外文翻譯---創(chuàng)新質(zhì)量概念框架

1、<p><b>　　（</b></p><p>　?。ㄓ⑽膮⒖嘉墨I及譯文）</p><p><b>　　二〇一〇年六月</b></p><p>　　Int. J. Production Economics 80 (2002) 31–37</p><p>　　Innovation quali

2、ty—a conceptual framework</p><p>　　Udo-Ernst Haner*</p><p>　　Institute for Human Factors and Technology Management, University of Stuttgart, Nobelstr. 12, D-70569 Stuttgart, Germany</p>&

3、lt;p><b>　　Abstract</b></p><p>　　In this article a framework for a new concept—that of innovation quality—is presented and its relevance for considerations with respect to innovation and strate

4、gy is highlighted. The concept of innovation quality allows making a statement regarding the aggregated innovation performance in three different domains within an organization by comparing the result, being it a product

5、, process or service innovation, with the potential and considering the process on how the result has been achieved. The</p><p>　　Keywords: Innovation; Quality; Measurement; Strategy; Framework</p>&l

6、t;p>　　1. Introduction</p><p>　　Innovation quality, a concept not found in literature yet, is—at .rst look—either a desirable and even ‘‘natural’’ condition or at the other extreme a forced combination of

7、what one might conceive as incompatible and contradicting paradigms. While ‘‘innovation’’ has a strong link to newness, creativity and unconventionality, to ‘‘quality’’ concepts like standardization, low tolerance and sy

8、stematic procedure adhere. Therefore combining the concepts of innovation and quality, which are powerful a</p><p>　　2. Managing quality and innovation</p><p>　　2.1. Managing quality</p>

9、<p>　　In the development of quality management four to .ve distinctive steps can be identi.ed (e.g., Grabowski, 1997, p. 9ff). In the 1930s and 1940s managing quality meant ensuring a product’s quality through an in

10、spection at the production process. The function of ‘‘quality control’’ has been digital in nature, in the sense that either a product was conform to speci.cations or it was not. The goal was to deliver products with no

11、failures. The second steparound the 1950s and early 1960s is the one of</p><p>　　So when describing the different phases in the quality management .eld it becomes obvious that over time always additional ele

12、ments have been incorporated into it. These new elements together with their interactions to the previously considered ones have built new layers in a hierarchy of quality.</p><p>　　Approaches towards a mana

13、gement of quality have been limited in delivering contributions to solving problems which arise from the need for .exibility, handling shortening product and technology lifecycles and particularly in relation to the need

14、 for innovation in order to remain competitive on a global scale. In its latest model on how quality has to be managed the European Foundation for Quality Management (EFQM) has integrated the concept of innovation .</

15、p><p>　　2.2. Managing innovation</p><p>　　Already in 1912 Schumpeter (1912) has recognized innovation as a central driver of economic development. But only lately with intensifying competition on g

16、lobal markets and the need of bringing ef.ciency and effectiveness to higher (quality) levels, the issue of innovation and its management have become a prominent .eld in research and practice. According to Bullinger (199

17、4) an innovation is de.ned by the .rst economic utilization or application of an invention to achieve corporate goals. This d</p><p>　　2.3. Managing quality and innovation</p><p>　　On the most s

18、uper.cial level, combining the concepts of quality and innovation might lead to two results: quality innovation and innovation quality. In both cases the .rst concept has a restraining impact on the second.From this foll

19、ows that quality innovation refers to a distinctive characteristic of an innovation. </p><p>　　This view is incorporated by Swann (1986, p. 2) who de.ned the term as follows: ‘‘By quality innovation we mean

20、a particular form of product innovation: the introduction of a new (often improved) version of an existing product, rather than a completely new product. The quality innovation can be analyzed within an existing space of

21、 qualities or characteristics; the new product requires new dimensions’’. </p><p>　　3. Innovation quality</p><p>　　3.1. Principle</p><p>　　Innovation quality has—like its founding c

22、oncepts —three levels: a product/service level, a process level and an enterprise level.</p><p>　　With respect to products and services, innovation quality is de.ned through variables like amount, performanc

23、e, effectiveness, features, reliability, timing, costs, value to the customer, innovation degree, complexity, and many more. In this case innovation quality comprises all measures regarding new—innovative—products or ser

24、vices and thereby makes a statement on how good a company is at pursuing innovation in the product or service domain. Similar are things with respect to the process domain</p><p>　　Assessing innovation quali

