Is there a future in the quality management industry? Listen to what a veteran in quality control has to say

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This article is from the Internet: What is the current status of the quality management industry? Is it worth entering? What are the prospects for development? Not only those new to this industry who are about to enter it experience such confusion, but many who have been in the industry for years occasionally face it as well. I previously published an article titled “2015 Quality Labor Wage Survey Report!” How much can engineers, supervisors, managers, and directors earn? 》 (Click the title to read). Today, let’s hear what an experienced professional with 30 years of experience in quality management has to say. Having spent nearly three decades in the field of quality management – starting as a QE in a military-related company, working as a QC and QA manager in foreign-owned factories, entering the management consulting industry in the mid-1990s at one of the top five consulting firms (where I served as a Senior Consultant at AA and RB), and since the early 2000s working in a foreign-owned company specializing in basic communication equipment on systems management – I really feel compelled to contribute to this discussion. 　　I view quality management as a professional field, just like human resource management, financial management, and so on. Quality management is highly specialized, yet it is also extremely versatile – meaning it can be applied in various industries. I have a bachelor’s degree in aerospace metal materials, and the industries in which I have worked include aeroengine manufacturing, security appliances, toys, injection molding, management consulting, and basic communication equipment; this does not even include the industries involved with the clients I worked with in the field of management consulting. 　　Definitions of QC, QA, and QE can be found in many places, so they will not be repeated here. Next, I would like to discuss two main aspects with you: first, the value of quality management; and second, how to view various quality management tools and methods. 　　The value of quality management There is a common perception that those responsible for quality management in companies always seek the attention of leadership. In fact, behind this desire lies a sense of frustration stemming from the difficulty in carrying out quality management tasks and the lack of cooperation from other departments; they hope to obtain authority to strengthen their own influence. When we face setbacks, have we ever thought carefully from the perspective of the business owner about what value quality management brings to the company, and what value it can provide to other departments from their standpoint? Or let’s take a different perspective and look at the advantages of those who work in quality management: The first advantage is a comprehensive understanding of the company’s structure and processes. Due to the nature of their work, those involved in quality management, particularly system management or process management, are usually the individuals with the most extensive cross-departmental experience within the company, without exception. 　　Advantage two: relative objectivity. A key aspect of quality management is monitoring (product inspection on the production line, random checks of materials and finished products, various internal audits, etc.). Those responsible for quality management can use the data at their disposal to describe, in a relatively objective manner, the status of internal processes and product quality within the company. Similarly, human resource management keeps track of people’s capabilities, financial management monitors the status of assets, marketing is responsible for generating revenue, and procurement deals with expenditure. In the eyes of managers, the importance of these functions far exceeds that of quality management; only by recognizing this can we understand the role of quality management within a company. 　　Advantage three: familiarity with various tools and methods. Those engaged in product quality management naturally become very proficient in using various statistical tools ； Those engaged in system management are good at understanding and applying standards ； Those who are involved in driving internal improvements (a branch of quality management that requires strong leadership skills) must be able to master methods such as 6-sigma, Lean, and Agile ； Those engaged in process management who are not at an expert level are few and few who dare to take on this position. However, do not overestimate the effectiveness of these tools and methods; take Motorola, which pioneered 6-sigma, and see what is left of it today 　　Given these advantages, it becomes easier to see what value quality management can bring to the enterprise and to other departments within it. I identified two of the most important values: 1. By monitoring the operations of internal corporate processes, it is possible to obtain a relatively objective assessment of those processes as well as the quality of the products (although this may not be considered the most important or urgent by management, it is still essential) ； 　　2. Identify and understand the needs of various departments for different management tools and methods, and provide professional support (teaching them how to fish without doing the work for them). At the same time, it’s important to be aware of the limitations of tools and methods; don’t go overboard). What else?~~~ I can’t remember right now; feel free to add more. 　　How to view various quality management tools and methods? As mentioned earlier, quality management tools and methods have their limitations; they certainly cannot determine the success or failure of a company. Sometimes they merely serve to enhance existing efforts (the decisive factors are the organizational values and behavior patterns reflected in those who are involved). Nevertheless, it is undeniable that these tools and methods truly reflect humanity’s progress and development in the field of management. 　　Next, I will discuss the tools and methods that are well-known to everyone and with which I am also quite familiar: Statistical Quality Control – it constitutes the fundamental aspect of process and product quality management, and it is also an essential step for professionals in developing a quality management mindset; I believe it will never become obsolete. 　　Management systems – Based on ISO9001, they can extend to quality management systems specific to certain industries (such as TL9000, QS9000), as well as various other management system standards such as ISO14001, OHSAS18001, ISO27001, and BCM (Business Continuity Management, ISO22301). You might find it strange that those listed later are clearly not quality management standards. That’s right, because what I’m talking about is a management system, which falls within the category of large-scale systems. Once you become an expert in ISO9001, understanding these standards becomes a piece of cake. As an expert in management systems, even if you are not responsible for implementing a certain standard within a company, you can still provide professional support in your capacity as such an expert. 　　Personal opinion: Try to avoid taking responsibility for implementing management systems that are not related to quality (such as having HR handle OHSAS18001, or having the safety department oversee information management and business continuity management). One can assist in an expert capacity, or simply act as an auditor for monitoring purposes. ISO9001 was developed based on many management principles that are widely recognized today. It has not declined; rather, various management systems will incorporate more new management principles, and their scope of coverage will continue to expand. Note: It is highly not recommended for those who have no experience in process and product quality management to enter the field of management systems directly, as it is like building a foundation on shifting sand – the foundation will be unstable. 　　6-sigma is a toolset from statistical quality management (originated at Bell Labs); North American companies prefer it, due to cultural factors as well. From what I’ve seen of the results of such implementations, form takes precedence over substance; there’s an excessive focus on numbers at the expense of actual outcomes. Hehe, I can’t help but bring up Motorola again in this context. 　　In summary, quality management is a specialized field that allows one to work across industries, just like in human resources or finance. The role of quality management within a company depends on its value, and its importance is certainly lower than that of sales, finance, procurement, and human resources. To solidify the role of quality management within a company and establish its authority, in addition to having professional competence, it is essential to understand what value your work can bring to the company and to other departments. A tool is just a tool – it’s not a miracle item. Used properly, it helps; used improperly, it harms the user. 　　【Advice for newcomers】For those working in quality management, the best career path is to start with processes and product quality; after laying a solid foundation, one can then consider moving on to areas such as management consulting, system management, process management, and internal improvement methods (6-sigma, lean, etc.). Based on my own experience, management consulting can help one understand quality management from a higher (management level) and broader (inter-industry) perspective, which is truly enlightening; if you get the chance to engage in it, don’t miss it. Of course, those so-called management consulting firms in China that are dishonest, try to scam people, and only go through the motions are not included in what I’m talking about.