质量管理评审的量化基准（3）​

Push Vs. Pull Systems
推动系统VS拉动系统
Measuring, collecting, reporting, and reviewing is the recurring loop of Plan, Do, Check, and Act. That process needs to be in place and it must work autonomously. Functioning autonomously means that the process operates as a push system; the organization wants to report its performance and recommendations because it is empowered to act with endorsement. This is contrary to a pull system in which the organization is required to report performance through fear of punishment.
量度、收集、报告和审查是PDCA循环。这个过程必须到位，并且必须自主地工作。自主运行意味着进程作为一个推送系统运行；组织希望报告其绩效和建议，因为它被授权通过背书来行动。这与拉动式制度相反，拉动式制度要求组织通过担心受到惩罚来报告业绩。

Further buy-in of such a system, all the way to shop floor participation, is made through conversion of financial metrics as reported by the enterprise computer system (ERP system) in non-financial quantitative metrics that are within the realm of control of staff at the shop floor.
通过将ERP系统报告的财务指标转换为车间员工控制范围内的非财务量化指标，进一步购入这样一个系统，直至车间参与。

Such non-financial quantitative metrics come from shop floor check-sheets, master batch records, inspections, and calibration reports and give technicians insight into the degree of control over their work. The most significant chance for success when implementing these enhancements comes when they are set up as a push system, as the operators and technicians at the shop floor will want to report their performance and recommendations because they are empowered to act with endorsement.
这些非财务的量化指标来自车间检查表、生产主记录、检查和校准报告，并让技术人员深入了解他们工作的控制程度。实现这些改进时，最重要的成功机会是当它们被设置为推动系统时，因为在车间的操作人员和技术人员将想要报告他们的表现和建议以被授权与认可行动。

Being empowered to act with endorsement means an organization has a process to propose recommendations that allows for assessment against agreed-upon and approved stage gate criteria, without direct involvement of senior management.
被授权以认可的方式行动意味着一个组织有一个提出建议的流程，允许根据商定和批准的阶段性标准进行评估，而不需要高级管理人员的直接参与。

Making a switch from financial to non-financial quantitative metrics also transitions from tracking lagging indicators to leading indicators. Lagging indicators report after the fact, while leading indicators show the way toward the goal. Project management cost reported at the end of the month is sunk cost that cannot be recovered. Tracking daily project management hours allows for (timely) adjustment or even changes to meet budgetary targets and other goals during the month. Similarly, variable costs per batch reported at the end of the month are incurred costs that cannot be recovered; however, reporting daily use of consumables makes it possible to track their cost and adjust as soon as consumption exceeds (self-set) targets. Confirmation is provided with the monthly report when the QMR reports what the metrics have been showing throughout the month.
从财务指标向非财务量化指标的转变，也意味着从跟踪滞后指标向领先指标的转变。滞后指标是事后报告，而领先指标则显示实现目标的途径。月末报告的项目管理成本是无法收回的沉没成本。跟踪每天的项目管理时间，可以(及时)调整甚至改变，以达到预算目标和其他目标。同样，每个月底报告的批次可变成本是无法收回的已发生成本；然而，报告日常消耗品的使用使它有可能跟踪其成本，并在超过(自己设定的)目标时进行调整。当QMR报告整个月所显示的指标时，将在月度报告中提供确认。

       文章来源：药事佬

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