8.3.4 Self-assessment
Self-assessment is a comprehensive and systematic review of the organization's activities and its
performance in relation to its degree of maturity (see Annex A).
Self-assessment should be used to determine the strengths and weaknesses of the organization in terms of its performance as well as its best practices, both at an overall level and at the level of its individual processes. Self-assessment can assist the organization to prioritize, plan and implement improvements and/or innovations, where necessary.The results of self-assessments support
⎯continual improvement of the organization's overall performance,
⎯progress towards achieving and maintaining sustained success for the organization,
⎯innovation in the organization's processes, products and structure, when appropriate,
⎯recognition of best practices, and
⎯the identification of further opportunities for improvement.
The results of self-assessments should be communicated to relevant people in the organization. They should be used to share understanding about the organization and its future direction. The results should be an input to management review.
NOTE 1 ISO 10014 provides a self-assessment tool directed specifically towards the financial and economic benefits of a quality management system for an organization.
NOTE 2 See Annex A for more information about self-assessment.
8.3.4 自我评估
自我评估师对组织活动及其业绩表现与组织成熟程度的相关性的全面和系统的检查。自我评估应当用于评价组织业绩表现的优势和弱点，做得最好的地方（包括整体和个人）。自我评估可以帮助组织优先考虑、策划和实施改进和/或创新（在必要时）。自我评估的结果为下列提供支持：
组织全面业绩表现的持续改进
实现和保持组织持续成功的过程
组织过程、产品和结构的创新
识别或者深化改进的机会
自我评估的结果应当与相关人员进行沟通。他们应当被用于分享对组织的理解和未来决策。自我评估的结果是管理评审的输入。
注1：ISO0014为自我评估工具帮助组织质量管理体系的财务或者经济应用提供指南
注2：关于自我评估的更多信息参见附录A
8.3.5 Benchmarking
Benchmarking is a measurement and analysis methodology that an organization can use to search for the best practices inside and outside the organization, with the aim of improving its own performance. Benchmarking can be applied to strategies and policies, operations, processes, products and organizational structures.
a) There are several types of benchmarking, such as
⎯internal benchmarking of activities within the organization,
⎯competitive benchmarking of performance or processes with competitors, and
⎯generic benchmarking; comparing strategies, operations or processes with unrelated organizations.
b) Successful benchmarking depends on factors such as
⎯support by top management (as it involves mutual knowledge interchange between the organization and its benchmarking partners),
⎯the methodology used to apply benchmarking,
⎯estimation of benefits versus costs, and
⎯understanding of the characteristics of the subject being investigated, to allow a correct comparison to the current situation in the organization.
c) The organization should establish and maintain a methodology for benchmarking that defines rules for items such as
⎯the definition of the scope of the subject for benchmarking,
⎯the process for choosing benchmarking partner(s), as well as any necessary communications and confidentiality policies,
⎯the determination of indicators for the characteristics to be compared, and the data collection
methodology to be used,
⎯the collection and analysis of data,
⎯the identification of performance gaps and the indication of potential improvement areas,
⎯the establishment and monitoring of corresponding improvement plans, and
⎯the inclusion of gathered experience into the organization's knowledge base and learning process
(see 6.7).
8.3.5 基准
基准是组织用来寻找内部或者外部最佳做法和测量和分析工具。着眼于提升业绩表现，基准可以被用于战略、方针、运行、过程、产品和组织结构。
A、有很多种基准：
组织内活动的基准
竞争对手业绩或者过程的竞争性基准
通用基准、竞争战略、不相关组织的运行或者过程
B、成功的设立基准取决于下列因素：
得到最高管理者的支持（因其包含组织和基准伙伴的知识交换）
应用基准的方法
估计成本和收益
对项目特点的了解，以便于和组织的现状进行正确的比较。
C组织应当建立和保持设立基准的方法，包含的规则如下：
拟设立基准的项目的范围
选择基准伙伴、必要的沟通和保密方针
确定特点比较的指标和对应的数据搜集方法
搜集和分析数据
识别业绩表现的差距，指示潜在改进的方向。
确立和监测相应的改进计划
搜集经验列入组织的知识库和学习的过程。

