balanced with practical experience. The numbers tell the story, but it is important not to discount experience as well.
正如你可能已经猜到的，直觉不是前进的方向。反之，数据才是王道。当然，这对质量的专业人士来说，并不是什么奇怪的事情。组织应该确保数据是易得的、准确的和可靠的。我们应该对数据进行分析，并基于数据做出决策。然而，数据分析应该与我们的实际经验相平衡。数字能说明详情，不过，有一点也很重要，那就是：不要低估经验。
7
Relationship management
关系管理
Finally, the people are the important part of any organization, and the relationships between suppliers and other partners are critical. Suppliers should be selected carefully based on the ability to create value as well as manage costs. Partners should be aware of plans and information that would help them in their work. A spirit of collaboration should be the goal. Coordinating improvement activities can help both parties. Recognizing supplier successes will also go a long way to maintaining a strong relationship.
最后一条原则，人员是所有组织的重要组成部分，同时，供应商和其他合作伙伴之间的关系也是至关重要的。我们应该基于价值创造和管理成本的能力，去仔细选择供应商。合作伙伴，应了解有助于他们开展工作的计划和信息。协同合作的精神才是目标。协调改进活动，对双边来讲都是有帮助的。认可供应商的成功，也有助于保持与其之间的牢固关系。
Juggling ISO requirements may seem difficult, but these principles can light the way toward better quality. Maintaining a quality management system and improving your organization can be done. It takes work and consideration of a range of factors, but these seven principles are a good start.
想要篡改国际标准化组织的要求，这看起来可能会很困难。不过，以上所列出的质量管理的七大原则却可以为更佳的质量照亮道路。维持一个质量管理体系，及对组织进行改进，确实是我们可以做到的。这需要辛勤的付出，以及对一系列的因素进行斟酌，不过，以上七大原则却是非常不错的开始。
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