24 "Catchment Rules" of Quality Management”

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1. Adhere to the three no’s principles 1. Do not accept substandard products. Do not accept substandard products. This means that before production and processing, employees first check whether the previously delivered products are qualified according to regulations. Once problems are found, they have the right to refuse to accept them and provide timely feedback to the previous process. Front-end process personnel need to stop processing immediately, trace the cause, and take measures so that quality problems can be discovered and corrected in a timely manner and to avoid waste caused by continued processing of unqualified products. 2. Do not produce substandard products. Do not produce substandard products. This means that after accepting the qualified products from the previous process, we must strictly implement the operating specifications during processing at this position to ensure the processing quality of the products. Make adequate preparations such as inspection and confirmation before operation ； Pay close attention to the process conditions during operations to avoid or detect abnormalities early and reduce the probability of defective products. Being prepared and validated in the process is key to not creating non-conformances. Only by not producing defective products can it be possible not to leak out or accept defective products. 3. No non-conforming products will flow out. No non-conforming products will flow out. This means that employees must check and confirm product quality after completing this process. Once defective products are found, the machine must be shut down in time, the defective products must be cut off in this process, and the defective products must be disposed of within this process and preventive measures must be taken. This process should ensure that qualified products are delivered, otherwise they will be rejected by the next process or the "customer". 2. Prevent Four Misunderstandings Misunderstanding 1: The omnipotent theory "obtaining the quality system certification certificate is a passport to the international market" was widely spread in the 1990s. For a time, it became fashionable for companies to introduce the GB/T19001 standard to establish a quality system and pass certification. Promotional advertisements must use the words "certificate won." The exaggeration of public opinion has caused all parties to magnify the function of the quality system and make it a universal tool. It has upgraded the work that originally only focused on the stability and reliability of product quality to work related to whether the company can participate in international competition, increasing the pressure on the company's quality management department. This excessive expectation also paved the way for the later theory of "uselessness" of the quality management system. Misunderstanding 2: With the progress of reform and opening up, the emancipation of the mind and the pursuit of wealth have made people more willing to seize the opportunities in front of them to obtain immediate benefits. In business management, people pay more attention to immediate results and ignore basic management work. This impetuous mentality has led to a management style of quick success and quick success in many companies, which is reflected in the attitude towards quality management system, which is the "certificate-only theory". Misunderstanding 3: Uselessness theory: I often hear people criticize the quality management system, saying that this system is useless and wastes people and money. ； Others criticize the GB/T19001 standard, saying that this standard does not provide specific solutions and is an empty standard. Because many critics lack an overall understanding of the theory and practice of quality management, these statements are understandable, but difficult to agree with. Misunderstanding 4: Outdated theory After obtaining the quality management system certification, many companies do not continue to consolidate the quality management system and implement continuous improvement. Instead, they pursue innovation and excellence one-sidedly, and are eager to introduce management concepts and methods such as Six Sigma and performance excellence models. It must be emphasized here that the quality management system based on the GB/T19001 standard is an inseparable cornerstone of the business management building. Only when the quality management system is stable, the building will be safe. Remember, cornerstones never go out of style! 3. Study * Five Tools The five core tools of quality management are also called the five tools of quality control. include: Statistical process control (SPC: Statistical Process Control) ； Measurement Systems Analysis (MSA): Measure System Analyse） ； Failure Mode and Effects Analysis (FMEA: Failure Mode & Effect Analyse） ； Advanced Product Quality Planning (APQP): Advanced Product Quality Planning) ； Production Part Approval Process (PPAP): Production Part Approval Process). 4. Eliminate six types of waste 1. The waste of waiting The waste of waiting in quality management work mainly includes the following situations:: 1. Wait for instructions from superiors. 2. Wait for reports from subordinates. 3. Wait for contact from the production site. 2. Waste of poor coordination. Inadequate cooperation and coordination in quality management lead to work stagnation and waste mainly in the following situations:: 1. Inadequate coordination of work processes. 2. Ineffective implementation and coordination of leadership instructions. 3. Inadequate coordination of information transmission. 3. Disorderly waste lacks clear quality regulations, systems, and processes, and it is well known that chaos easily occurs at work. But if orders are not followed, rules are not followed, and disorderly waste caused by acting according to personal wishes is even more terrible. 1. The disorder caused by the low quality of quality management personnel. 2. Disorder caused by failure to follow rules. 4. Waste due to dereliction of duty: Waste due to dereliction of duty is the biggest waste in quality management, and one of the manifestations of a weak sense of responsibility is coping. The waste of dereliction of duty is mainly caused by mistakes such as weak sense of responsibility, low quality and poor work quality, but the unclear management assessment and responsibilities prevent it from being restricted and supervised. 5. Inefficiency, waste, and inefficiency include: Inefficiency or inefficiency of work. Compared with the high efficiency of quality management work, the hidden waste caused by low efficiency is very large. ； The work that originally only required one person required two or more people to complete it ； Tasks that should be completed as planned are repeatedly delayed. 