Quality Zone [Weekly Topic] Date: August 16 -- August 22

Reply 1# llyy0327 1 A 2 AC 3 Ishikawa Kaori is a renowned quality management expert in Japan. He is the inventor of the cause-and-effect diagram, one of the founders of Japanese quality control teams (QC teams), and an expert who combined advanced foreign quality management theories and methods with local practices. 　　Ishikawa Kaoru believes that quality refers not only to product quality; in a broader sense, quality also includes the quality of work, the quality of departments, the quality of individuals, the quality of systems, the quality of companies, and the quality of policies, among other things. 　　He believes that Total Quality Control (TQC) in Japan refers to quality management across the entire company. The specific contents include: ① Quality management involving all departments, that is, personnel from all departments of the enterprise learn about and participate in quality management. To this end, it is necessary to educate the personnel in various departments, adhering to the principle that \"education should be at the beginning and at the end.\" Quality management involving all employees means that managers, directors, department heads, functional staff, team leaders, operators, salespeople, and all other employees of the company should participate in quality management, and this approach should also be extended to subcontractors, distribution agencies, and affiliated companies. ③Comprehensive quality management means focusing on quality control while simultaneously advancing cost management (profit and price management), volume management (production volume, sales volume, inventory levels), and delivery time management. 　　He believes that the adoption of Japanese quality management represents a revolution in business philosophy, and its key aspects can be summarized into 6 points: ① Quality first ； ②For consumers ； ③The next step is the customer ； ④Let data and facts speak ； ⑤Business that respects people ； ⑥Functional management.

Give it a boost: A ABCD Ishikawa Kaori is a renowned quality management expert in Japan. He is the inventor of the cause-and-effect diagram and one of the founders of Japanese quality control teams (QC teams). Ishikawa Kaoru believes that quality refers not only to product quality; in a broader sense, quality also includes the quality of work, the quality of departments, the quality of individuals, the quality of systems, the quality of companies, and the quality of policies, among other things. He believes that Total Quality Control (TQC) in Japan refers to quality management across the entire company. The specific contents include: quality management in which all departments participate, that is, the staff of all departments within the company learn to engage in quality management. To this end, it is necessary to educate the staff in various departments, starting with education and ending with education. Quality management involving all employees, meaning that managers, directors, department heads, functional staff, team leaders, operators, salespeople, and all other employees within the company participate in quality management, and this approach is further extended to subcontractors, distribution agencies, and affiliated companies. Comprehensive quality management means focusing on quality control while simultaneously advancing cost management (profit and price management), volume management (production volume, sales volume, inventory levels), and delivery time management. He believed that the adoption of Japanese quality management represented a revolution in business philosophy, whose principles can be summarized in six points: quality first ； For consumers ； The next step in the process is the customer ； Let data and facts speak ； Business that respects people ； Functional management.

1. A 2. AC 3. Ishikawa Kaori is a renowned quality management expert in Japan. He is the inventor of the cause-and-effect diagram and one of the founders of Japanese quality control teams (QC teams). Ishikawa Kaoru believes that quality refers not only to product quality; in a broader sense, quality also includes the quality of work, the quality of departments, the quality of individuals, the quality of systems, the quality of companies, and the quality of policies, among other things. He believes that Total Quality Control (TQC) in Japan refers to quality management across the entire company. The specific contents include: quality management in which all departments participate, that is, the staff of all departments within the company learn to engage in quality management. To this end, it is necessary to educate the staff in various departments, starting with education and ending with education. Quality management involving all employees, meaning that managers, directors, department heads, functional staff, team leaders, operators, salespeople, and all other employees within the company participate in quality management, and this approach is further extended to subcontractors, distribution agencies, and affiliated companies. Comprehensive quality management means focusing on quality control while simultaneously advancing cost management (profit and price management), volume management (production volume, sales volume, inventory levels), and delivery time management. He believed that the adoption of Japanese quality management represented a revolution in business philosophy, whose principles can be summarized in six points: quality first ； For consumers ； The next step in the process is the customer ； Let data and facts speak ； Business that respects people ； Functional management.

1.A 2.B 3. Ikawa Kaoru believes that quality refers not only to product quality; in a broader sense, quality also includes the quality of work, the quality of departments, the quality of individuals, the quality of systems, the quality of companies, and the quality of policies, among other things. He believes that Total Quality Control (TQC) in Japan refers to quality management across the entire company. The specific contents include: ① Quality management involving all departments, that is, the staff of all departments in the enterprise learn about and participate in quality management. To this end, it is necessary to educate the staff in various departments, adhering to the principle of \"starting with education and ending with education.\" ②Quality management involving all employees, meaning that managers, directors, department heads, functional staff, team leaders, operators, salespeople, and all other employees within the company participate in quality management, and this approach is further extended to subcontractors, distribution agencies, and affiliated companies. ③Comprehensive quality management means focusing on quality control while simultaneously advancing cost management (profit and price management), volume management (production volume, sales volume, inventory levels), and delivery time management. He believes that the adoption of Japanese quality management represents a revolution in business philosophy, and its key aspects can be summarized into 6 points: ① Quality first ； ②For consumers ； ③The next step is the customer ； ④Let data and facts speak ； ⑤Business that respects people ； ⑥Functional management.