25、ty within the three domains of product, process and enterprise allows for distinguishing activities within organizations with respect to their goal. While for example companies might focus their research on new products,

26、 others might aim at the rede.nition of the value chain or focus on introducing modern ways of working in order to attract and retain key personnel, the latter being a social innovation to be considered on the enterprise

27、 level. The concept of innovation </p><p>　　3.2. Determining innovation quality and its representation</p><p>　　To determine the innovation quality of a whole organization, one must assess .rst

28、the degree of innovation quality in the individual domains. These can be achieved by applying a set of measures and integrating them possibly through a functional relationship. Potential measures for the individual domai

29、ns are (see also Ahmed and Zairi, 2000):</p><p>　　(a) product/service-related measures:</p><p>　　* value-added to the customer,</p><p>　　* costs against targets,</p><p>

30、;　　* stability of design,</p><p>　　* product return on investment,</p><p>　　* product performance level,</p><p>　　(b) Process-related measures:</p><p>　　* time to marke

31、t,</p><p>　　* ef.ciency and productivity improvement,</p><p>　　* staf.ng level effectiveness in product development,</p><p>　　* project management effectiveness,</p><p>

32、;　　* .exibility increase,</p><p>　　(c) Enterprise-related measures:</p><p>　　* acceptance rate throughout the workforce,</p><p>　　* understanding customer needs,</p><p>

33、;　　* turnover generated with innovative products,</p><p>　　* patent ratio,</p><p>　　* rate of successful innovation attempts,</p><p>　　As can be seen from the few potential measures

34、 contributing to innovation quality mentioned here, the spectrum of these measures is very large. But they do have in common, that they all can be linked to an organization’s innovation management system and therefore ar

35、e in themselves indicators for innovation quality. Integrating these indicators is a matter of complexity allowance and value-added generation. How many measures should be applied and integrated into a statement? Does a

36、quantitative i</p><p>　　3.3. Innovation quality and strategy</p><p>　　As implied at the end of the previous section, different patterns of innovation quality might re.ect the states at different

37、 but similarly successful companies. While one might be strong in the product/service domain, another might be as strong in the process domain, but both are very successful. Evaluating one instance of an innovation quali

38、ty pattern by itself does not make any statement regarding the success of the company displaying this pattern—and it does not aim to do so! Measuring and di</p><p>　　For judging its appropriateness for the o

39、rganization, the innovation quality pattern needs to be evaluated in conjunction with the strategy this organization pursues. Here it is, where innovation quality can receive a subjective connotation that adheres to qual

40、ity concepts. With respect to product quality a consumer might be completely disappointed with a particular product’s quality, while for an other and for the company producing it, the quality level might just be optimal,

41、 possibly pro.t max</p><p>　　Two disguised examples of German companies will re.ect the notion that to successful companies different innovation quality patterns might belong. ‘‘A’’ is a medium sized enterpr

42、ise in the wood and plastic processing business and has an owner, which has been the creative head of the company for many decades. He is the originator of most product ideas, a multiple patent owner and to a large exten

43、t the reason for a high innovation quality rating in the product/service domain of his company. From t</p><p>　　These examples show that some patterns of innovation performance might be more consistent with

44、some business strategies than with others and thereby just establishing innovation quality in its most profound meaning. Furthermore, it can be expected that a company’s individual pattern of innovation quality is changi

45、ng over time, which— so a research hypothesis—re.ects a change in the company’s strategy.</p><p>　　4. Conclusion</p><p>　　In this article the framework of innovation quality and a way of represe

46、nting it have been introduced. Innovation quality can be determined based on three different domains: a product/ service domain, a process domain and an enterprise domain, each of which is comprising a set of measures. D

47、isplaying patterns of innovation quality aims at .rst on increasing awareness regarding the innovation activity within organizations.</p><p>　　For making a judgement regarding the appropriateness of a partic

48、ular outcome of an innovation quality assessment for a particular organization this outcome needs to be seen in the context of the organization. The same outcome can be interpreted differently in the light of the organiz

49、ation’s strategy in particular. It is suggested that the innovation quality pattern and the strategy of a successful company are corresponding within certain frames of time. Ensuring consistence can therefore become <

50、/p><p><b>　　英文翻譯</b></p><p>　　智力.經(jīng)濟學研究[j].產(chǎn)量80期(2002年)31-37創(chuàng)新質(zhì)量概念框架</p><p><b>　　摘要</b></p><p>　　本文對新創(chuàng)新質(zhì)量概念框架提出了其相關因素對創(chuàng)新和戰(zhàn)略重點。創(chuàng)新素質(zhì)的概念可以通過一個方法來研究,該方法

