Made in China in the second half: How to have a self-revolution like a strong man breaking his wrist?

The “extensive quality improvement action” mentioned in the 2017 government work report has been elevated to the “comprehensive quality improvement action” in the 2018 government work report. Benchmark and meet the standard, promote the spirit of craftsmanship, and come to a quality revolution made in China. In addition, "quality first" and "quality power" were also clearly written into the report of the 19th National Congress of the Communist Party of China last year. The report pointed out that my country's economy has shifted from a stage of high-speed growth to a stage of high-quality development, and we must adhere to quality first and efficiency first. .

As the world's largest manufacturing country, China's manufacturing industry is moving from the "first half" phase of expansion to the "second half" phase of strengthening, just as the government work report for two consecutive years and the party's 19th The direction indicated in the big report: quality improvement has become a key part of it, and through the "quality revolution", made in China must be turned into "quality" made in China, and made in China become synonymous with high-quality manufacturing.

So, where will China's manufacturing industry, which has entered a critical period of transformation, start from where to find a breakthrough in the "quality revolution"? How will Chinese manufacturers entering the second half do a good job in "quality improvement" reform?

The zero-defect management proposed by Philip Crosby, known as "Global Quality Management Master", is undoubtedly a good choice. That is to implement zero-defect management in quality, advocate preventive management, and pursue zero-defect quality in "doing the right thing right the first time". The manufacturing industry in the United States and Japan once completed the "quality revolution" of the entire manufacturing industry under zero-defect management.

Seeing "Quality Revolution" from Huawei and Haier

Zero defect management is also called "defect prevention". The core is "doing things right the first time". Layer meaning: Doing the right thing, doing it right, and doing it right the first time. Paying attention to early prevention and process control, Crosby believes that "prevention is better than firefighting", quality assurance comes from early prevention, and doing things right the first time is far less expensive than later rework.

In the long-term follow-up reports of Chinese manufacturing companies by CEConlines, it is found that zero-defect management has not been widely promoted in Chinese manufacturing, and companies that mainly promote the concept of zero-defect among Chinese manufacturing companies are not. many.

However, there are two Chinese companies that benefit from zero-defect management. You must have heard of them. One is Huawei and the other is Haier.

In 2007, Huawei began to establish the company's quality principles based on the "Four Basic Principles of Quality Management" of Crosby's zero-defect concept. According to Crosby's point of view, the definition of quality is to meet the requirements, but not to be defined by subjective descriptions such as "good" and "excellent"; the quality system is prevention, not inspection, and prevention first can produce quality; work The standard must be "zero defect", that is, "do the right thing right the first time"; the standard of quality measurement should abandon the conventional measurement method of "quality cost" in the past, and should use "the price of not meeting the requirements" as the standard , quality and cost are an "inverse" relationship. This is Crosby's famous "Four Fundamental Principles of Quality".

In recent years, Ren Zhengfei has also continuously emphasized the "quality revolution" within Huawei. For example, in "Ren Zhengfei's Speech at the Company's Quality Work Report" published by Huawei in an email speech in 2015, Ren Zhengfei proposed to establish a large quality management system and strengthen the construction of a quality culture. In 2017, Ren Zhengfei proposed in a document on cultivating artisan culture that he should benchmark Germany and Japan in quality management. The "Japan emphasizes doing things right once" is actually a zero-defect management concept.

Haier's zero-defect management started from the famous "Zhang Ruimin smashing the refrigerator". In 1985, Zhang Ruimin, who had just arrived at Haier (then called Qingdao Refrigerator Factory), received a letter from a user. A letter of complaint about the quality of Haier refrigerators, followed by a surprise inspection of the warehouse found 76 low-quality refrigerators. He personally took a sledgehammer and smashed it at a refrigerator, and then ordered the person in charge to destroy all 76 low-quality refrigerators. After smashing the refrigerator, the concept of zero-defect management began to take root in Haier.

Today, Huawei has become a technology giant in the field of global communications, and Haier has also become a "synonymous" company in the home appliance industry. As two well-known Chinese representative companies, Chinese manufacturers may find a breakthrough in "quality reform" from Huawei and Haier. Combining the past experiences of Huawei and Haier, it can be inferred that the top-down reform and the construction of quality culture will be the two major priorities.

First, the "self-revolution" of a strong man breaking his wrist.