8.4 Analysis
Top management should analyse information gathered from monitoring the organization's environment, identify risks and opportunities, and establish plans to manage them. The organization should monitor and maintain relevant information, and analyse potential impacts on its strategy and policies. The analysis of the information gathered should enable factual decisions to be made on strategy and policy issues such as
⎯potential changes in the needs and expectations of interested parties in the long term,
⎯those existing products and activities that currently provide the most value for its interested parties,
⎯new products and processes needed to meet the changing needs and expectations of its interested parties,
⎯the evolving demands for the organizations' products in the long term,
⎯the influence of emerging technologies on the organization,
⎯new competences that could be needed, and
⎯changes that can be expected in statutory and regulatory requirements, or labour markets and other resources, which would affect the organization.
8.4分析
最高管理者应当分析那些从组织环境监测、风险和机会识别中获得的信息，建立计划去管理它们。组织应当监测和保持相关信息，分析对战略和方针的潜在影响。对信息的分析应当确保在战略和方针问题上实现基于事实的决策。战略和方针问题包括：
利益相关方需求和期望在较长时期内的潜在变化
当前为利益相关方创造最多价值的产品和过程
可以满足利益相关方潜在需求变化的新产品和过程
对于组织产品的长期改进的需要
新技术对组织的影响
可能需要新的权限
法律法规和劳动力市场或者其他资源可以被预期的改变对组织的影响
8.5 Review of information from monitoring, measurement and analysis
Top management should use a systematic approach to reviewing available information and for ensuring that the information is used for decision making (see 4.2).Data can be collected from many sources, such as
⎯monitoring of the organization's environment,
⎯measurements of the organization's performance, including key performance indicators,
⎯assessments of the integrity and validity of the measurement processes,
⎯results of internal audit, self-assessment and benchmarking activities,
⎯risk assessment, and
⎯feedback from customers and other interested parties.
The reviews should be used to evaluate the results achieved against applicable objectives.
Reviews should be performed at planned and periodic intervals, to enable trends to be determined, as well as to evaluate the organization's progress towards achieving its objectives. They should also be used to identify opportunities for improvement, innovation and learning. Reviews should address the assessment and evaluation of improvement activities performed previously, including aspects of adaptability, flexibility and responsiveness in relation to the organization's vision and objectives. Effective reviews of data can assist in the achievement of planned results.
The outputs of reviews can be used for benchmarking internally between activities and processes and to show trends over time; they can be used externally against the results achieved by other organizations, in the same or other sectors. The outputs of reviews can indicate the adequacy of resources provided, and how effectively resources have been used in achieving the organization's objectives. The outputs of the reviews should be presented in a format that can facilitate the implementation of process improvement activities.
8.5监测、测量分析信息的检查
最高管理者应当运用系统方法检查可以获取的信息并确保其用于制订决策。可以从多种途径搜集数据，包括：
监测组织的环境
对组织业绩表现的测量，包括关键业绩指标
评估的完整性和测量过程的有效性
内部审核和自我评估的结果和设立基准的活动
风险评估
顾客和其他利益相关方的反馈
该检查应当被用于改进实现策划的结果的能力。检查应当按计划定期进行，确保组织过程实现目标的能力。还能被用于识别改进的机会、创新和学习。检查应该说明对改进措施的评估和评价、之前的表现、与组织的愿景和目标相关的适应性、灵活性和响应。对数据的有效检查应当有助于实现策划的结果。
检查的输出可以被用于在活动和过程中设立内部基准，反映随着时间的变化趋势；可以被用于和其他组织实现的结果进行比较（相同或者不同的领域）。检查的输出可以反映资源是否充分的获得和其在实现组织目标方面是否被有效使用。检查的输出应当以适当的格式进行，这样可以促进过程改进活动的实施