51、在三個不同的領域創(chuàng)新績效內(nèi)部審計機構(gòu)進行了比較,通過比較，這一產(chǎn)品、過程和服務創(chuàng)新,以其潛力,并結(jié)合過程的結(jié)果已經(jīng)達到。這三個領域的創(chuàng)新素質(zhì)是產(chǎn)品/服務、過程和企業(yè)。分析了地基概念的質(zhì)量和創(chuàng)新的經(jīng)營理念,創(chuàng)新素質(zhì)”與“創(chuàng)新”的質(zhì)量。在第二個大段文章原理的基礎上,給出了一種可能性。</p><p>　　關鍵詞:創(chuàng)新、質(zhì)量、計量、策略、框架</p><p><b>　　1.介紹<

52、;/b></p><p>　　創(chuàng)新素質(zhì),是一個新的文學觀念,而“創(chuàng)新”,具有很強的鏈接能力、創(chuàng)造力,以“質(zhì)量”的概念,遵循嚴格的標準化和較高的系統(tǒng)性程序。因此這個概念相結(jié)合的創(chuàng)新和高質(zhì)量,這是各強大和廣泛的概念,至少需要一個短暫的分析過程將它整合,從而產(chǎn)生一個統(tǒng)一的框架,一個全新的概念。</p><p><b>　　2.管理質(zhì)量和創(chuàng)新</b></p>

53、<p><b>　　2.1.管理質(zhì)量</b></p><p>　　在發(fā)展中,質(zhì)量管理通過四個步驟來實施(例如,Grabowski,1997,p。9ff)。在二十世紀三十年代和四十年代，管理質(zhì)量是通過檢查生產(chǎn)過程來保證產(chǎn)品的質(zhì)量?！百|(zhì)量的控制功能”在社會中一直是以數(shù)字存在的,在某種意義上來說,是指一個產(chǎn)品是不是符合目標。這個目標是為了保證產(chǎn)品的質(zhì)量。在二十世紀五十年代和六十年代初

54、,管理質(zhì)量是一個靜態(tài)的質(zhì)量保證。它的目標是對產(chǎn)品質(zhì)量保證其“穩(wěn)定”的過程。因此產(chǎn)品的質(zhì)量和工藝的質(zhì)量變聯(lián)系在一起了。在二十世紀六十年代后期出現(xiàn)了綜合質(zhì)量保證這個新管理方法。這個質(zhì)量管理方法的出現(xiàn),致使供應商和顧客也都開始從質(zhì)量角度來考察產(chǎn)品，從而建立ISO9000 標準。接著在二十世紀八十年代中期隨著全面質(zhì)量管理的提出，它符合完全利益相關者的需求,從而增加更多的顧客導向的需求。它包括例如員工、社會大眾和他們的需求作為基礎的質(zhì)量。<

55、/p><p>　　所以在描述了不同階段的質(zhì)量管理的發(fā)展.顯而易見,隨著時間的推移,總是有新的附加元素被納入其中。這些新的元素,以前被認為是在一個層次上一層的質(zhì)量。</p><p>　　對于管理質(zhì)量一直局限于提供解決問題的貢獻而產(chǎn)生的需要.在全球范圍內(nèi)，對于處理技術的使用周期和縮短產(chǎn)品的生產(chǎn)周期,尤其需要創(chuàng)新來保持其競爭力。質(zhì)量管理的最新模型已成為歐洲基金管理質(zhì)量的創(chuàng)新理念。</p>

56、<p><b>　　2.2 管理創(chuàng)新,</b></p><p>　　在1912年，熊彼特已承認創(chuàng)新作為國家經(jīng)濟發(fā)展的目標。但最近才與全球市場競爭加劇的需要聯(lián)系在一起,效率和有效性更高的(質(zhì)量)的水平,創(chuàng)新的問題及其管理已經(jīng)成為一個值得的研究和實踐的領域。根據(jù)1994年Bullinger的理論，創(chuàng)新是由作為首要的經(jīng)濟利用的健康或一項發(fā)明來實現(xiàn)公司的目標。這個定義的不同之處,第一是