Huawei's Ren Zhengfei and Haier's Zhang Ruimin both personally focus on the company's quality issues. Ren Zhengfei once said inside Huawei: "The most important foundation of Huawei is quality." His quality consciousness is "smashed", because he understands that without quality assurance, Haier will not have a foothold in the future.

This is to build quality as the core competitiveness of the company, which inevitably requires the company's "talkers" to first self-revolution, and then promote it from the top down, it is possible to set off a whole The "Quality Revolution" in the range. This is also in line with the concept of zero defect management. Crosby believes that the success or failure of zero-defect management depends on the management's perception and attitude towards quality, and zero-defect management needs to be driven from the top down, not from the bottom up. The same is true for manufacturers to come to a quality revolution.

Second, the construction of quality culture.

Ren Zhengfei personally focused on the construction of quality culture, and Zhang Ruimin personally smashed the first hammer, both of which are aimed at concepts, that is, to change the quality concept of all staff, strengthen the quality awareness of all staff, and let everyone All participate in the improvement of quality, thus forming the company's own quality culture.

This is also the key to zero-defect management: it advocates promoting quality management by giving full play to the subjective initiative of employees. Crosby emphasizes the role of individuals in zero-defect management, and every employee should be a participant in quality management. He emphasized the establishment of a prevention-oriented quality concept.

How to change the zero defect "quality improvement reform"?

Before this, the CEConline once interviewed a manufacturer of high-speed and heavy-duty gears - NGC Gear Group (stock name "China High Speed Transmission") on the theme of zero defect management. The company started implementing zero defect management in the company in 2014.

Hu Yueming, chairman of the board of directors of China High Speed Transmission, shared his advice on how to reform the quality of domestic enterprises in an interview with CEConlines: "Quality should be part of the company's strategy, and should be treated like a Talents and innovation are the recognized core competitiveness of the same mentality and attach importance to quality, quality is the ticket to the future, and quality is the core competitiveness of an enterprise."

Hu Yueming once summed up their implementation to CEConlines. After the zero-defect concept, we started to promote quality reform in seven aspects:

1. Formulate a roadmap for the implementation of the quality strategy. Set up direction and phased goals for the implementation of zero defects, and formulate detailed implementation methods and measures.

2. Adjust the company's quality organizational structure. For example, the original quality department was subordinated to the production department to an independent department, reporting directly to the general manager. At the same time, new quality functional departments, such as: increasing the powers of the quality department (quality assurance, quality system, production quality), and improving the functions of the quality department (quality assurance, quality system, production quality, SQE).

3. Establish quality KPIs for each department. The KPI of each department is set in the form of a balanced scorecard, and each department is required to make self-improvement.

4 Create your own quality culture based on the actual situation of the company. From traditional quality management to total quality management.

5. Introduce advanced management system to meet the needs of the company's development. Such as the introduction of VDA6.3 process audit, quality level assessment system, high performance ISO19580, risk management system, brand management system, etc.

6. Introduce information system in company management to reduce the occurrence of human errors. Such as: SAP, E-Flow electronic flow system, FineReport (business intelligence report), EDOC (document electronic system), MDM (data management system), barcode (barcode management system) and other systems.

7. Introduce and develop advanced quality management tools, such as Six Sigma management, FMEA information system management, quality closed-loop system management, quality risk rating, quality level assessment, LPA process audit system, etc.

From the perspective of NGC's "quality improvement reform", raising quality management to a strategic level and building institutional systems is the focus of zero-defect management "quality improvement reform". Ren Zhengfei's "big quality management" system” and “find Huawei’s quality culture” also reflect these two points.

In addition, from the above 7 points, it can be found that prevention and process control are the two major starting points. In the construction of the quality system, especially the reform of the quality culture should be done well. Hu Yueming told the CEConlines that they must improve the quality awareness of all staff, realize that the quality of products is guaranteed by the quality of work, and strive for excellence in the quality of work. The core idea of "prevention first, do it right the first time" is implemented, and it is recognized that the quality management method is realized by early planning; at the same time, it enhances the customer's service awareness.

However, it is not realistic for Chinese manufacturing companies to "eat a fat man in one bite". As a manufacturer said in an interview with a CEConline: Quality management is a long-term job, and we have to adapt to local conditions and reform according to the company's current situation. The key is to really rise to the company's strategic perspective to deal with quality management.

Picture/Picture Worm

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