6. Waste of quality management costs Quality management costs are an important component of an enterprise's quality costs. Quality management must act in accordance with "reason", which specifically refers to "goals, indicators, and plans" in enterprise quality management. By establishing plans, execution plans, assessment plans, and improvement plans, the concept of tangible costs and waste phenomena can be most intuitively involved. 1. There is no basis for planning. 2. The plan review is not serious. 3. The planned disposal is not perfect. 5. Ten common mistakes 1. Lack of foresight. Lack of foresight leads to the exclusion of quality from the strategy. In this way, the goals and priorities of the enterprise are not clear, and the role of quality in the enterprise is not easy to understand. To succeed from their efforts, companies need to change their mindset and create an environment of continuous quality improvement. 2. There is no customer-centeredness, misunderstanding of customer wishes, and lack of awareness of serving customers in advance. Although some work has been improved, it does not add value to customers, which will also lead to the failure of quality management. 3. Insufficient contribution of managers Surveys show that the failure of most quality management activities is not due to technical reasons but to management reasons. All quality management authorities have a consensus: One of the biggest obstacles to quality management is the lack of input from upper management in quality improvement. 4. Training without purpose Enterprises spend a lot of money on quality management training, but many enterprises have not made fundamental improvements as a result. Because too much quality management training is irrelevant. 5. Lack of cost and benefit analysis. Many companies neither calculate quality costs nor the benefits of improvement projects. Even companies that calculate quality costs often only calculate obviously visible costs (such as guarantees) and easily calculated costs (such as training fees), while completely ignoring related major costs, such as lost sales and intangible costs of customer departure. 6. The organizational structure is inappropriate. Organizational structure, measurement and compensation have not attracted attention in quality management training and publicity. If an enterprise still has cumbersome bureaucratic layers and closed functional departments, no amount of quality management training will be of any use. 7. Quality management has formed its own bureaucracy. In the process of quality management activities, quality management is usually authorized to a certain quality privileged person. 8. Missing and wrong metrics Missing and wrong metrics are another cause of quality management failure. Improper metrics encourage short-term behavior at the expense of long-term performance, and improvements in one department come at the expense of another. 9. Insufficient compensation and recognition Strategic goals, performance measurement and compensation or recognition are the three pillars that support enterprise quality improvement. Changing perceptions and paradigm shifts require significant changes in behavior, which is largely influenced by systems of recognition and reward. 10. Imperfect accounting system The current accounting system bears a large responsibility for the failure of quality management. It misrepresents the cost of quality without understanding its potential impact. 6. Practice the Thirteen Values ​​1 Quality first Quality is the life of an enterprise and quality is the basis of everything. To survive and make profits, an enterprise must adhere to the principle of quality first and be able to provide customers with products and services of satisfactory quality from beginning to end. Only in this way can it remain invincible in the fierce competition. 2 Zero Defects Zero Defects is a quality management activity that is guided by the abandonment of the theory that defects are inevitable and the establishment of the philosophical concept of no defects, requiring all personnel to "perform the work correctly from the beginning and do things right the first time" and to completely eliminate work defects. 3 Source management Quality management should focus on prevention and nip hidden dangers in the bud. This can not only ensure quality, but also reduce the occurrence of unnecessary problems, reduce the number of changes, and improve the overall work quality and efficiency of the enterprise. 4. Customer first: Modern enterprises are in the hands of customers. For our company, we put customer needs first and serve customers wholeheartedly. Enterprises must establish a "customer first" service concept, put customer service first, think about what customers want, and worry about what customers worry about. 5 Satisfying needs Quality is the unity of objective inherent characteristics and subjective needs to be met. Quality is not what the company says for itself, but whether it can meet the needs of customers. Only when customer needs are met, customers will be willing to pay, and the company can achieve profitability. 6 Top Leader Quality The words and deeds of the top leader of an enterprise receive special attention from all employees from beginning to end. His cognition, views and attitude towards quality largely determine the quality of employees' work. The top leader should ensure that the company's quality objectives are consistent with the business direction, and comprehensively promote the development of quality work. 7. Full participation in quality management of modern enterprises requires full participation. It is not just a matter of one person, a few quality managers or one department of the quality management department. It requires close cooperation from all departments and the joint participation of all employees. 8. Continuous improvement and continuous improvement of overall performance are an eternal topic for enterprises. Continuous improvement is the principle and foundation of quality management and is a part of quality management. Quality managers should constantly actively seek opportunities to improve the effectiveness and efficiency of enterprise processes and continuously improve the quality of the enterprise's work. 9. Fact-based decision-making method Quality management requires respecting objective facts and using data to speak. Real data can not only reflect objective facts qualitatively, but also quantitatively describe objective facts, giving people clear and intuitive concepts, so as to better analyze and solve problems. 