57、沒有說健康是首要的數(shù)量創(chuàng)新或程度的創(chuàng)新,第二是沒有關于大自然及其領域的創(chuàng)新，第三,很明顯的是, 無論什么類型的創(chuàng)新，都必須強調(diào)其工藝特點，為了實現(xiàn)一個創(chuàng)新，它的一系列步驟必須承擔。創(chuàng)新管理是通過創(chuàng)意的產(chǎn)生,提高篩選、評價和實施進入市場的成功因素，從而打破所有阻礙創(chuàng)新進入市場或公司外部和內(nèi)部的屏障。不同的時間可能有不同的革新。盡管產(chǎn)品和服務創(chuàng)新可能相當迅速的變化,并實現(xiàn)了人類行為的企業(yè)文化,因此通常更費時的。但必須考慮到結(jié)構(gòu)性的安排的程度

58、(騎士,1967年)是受到影響。</p><p>　　2.3 管理質(zhì)量和創(chuàng)新</p><p>　　結(jié)合質(zhì)量和創(chuàng)新，在最新水平的概念上可能出現(xiàn)兩個新的概念:質(zhì)量創(chuàng)新,創(chuàng)新素質(zhì)。健康是首要的概念,在這兩種情況有約束的影響。這意味著質(zhì)量創(chuàng)新指的是一種獨特的創(chuàng)新特征。這個觀點是引用·史旺(1986年)的觀點，他的定義如下:“品質(zhì)創(chuàng)新是指特定形式的產(chǎn)品創(chuàng)新:產(chǎn)品創(chuàng)新是指引進一個新的(通常是

59、改進現(xiàn)有的產(chǎn)品)的版本,而不是一個完全的新產(chǎn)品。質(zhì)量創(chuàng)新才能在現(xiàn)存的空間內(nèi)分析其性質(zhì)或特征;同時新產(chǎn)品要求的新維度”。</p><p><b>　　3．創(chuàng)新素質(zhì)</b></p><p><b>　　3.1 原則</b></p><p>　　創(chuàng)新素質(zhì)的概念可以通過產(chǎn)品水平/服務水平、工藝水平和一個企業(yè)的水平來闡釋。</

60、p><p>　　對產(chǎn)品和服務的質(zhì)量,創(chuàng)新是通過變量如金額、性能、有效性、特點、可靠性、時間、成本、價值對顧客、創(chuàng)新程度、復雜性等來衡量的。在這種情況下,創(chuàng)新素質(zhì)包括所有關于新創(chuàng)新產(chǎn)品或服務的措施。從而使一個優(yōu)秀的公司追求創(chuàng)新的產(chǎn)品或服務的領域。類似的事情還有公司是通過追求過程域的創(chuàng)新素質(zhì)。該公司還通過它所追求的過程，從中考慮所有措施來決定創(chuàng)新的新工藝和質(zhì)量的品質(zhì)如何實現(xiàn)，并確定在企業(yè)創(chuàng)新素質(zhì)水平上并沒有改變,也沒有比

61、其他兩域原則上的改變,因為它看起來也是潛能、過程與結(jié)果,但在一定程度上可能增加更多的挑戰(zhàn)性。由于復雜的識別催化劑(見Bullinger和Haner,2001年),需要整合到所謂的軟測量的問題。這是一種內(nèi)在的概念，根據(jù)Grabowski(1997年)的觀點，這個概念已經(jīng)進入企業(yè)質(zhì)量的范圍,并能夠滿足若干人的需要。</p><p>　　創(chuàng)新素質(zhì)評主要價三個領域內(nèi)的產(chǎn)品、過程和企業(yè)可以識別活動在組織中與他們的目標來體現(xiàn)

62、。例如公司可能會研發(fā)新產(chǎn)品,其他人可能會瞄準價值鏈或集中介紹現(xiàn)代的工作方式,以吸引和留住關鍵人員,后者是一個社會創(chuàng)新,被認為是對企業(yè)的水平。</p><p>　　3.2 創(chuàng)新素質(zhì)及其表現(xiàn)決定</p><p>　　確定整個組織的創(chuàng)新素質(zhì),在個別領域內(nèi)一個人必須評估健康是首要的程度的創(chuàng)新素質(zhì)。這些可以通過運用一系列措施或者是通過一個功能的關系來確定。具體措施如下：</p><

63、;p>　　(一)產(chǎn)品/服務業(yè)的措施</p><p><b>　　*增值客戶</b></p><p><b>　　*目標成本</b></p><p><b>　　*穩(wěn)定的設計</b></p><p><b>　　*產(chǎn)品的投資回報率</b></p&

64、gt;<p><b>　　*產(chǎn)品性能水平</b></p><p>　　(二)有關工藝專業(yè)的措施</p><p>　　*產(chǎn)品進入市場的時間</p><p>　　*效率和生產(chǎn)力的提高</p><p><b>　　*設計水平效果</b></p><p><b&g