9 Improvement, innovation and learning
9.1 General
Depending on the organization's environment, improvement (of its current products, processes, etc.) and innovation (to develop new products, processes, etc.) could be necessary for sustained success.Learning provides the basis for effective and efficient improvement and innovation.
Improvement, innovation and learning can be applied to
⎯products,
⎯processes and their interfaces,
⎯organizational structures,
⎯management systems,
⎯human aspects and culture,
⎯infrastructure, work environment and technology, and
⎯relations with relevant interested parties.
Fundamental to effective and efficient improvement, innovation and learning is the ability and enablement of the people in the organization to make informed judgments on the basis of data analyses and theincorporation of lessons learned.
9改进创新和学习
9.1总则
依据组织的环境，改进（当前产品、过程等）和创新（开发新产品、新过程等）对组织的持续成功而言是必须的。学习为充分有效的改进和创新提供基础，学习可以被应用于：
产品
过程和其接口
组织的结构
管理体系
人力和文化
基础设施、工作环境和技术
与利益相关方的关系
作为充分有效改进的基础，创新和学习是组织的员工在数据分析和吸取经验的基础上作出明智判断的能力。
9.2 Improvement
Improvement activities can range from small-step continual improvements at a work place to significant improvements of the entire organization. The organization should define objectives for the improvement of its products, processes, organizational structures and its management system through the analysis of data. The improvement processes should follow a structured approach, such as the “Plan-Do-Check-Act” (PDCA) methodology. The methodology should be applied, consistently with the process approach, for all processes. The organization should ensure that continual improvement becomes established as a part of the organizational culture by
⎯providing the opportunities for people in the organization to participate in improvement activities, through their empowerment,
⎯providing the necessary resources,
⎯establishing recognition and reward systems for improvement, and
⎯continual improvement of the effectiveness and efficiency of the improvement process itself.
NOTE For more information about “continual improvement”, see the related quality management principle in
Annex B.
9.2改进
改进活动可以是单个工位上的小进步也可以是组织范围内的大改进。组织应当通过数据分析为其产品、过程、组织结构、管理体系的改进设立目标。改进过程应使用PDCA方法，依循过程方法。组织应当确保持续改进成为企业文化的一部分：
为组织的员工创造参与到改进活动中的机会
提供必要的资源
建立对改进的表彰和奖励制度
持续改进组织改进过程本身的充分性和有效性
注：关于持续改进的更多信息见附录B
9.3 Innovation
9.3.1 General
Changes in the organization's environment could require innovation in order to meet the needs and expectations of interested parties. The organization should
⎯identify the need for innovation,
⎯establish and maintain an effective and efficient innovation process, and
⎯provide the related resources.
9.3创新
9.3.1总则
组织环境的变化要求组织进行创新以满足利益相关方的需求和期望，组织应当：
识别创新的需求
建立并保持充分有效的创新过程
提供相关的资源
9.3.2 Application
Innovation can be applied to issues at all levels, through changes in
⎯technology or product (i.e. innovations that not only respond to the changing needs and expectations of customers or other interested parties, but also to anticipate potential changes in the organization's environment and product lifecycles),
⎯processes (i.e. innovation in the methods for product realization, or innovation to improve process stability and reduce variance),
⎯the organization (i.e. innovation in its constitution and organizational structures), and
⎯the organization's management system (i.e. to ensure that competitive advantage is maintained and new opportunities are utilized, when there are emerging changes in the organization's environment).
9.3.2应用
创新可以在各个层级的问题上得到应用，通过下列变化：
技术或者产品（创新不单是对顾客及利益相关方的需求和期望变化的反应，还可以预计组织环境和产品生命周期的潜在改变）。
过程（对方法、产品实现、提高过程稳定性和减少偏差）
组织（组织的结构或者章程）
组织的管理体系（当组织的环境发生变化时，能够保持竞争优势和发现新的机会）
9.3.3 Timing
The timing for the introduction of an innovation is usually a balance between the urgency with which it is needed versus the resources that are made available for its development. The organization should use a process that is in alignment with its strategy to plan and prioritize innovations. The organization should support the innovation initiatives with the resources needed.
9.3.3及时性
创新应用的及时性通常是要求的紧迫程度和资源的获得性之间的平衡的结果。组织应当运用与其战略相符的过程去计划和优先应用创新活动。组织应当为创新提供必要的资源支持。

