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The three no’s principle: do not accept defective products, do not produce defective products, and do not allow defective products to get out. The basic requirements are as follows: First, defective products are not accepted. By not accepting defective products, it is meant that employees must check the products passed on to them prior to processing to determine whether they are qualified; if any issues are found, they have the right to refuse to accept those products and must report them promptly to the previous stage in the production process. The personnel in the previous processing stage need to immediately stop production, investigate the cause, and take measures to ensure that quality issues are detected and corrected in a timely manner, thereby avoiding waste resulting from the further processing of defective products. II. Do not produce defective products. Not producing defective products means that, after receiving qualified products from the previous stage, strict adherence to operating procedures is followed during processing at this stage to ensure the quality of the finished products. The preparatory work such as inspections and verifications before the task is carried out thoroughly ； Pay attention to the process conditions during operations by keeping an eye on wild birds, in order to avoid or detect abnormalities early and reduce the likelihood of producing defective products. Being well-prepared and having it verified throughout the process is key to avoiding defective products. Only by avoiding the production of defective products can it become possible to prevent such products from leaking out or being accepted. III. Prevent the release of defective products. Preventing the release of defective products means that after employees complete the processing steps in a given process, it is necessary to check and verify the quality of the products. Once defective items are detected, the production process must be stopped immediately; such defective items should be halted at that stage, and measures must be taken to handle them as well as to prevent similar issues from occurring in the future. This process must ensure that only qualified products are passed on, as those that are not will be rejected by the next process or by the \"customer\". ▌Key points for implementing the three no’s principle: 1. The manufacturer is responsible. Once product design and development are complete and the process parameters are defined, any fluctuations in product quality are due to problems in the manufacturing process. Each person’s quality responsibility begins with receiving qualified products from the previous process; ensuring that the quality of the products in their own process meets the required standards is the primary task of employees. Once defects are detected in this process or feedback on defects is received from the subsequent processes, employees must immediately stop production, investigate the causes, and take appropriate actions to ensure product quality to the end. II. Who produces, who inspects: The producer of a product is also the one who inspects it; product inspection is merely one step in the production process. Only by conducting inspections to confirm that production is of satisfactory quality can it be ensured that qualified products proceed to the next stage of the process. Through self-inspection, operators can gain a clearer understanding of the condition of the products processed in this step, which helps them to continuously improve their processing skills and enhance product quality. III. Standardization of operations: Starting from the design and development of products and the setting of process parameters, it is necessary to standardize and regulate all the steps and details in the operational processes, with continuous improvements being made. Every employee must also strictly follow standardized procedures. Standardization is the best way to carry out this process; it is the only means to ensure consistency in product quality. Otherwise, a large number of defective products will be produced without it being possible to identify the root cause of these defects. In such cases, the \"three no’s principle\" only leads to chaos, rather than improving quality. IV. 100% Inspection: For all products and all production processes, regardless of the method used, operators must carry out a 100% inspection. V. In-process inspection: Quality is created by the workers themselves. If additional inspectors are assigned to check or repair products outside the production process, it leads to waste, does not enhance the workers’ sense of responsibility, and also allows them to ignore the quality of their work. VI. Suspension of Production due to Defects: Once defective products are detected during the production process, the operator has the right and responsibility to stop production and take immediate action to investigate the issue. VII. Current handling procedures: During the production process, when defective products are generated, the operators must shift from the production mode to an investigation and handling mode, immediately stop work, and promptly assess the on-site factors such as personnel, machinery, materials, methods, and environment that contributed to the defects. They must identify the ‘real cause’ of these defects and take appropriate action to address it. VIII. Poor exposure: Any defects that occur during the production process must have underlying causes. Only by addressing each of these causes can defective products be controlled, zero defects achieved, and true customer satisfaction ensured. Therefore, in the event of defects, it is not only necessary for the operators to be aware of them, but management, quality assurance personnel, and design and development staff must also be informed. Everyone should work together to carefully analyze solutions and improve the operating standards, rather than simply having the operators rework or discard the defective products on their own ； Otherwise, the same problem will occur again next time. IX. Poka-yoke and error prevention: The quality of products cannot rely solely on the responsibility of operators; everyone can experience emotions, laziness, or a tendency to take chances, and they may also be affected by various unexpected factors, all of which can lead to fluctuations in product quality. Therefore, it is necessary to design and use foolproof and error-prevention devices as scientifically and rationally as possible to prevent negligence. At the same time, in on-site management, careful attention is paid to details; efforts are made to take action in advance, with thorough planning and adequate preparation as well as preventive measures taken ahead of time, in order to minimize various variations and keep quality within the required standards. X. Management Support: While the workers are responsible for the quality of the products, management should assume greater responsibility in case defects occur, as it is the duty of on-site managers to assist employees in resolving problems. When employees identify a problem and report it, as a site manager, one should arrive at the scene immediately to investigate and address the issue together. If responsibility for defective products is carelessly shifted to the workers, it not only fails to completely eliminate the occurrence of such defects but also tends to create conflict between management and employees. Therefore, to provide guidance to employees, prevent problems from arising in advance, and analyze problems together with them as well as investigate and resolve them, it is necessary to provide the resources and facilities needed by employees, and to help them eliminate concerns related to their personal lives and work. In short, only by becoming a strong backing for their employees can the “three no’s principle” be truly implemented in production. To ensure compliance with these three no-principles, three types of inspections are also necessary: self-inspection by the operator, mutual inspection among operators, and specialized inspection by dedicated inspectors. The three-inspection system refers to an inspection framework that combines self-inspection by the operator, mutual inspection among operators, and specialized inspection by trained inspectors. 1. Start with the procurement process: establish strict raw material inspection systems and procedures to ensure that defective products are not accepted. 2. Produce in accordance with technical standards and process requirements: The technical department must establish technical standards, process requirements, as well as the relevant drawings prior to production, and organize all staff to study them. Technical standards known only to technicians are meaningless standards. Incorrect drawings are the worst type of defective product. 3. Product inspection supports the implementation of standards. It means that products are made, not inspected. However, with piece-rate management and quota management, without quality inspection and control during the production process, quality standards cannot be effectively ensured. Reckless inspectors are the main cause of defective products being released. 4. Mutual inspection among production processes: The responsible process in one stage is accountable for the next stage – to ensure that no defective products are produced. The subsequent process oversees the previous one—rejecting defective products. 5. Final packaging inspection: Defective products are not allowed to leave the factory. If defective products are sent out of the factory for short-term gains, it is essentially destroying the company’s livelihood.