65、t;　　*產(chǎn)品開發(fā)</b></p><p><b>　　*項目管理效能</b></p><p><b>　　* 性能增加</b></p><p>　　(三)有關企業(yè)水平的措施</p><p><b>　　*錄取率勞動力</b></p><p>

66、;<b>　　*了解客戶需求</b></p><p><b>　　*創(chuàng)新的產(chǎn)品銷售額</b></p><p><b>　　*專利的比率</b></p><p><b>　　*成功的創(chuàng)新嘗試率</b></p><p>　　在這里提到的這些措施對于創(chuàng)新素質(zhì)的衡

67、量是至關重要的。但他們的共同點是都能被連接到一個組織的創(chuàng)新管理體制內(nèi),因此擁有自身的創(chuàng)新素質(zhì)指標。這些指標相結(jié)合是一種復雜的津貼。有多少措施應該得到應用,以及一個完整的聲明嗎?一個定量整合產(chǎn)生更高價值超過一個定性集成嗎?這是兩個問題要處理申請時,創(chuàng)新素質(zhì)的概念。創(chuàng)新素質(zhì)的表現(xiàn)可以用雷達圖表,像那些描繪在圖5。那里;y軸x1代表參數(shù),打碎的創(chuàng)新素質(zhì)的企業(yè)領域,而1;y,y4和z1;y、z4代表參數(shù)的過程中,創(chuàng)新素質(zhì)的產(chǎn)品領域。這個值越高,

68、這些參數(shù),更好的創(chuàng)新素質(zhì)是假設是,進一步從圖表上顯示的中心各參數(shù)會發(fā)生。</p><p>　　3.3 創(chuàng)新素質(zhì)和策略</p><p>　　作為隱含在年底前節(jié)、不同模式的創(chuàng)新素質(zhì)可以在不同的領域。但同樣的成功的公司，一個可能有強大的產(chǎn)品/服務領域,另一個可能成為強大的過程域,但都是非常成功的。評估人的創(chuàng)新素質(zhì)模式本身并不作出任何聲明,關于公司的成功展示這個形式，它目的并不是要去做的事情。創(chuàng)新

69、素質(zhì)是測量和顯示在一個健康是首要意識增加的方法組織內(nèi)以其創(chuàng)新的模式。</p><p>　　對于判斷其適用性,創(chuàng)新素質(zhì)模式需要會同該組織的戰(zhàn)略的追求。在這里,創(chuàng)新素質(zhì)可以得到一個主觀的內(nèi)涵,堅持“以人為本”的質(zhì)量概念。對產(chǎn)品質(zhì)量的消費者可能徹底失望與某一特定產(chǎn)品的質(zhì)量,而對另一位為公司生產(chǎn)和質(zhì)量水平,可能就是最佳的,可能是價值最大化。同樣的,對于創(chuàng)新素質(zhì):一個公司在一個特定的市場策略,以某一特定的創(chuàng)新素質(zhì)模式可能只

70、是最優(yōu),而在不同的公司同一市場上相同的模式,將被視為完全滿意。</p><p><b>　　4．結(jié)論</b></p><p>　　在這篇文章里的框架下的講述了一種方法,就是介紹的創(chuàng)新素質(zhì)。創(chuàng)新素質(zhì)可以根據(jù)三種不同的領域:產(chǎn)品/服務領域,過程域和企業(yè)領域來衡量,每一種領域都是有一系列的措施。創(chuàng)新素質(zhì)的顯示模式,旨在提高意識對于健康是首要的創(chuàng)新活動的組織。</p&g

71、t;<p>　　為使一個判斷關于是否恰當?shù)哪骋惶囟ǖ膭?chuàng)新素質(zhì)評價為某一特定組織這樣的結(jié)果需要在上下文的組織。同樣的結(jié)果——可被理解成不同的組織的戰(zhàn)略。創(chuàng)新戰(zhàn)略模式和質(zhì)量是一個成功的公司在一定時間的相應框架，為確保一致性,使其能夠成為一個強大的方式支持決策。進一步的研究正在進行中，研究是集中建立一個一致的測量系統(tǒng)創(chuàng)新素質(zhì),評估策略和戰(zhàn)略行動與創(chuàng)新領域的應用,并調(diào)整策略和創(chuàng)新素質(zhì)方面允許建議增加創(chuàng)新素質(zhì)。</p>