9.3.4 Process
The establishment, maintenance and management of processes for innovation within the organization can be influenced by
⎯the urgency of the need for innovation,
⎯innovation objectives and their impact on products, processes and the organizational structures,
⎯the organization's commitment to innovation,
⎯people's willingness to challenge and change the status quo, and
⎯the availability or emergence of new technologies.
9.3.4过程
在组织内建立、保持和管理创新过程，可以受到下列的影响：
创新需求的急迫性
创新的目标及其对产品、过程和组织结构的影响
组织致力于创新
人们愿意接受挑战和改变现状
新技术的出现或者获得
9.3.5 Risks
The organization should assess the risks related to planned innovation activities, including giving
consideration to the potential impact on the organization of changes, and prepare preventive actions to mitigate those risks, including contingency plans, where necessary.
9.3.5风险
组织应当评估与计划中的创新活动相关的风险，包括考虑到组织改变的潜在影响，制订预防措施以减低风险，必要时包括应急计划。
9.4 Learning
The organization should encourage improvement and innovation through learning.
For the organization to attain sustained success, it is necessary to adopt “learning as an organization” and “learning that integrates the capabilities of individuals with those of the organization”.
a) “Learning as an organization” involves consideration of
⎯collecting information from various internal and external events and sources, including success
stories and failures, and
⎯gaining insights through in-depth analyses of the information that has been collected.
b) “Learning that integrates the capabilities of individuals with those of the organization” is achieved by combining the knowledge, thinking patterns, and behaviour patterns of people with the values of the organization. This involves consideration of
⎯the organization's values, based on its mission, vision and strategies,
⎯supporting initiatives in learning, and demonstrating leadership through the behaviour of top
management,
⎯stimulation of networking, connectivity, interactivity and sharing of knowledge both inside and outside the organization,
⎯maintaining systems for learning and sharing of knowledge,
⎯recognizing, supporting and rewarding the improvement of people's competence, through processes for learning and sharing of knowledge, and
⎯appreciation of creativity, supporting diversity of the opinions of the different people in the
organization. Rapid access to, and use of, such knowledge can enhance the organization's ability to manage and maintain its sustained success.
9.4学习
组织应当鼓励通过学习进行改进和创新。组织想要获得持续成功，接受“学习型组织”或者“通过学习整合个人能力”的观念是必需的。
A学习型组织包括：
通过内部和外部的不同渠道和资源搜集信息，包括成功的和失败的。
对搜集来的信息进行深入的分析以获得见解。
B“通过学习整合个人能力”可以通过整合组织内人的知识、思维模式、行为模式与组织的核心价值观相一致的方式来实现。包括下列考虑：
组织的核心价值观，建立在使命、愿景和战略之上；
通过最高管理者的行动展现领导力和对学习的支持；
在组织内外刺激成网络的、交互性的和连接性的知识共享；
保持学习和分享知识的系统‘
通过学习和分享知识的过程对于人员能力的改进给予认可、支持和奖励
赞赏创造性，支持组织内不同意见的表达。迅速获得、使用这样的知识可以增强组织获得和保持持续成功的能力

终于结束了，呼呼，待各位拍砖

那我倒是有一篇，就是不知怎么发

直接黏贴上来就可以。

一个比一个翻译的好啊！

首先发表新贴，成功后再编辑主贴，将主题词改为【第三届原创参赛作品】

翻译的还不错，支持！！！！