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What is the core of improving factory quality? Is it in terms of technology, or in terms of equipment? Of course not; the key to improving quality is changing people. In short, all production quality issues are ultimately human problems! When encountering quality issues, don’t overcomplicate things; start by looking at the employees’ procedures. When performing actions, many people have various thoughts in their minds; the existence of such thoughts is due to human nature. As long as these tendencies can be eliminated or controlled, the improvement will surely be significant. So the individual actions aren’t difficult to perform; what’s hard is failing to achieve the following: 1. Standardization and optimization of employees’ procedures. Many quality issues are ultimately caused by improper employee operations, and this is something that many companies tend to overlook. In many of the cases we have handled, no special technical improvements were made; instead, the employees’ procedures were standardized and optimized, and the results were very noticeable. So, in the future when quality issues arise, don’t overcomplicate things; start by looking at the employees’ procedures. 2. Implementing horizontal control means conducting mutual inspections. Horizontal control involves checking issues at various levels, isolating them, and ensuring that mutual inspections are thorough – this is a very effective method. 3. Conduct thorough inspections to identify problems and address them on a case-by-case basis; by carrying out inspections for quality issues on a daily basis, results can be achieved. Note that no matter how many issues are identified, they need to be addressed one by one; try not to tackle too many problems at the same time. It is also possible, before producing a certain product, to identify the historical problems that have occurred with that product, and then assign responsible persons to address them step by step. Such a method of investigation is also a very good one. To improve quality, in addition to mastering the above three points, it is also important to pay attention to how to change people. 4. To change people, one should not demonize the problems encountered; instead, one must believe that employees are capable of solving them. “What an inherent nature, capable of giving rise to all phenomena. ”Human nature is actually very great; therefore, we must trust our employees. We must believe that so many problems remain unsolved only because no action has been taken or no effort has been made to address them, and that these problems are actually quite simple. 5. When restraining employees, one must persevere through the pain. When using action control cards to restrain them, the employees experience great pain, but it is essential to hold on. As one project director said, “We’ve made various improvements before, but they didn’t work.” Why didn’t it work? It’s because there were no strict restrictions on the employees before; once they are constrained, they feel uncomfortable and stop cooperating, and without their cooperation we can’t proceed. So, we have to get through this hurdle. ”When employees suffer due to constraints, we must persevere. 6. Don’t doubt while persevering. That’s how some projects are: at the beginning, when trying to implement horizontal control, no one wants to issue fines to each other – what to do? Send an auditor to break the deadlock; if you don’t issue tickets to others, I will issue one to you, and the results were immediate. Therefore, during the process of perseverance, one must not doubt; once a plan is launched, we need to stick to it to the end. In fact, there is no right or wrong in management. Why do many companies implement ISO, ERP, and KPI systems, yet see little change in their operations? Because of the constraints it imposes, companies fail to carry things through to the end and only go half-hearted. Companies tend to act by doubting and hesitating as they go, by looking around while moving forward. At this time, determination is very important; one must control one’s thoughts and carry out the tasks without any distracting ideas. 7. The focus of quality improvement is to change people’s habits. The ultimate outcome of quality improvement is not reflected in an increase in the pass rate or a decrease in the defect rate, but rather in the changes among employees. Because the ultimate goal of improving quality is to enhance employees’ quality awareness and foster a quality culture within the company. Don’t think that only by first changing employees’ quality awareness can their quality actions be changed. Quality awareness stems from quality actions; one must first change the actions to achieve better results, and only then can awareness be changed. Therefore, quality improvement must focus on changing the employees, with an emphasis on various meetings, communications, and recognitions, as these actions can create an atmosphere and culture that enables people to change. 8. In the process of improving quality, it is essential to abandon fixed ideas. Do not assume that past experiences are always correct; first, employees need to break free from this misconception. They should not think that what they have done up to now is always right, and they must be willing to examine themselves and question their own assumptions if they want to make improvements.