10. The next process is the customer. As an employee of the company, you should not only consider your own convenience when working. You must clarify your requirements for the previous process, fully identify the requirements of the next process, understand the feedback information sent by the process in a timely manner, treat the next process as a customer, and always consider what to do to satisfy the customers of the next process. 11 Rule consciousness Rule consciousness refers to the consciousness that comes from the heart and uses rules as the criterion for one's actions. Everyone in the company must establish a sense of rules and respect the rules. If the rules are unreasonable or even incorrect, we can or strive to change them, establish a sense of rules from the heart, and learn from them. * , follow, monitor and enforce rules. 12Standardization prevents recurrence. Once a problem occurs, it must be solved and ensure that the same problem will not happen again for the same reason. After the problem is solved, the solution should be standardized, operating procedures updated, and the SDCA cycle implemented. 13. Respect human nature. In many cases, quality work requires communication with others. In order to continue to develop and improve quality, business operators must fully respect the staff and make employees feel the meaning and value of their work. Only by happy work can they better provide work quality that satisfies customers. 7. 24 "Military Rules" 1. When preparing documents, you should focus on "who will use them" rather than "who will show them to." 2. Pay attention to character. Work must pay attention to character, and Chinese-style management must pay attention to the character of Chinese people. 3 Hierarchical audit Enterprises with more than 100 employees should implement QSB management and establish a hierarchical audit system. 4. Many early-stage planning tasks are not done well because the early-stage planning is not done well. The "P" of the PDCA cycle is very important. 5 Employee Value One of the responsibilities of a leader is not to let your opponents discover the value of your employees. 6 Problem Analysis If your grasp of the problem is not precise enough, it is because your analysis of the problem is not thorough enough. 7 Team Characteristics A first-rate team has character first, morality second, and ability third. A second-rate team has ability first, morality second, character third. 8 Lean production The so-called lean production is to use the least resources and carry out the optimal combination to achieve good, fast and economical production. 9 Standardized operations To make the company's processes more standardized, the best way is to optimize form creation templates and solidify standardization. 10 When a new manager takes office, don’t start things off immediately and make reforms at every turn. The most important thing for a company’s development is solid inheritance and continuity. 11 To solve problems, a team must be formed (usually an 8D team). The "three" of "drawing inferences from one example" is very important in solving problems. 12 Office Space The office of the team should be on the workshop site. Wherever the weakest link of the enterprise is, the office location of the leader/manager should be set up. 13. Homework Instructions Homework instructions should involve front-line employees so that they can be close to actual operations and reflect the principle of full participation. It is best not to sit in the office and copy. 14 People-oriented enterprise management is the management of people and continuous improvement around 4M1E. Among them, "people" have the largest room for improvement and are also the core element. 15. Build trust. As an employee, you must be convinced that there are no mediocre colleagues around you, only talents in the wrong position. If you do feel that there is, it is just that the position of the other person is not correct enough. 16 Working methods The quality system focuses on the effectiveness in meeting customer requirements and continuous improvement, while working methods should focus on its instructability and operability, that is, implementability. 17 The essence of the continuous improvement system is to achieve continuous improvement. The key method is to constantly look for improvement breakthrough points (such as special improvements through project improvement) and treat every bottleneck problem as a project. 18 Program files Most companies attach great importance to program files. Many system personnel put a lot of energy into editing files. In fact, program files are just text descriptions of processes. Very few people actually need to use files. Editing files is far less important than improving forms. 19 Paying attention to employee savings is a virtue, but if the savings are used for the immediate interests of employees, it will cause the greatest waste. The result is that your colleagues who are familiar with the business will leave one after another, and most of the new employees will choose to leave after they have mastered their skills. 20 Execution is the competitiveness. For most Chinese manufacturing companies, execution is the core competitiveness. Many poorly managed companies do not lack innovative thinking or outstanding talents, but lack execution capabilities. Therefore, as a company manager, you should constantly emphasize execution, execution, and execution. 21 Cultural Fast Food This is an era that pays attention to fast food culture. Not many people are willing to receive lengthy education in the company, especially for front-line employees who account for the majority of employees. However, this is also an era that pays attention to efficiency. Therefore, we should work hard to transform fast food culture into cultural fast food. 22 80% of complaints about personnel training are caused by process manufacturing, and 60% of complaints in process manufacturing are caused by improper operation by employees (especially new employees). Therefore, in the four links of personnel training (explanation-demonstration-trial operation-tracking and verification), we should not only provide training in the early stage, but also pay attention to the pertinence of the training and subsequent tracking and verification. 23 Promote QSB Enterprises must implement QSB well. During the early introduction, they can just copy it and treat it as a tool. When it is officially run, QSB should not be regarded as QSB, but as part of its own system, which must be digested and absorbed and transformed into its own things. It is best not to have the word QSB in all documents and record forms. 24 Every employee is a small system. What a system is is a very abstract concept. I have been teaching my colleagues that adding up your job responsibilities and work content is a system. If you have done your job well and done it in place, you have met the requirements of the system. Each employee has his or her own small system, and the sum total of all employees is the company's system.