1.B 2.AC 3. Ikawa Kaoru believes that quality refers not only to product quality; in a broader sense, quality also includes the quality of work, the quality of departments, the quality of individuals, the quality of systems, the quality of companies, and the quality of policies, among other things. 　　He believes that Total Quality Control (TQC) in Japan refers to quality management across the entire company. The specific contents include: ① Quality management involving all departments, that is, personnel from all departments of the enterprise learn about and participate in quality management. To this end, it is necessary to educate the personnel in various departments, adhering to the principle that \"education should be at the beginning and at the end.\" Quality management involving all employees means that managers, directors, department heads, functional staff, team leaders, operators, salespeople, and all other employees of the company should participate in quality management, and this approach should also be extended to subcontractors, distribution agencies, and affiliated companies. ③Comprehensive quality management means focusing on quality control while simultaneously advancing cost management (profit and price management), volume management (production volume, sales volume, inventory levels), and delivery time management. 　　He believes that the adoption of Japanese quality management represents a revolution in business philosophy, and its key aspects can be summarized into 6 points: ① Quality first ； ②For consumers ； ③The next step is the customer ； ④Let data and facts speak ； ⑤Business that respects people ； ⑥Functional management.

1. A 2. AC 3. He believes that Total Quality Control (TQC) in Japan refers to quality management across the entire company. The specific contents include: ① Quality management involving all departments, that is, personnel from all departments of the enterprise learn about and participate in quality management. To this end, it is necessary to educate the staff in various departments, adhering to the principle of \"starting with education and ending with education.\" ②Quality management involving all employees, meaning that managers, directors, department heads, functional staff, team leaders, operators, salespeople, and all other members of the company participate in quality management, and this approach is further extended to subcontractors, distribution partners, and affiliated companies. ③Comprehensive quality management means focusing on quality control while simultaneously advancing cost management (profit and price management), volume management (production volume, sales volume, inventory levels), and delivery time management. Implementing Japanese quality management represents a revolution in business philosophy, and its key aspects can be summarized into 6 points: ① Quality first ； ②For consumers ； ③The next step is the customer ； ④Let data and facts speak ； ⑤Business that respects people ； ⑥Functional management.

AKIYOSHI ISHIKAWA’s quality philosophy: a renowned Japanese quality management expert and the inventor of the cause-and-effect diagram. One of the founders of Japanese Quality Control Teams (QC teams). Implement the concept of total quality management. It must “begin with education and end with education.” Six items: (1) Quality first ； (2) For consumers ； (3) The next step is the customer ； (4) Let data and facts speak ； (5) People-oriented management ； (6) Functional management.

Reply 1# llyy0327 1.A 2,A、C 3. Ishikawa Kaori is a renowned Japanese quality management expert. He is the inventor of the cause-and-effect diagram, one of the founders of Japanese quality control teams (QC teams), and an expert who combined advanced foreign quality management theories and methods with local practices. Ishikawa Kaoru believes that quality refers not only to product quality; in a broader sense, quality also includes the quality of work, the quality of departments, the quality of individuals, the quality of systems, the quality of companies, and the quality of policies, among other things. He believes that Total Quality Control (TQC) in Japan refers to quality management across the entire company. The specific contents include: ① Quality management involving all departments, that is, the staff of all departments in the enterprise learn about and participate in quality management. To this end, it is necessary to educate the staff in various departments, adhering to the principle of \"starting with education and ending with education.\" ②Quality management involving all employees, meaning that managers, directors, department heads, functional staff, team leaders, operators, salespeople, and all other employees within the company participate in quality management, and this approach is further extended to subcontractors, distribution agencies, and affiliated companies. ③Comprehensive quality management means focusing on quality control while simultaneously advancing cost management (profit and price management), volume management (production volume, sales volume, inventory levels), and delivery time management. He believes that the adoption of Japanese quality management represents a revolution in business philosophy, and its key aspects can be summarized into 6 points: ① Quality first ； ②For consumers ； ③The next step is the customer ； ④Let data and facts speak ； ⑤Business that respects people ； ⑥Functional management.

Reply to 1# llyy0327: 1. A, 2. AC, 3. ①Quality first； ②For consumers ； ③The next step is the customer ； ④Let data and facts speak ； ⑤Business that respects people ； ⑥Functional management.

1、A 2、A C 3、Yes: Quality first； For consumers ； The next step in the process is the customer ； Let data and facts speak ； Business that respects people ； Functional management.