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What exactly is a quality issue? Almost every company is discussing such a proposition. When there is a problem with product quality, the first thing that comes to mind is the quality department. But what is the pain of a quality manager?
A quality director exclaimed, "What is a quality problem?" The R&D department will get the drawings wrong, that is called the R & D problem; the process department will write the work instructions wrong, that is called the process problem; the production line will do a product wrong, that is called the production problem... And now, all these problems the company is called quality problems, the boss heard that it is a quality problem, he came to scold the quality control department, he came to scold me. ”
In just half a month, five or six customers sent major quality complaints. The boss got on fire and called me to scold: "Why do we have so many problems lately?" As the company's quality director, what do you eat?! Is there a problem with your ability or a problem with your attitude? ”
"For the company to face so many quality problems, it can be summed up in four words: management chaos." And summarize the following five problem points.
One of the problems: advocating the rule of man, emphasizing that quality is eye-catching; the level of customers has improved, but we have not changed
If some problems had occurred seven or eight years ago, they might not have been serious. But now the level of customers has improved, the requirements have improved, and our practice has not changed, the quality of the products we output has not changed, the problem comes, that is, the gap between the status quo and the goal (requirements), the goal or requirement to improve, the status quo remains unchanged, the problem arises
Problem two: the size of the group army, the way the guerrillas play, there is no problem to blame
The style of doing things of the company's employees can be described in one sentence: 'Follow the feeling, where to go to count where'. The work requirements of various departments and links are not clear, and the awareness of employees to do things according to the process and requirements is poor.
Problem three: there are great problems in the company's organizational division of labor and power distribution, and the powers and roles of senior managers are misplaced
Problem four: the company wants to do too much, its own ability is insufficient, and the resource allocation is improper
Problem 5: Our company lacks an advanced quality culture and a sense of responsibility for the results of our work
There is a problem with the company's quality culture. The company's current attitude to quality, cost, delivery is: delivery first, cost second, quality third, in the face of quality and delivery, cost conflict, we often put quality in the last consideration, first send the goods out and then say.
Good products are manufactured, not tested, so the key to quality lies in management.
Quality is determined by the customer
The product to the customer's hands, no matter how luxurious the equipment, how excellent the performance, how exquisite the appearance, but not what the customer needs, the result is to eliminate the way. Therefore, the manufacturer's position and concept: replace "best quality" with "optimal quality"; and "optimal quality" is to make customers feel "the most satisfactory quality".
1. Meet the needs of customers now:
- Complies with specific specifications
- Good function
- Easy to use
- Beautifully looked
2. Protect the future needs of customers:
- Durable and less prone to failure
- Safe and secure
- The external environment is small
- Be thoughtful for your customers
Quality is not about increasing costs, but about reducing costs
People's misconception about quality: to improve quality is to increase costs.
- For the manufacturing industry, when the non-performing rate falls, the cost falls:
- There is no need to spend the cost of inspecting and correcting defective products;
- No defective products, saving the cost of material replacement and machine adjustment;
- More production opportunities due to the reduction of defective products;
- In the case of a reduction in the defect rate, the continuous production capacity of production can be improved.
Quality management
Quality management is to minimize the instability of product quality, or even eliminate. Quality management is all the activities carried out by managers in order to achieve the goals of the department.
1. Grasp from unstable product quality
Unstable factors come from: people, equipment, materials, methods, environment
2. Basics of quality management
(1) Standardization
Standardization is an indispensable criterion for managing the emergence of unstable quality, the "nemesis" of barbaric manufacturing.
- Unification
- Generalization
- seriation
- Simplified
(2) Informatization
Dataization can be said to be the most effective way to manage occasional instability. The so-called data is to express things numerically as much as possible.
(3) Quality education
Continuously improving employee quality awareness is the eternal theme of the enterprise, so that employees can do it right for the first time.
(4) Quality cost analysis
Prevention costs, identification costs, failure costs
(5) Quality defect analysis
Minor defects, general defects, serious defects, fatal defects
Product quality defect severity classification
(6) Equipment management
Equipment optimization, equipment maintenance
3. "Three Presses", "Three Checks"
(1) "Three presses"
Require employees to operate according to the process, according to the drawings, according to the standard (pre-job training and on-site guidance);
Require inspectors to inspect according to the process, according to the drawings, according to the standard;
The technical department is required to prepare the process, draw drawings, and formulate standards.
(2) "Three inspections"
Employees independent inspection, roving inspection, mutual inspection between employees
Quality three major control
1. Feed control and inventory quality management
The 5R principle of feed control refers to the timely, appropriate quality, appropriate amount, suitable price and suitable place of purchased materials. The realization of 5R can ensure the requirements for material supply in terms of demand, cost, quality and other aspects.
1) Timely Right Time, when needed, timely supply of materials, continuous materials.
2) Quality RightQuality, purchased materials and materials issued from the warehouse, the quality meets the standards.
3) Appropriate amount of RightQuantity, purchase quantity and stock control appropriately, to prevent stupid materials and excessive occupation of funds with reasonable costs to obtain the required materials.
4) Affordable Right Price, obtain the required materials at a reasonable cost.
5) Suitable right place, from the nearest or most convenient suppliers to ensure that the material can be fed at any time.
2. Process Control and SPC-Statistical Process Control
Formulation of a process quality management plan
Equipment spot check and instrument calibration
First article inspection
The operator checks autonomously
Process inspection
Quality exception handling
Inspection records
Poor statistical analysis
Differentiation and labeling of defective products
The application of the control chart
Application of limited samples
Implementation of Kanban management
3. Terminal control and customer satisfaction
The determination and commitment of the highest authority
Let customers always be "loyal to us"
Strive for customers with strict quality requirements
Implement the "one-vote veto system" for all employees
Establish a corporate environment in which employees are satisfied
Attach importance to education and training
Establish good environmental quality
Always nurture the supplier concept
Quality management and full staff improvement
1. 6S management and quality
6S activities originated in Japan, it refers to the production site, materials, equipment, personnel and other production factors for the corresponding activities, for other management activities to lay a good foundation for the development of other management activities, it is a major magic weapon for Japanese products to improve the quality after World War II, parallel sales to the world.
1) Finishing (SEIRI): Distinguish between items to be used and not used, resolutely clear the scene of the unused, and only keep the items to be used.
2) Rectification (SEITON): The items to be used are placed in a neat position according to the regulations, and the identification management is done.
3) Cleaning (SEISO): Sweep away the dirty parts of production factors such as equipment and environment in the site and keep them clean.
4) Cleaning (SEIKETSU): Maintain the above situation after sorting, rectifying, and cleaning, so it is also called "3S" activity.
5) Literacy (SHITSUKE): Everyone must abide by the company's rules and regulations and develop good working habits
6) Safety (SAFETY): Work according to operating procedures to avoid accidents.
6S Tips:
Only the tidying up is not rectified, and the items are really difficult to find;
Only rectification is not sorted out, and there is no way to choose between messy and messy;
Tidying up and tidying up is not cleaned, and the use of items is unreliable;
How to ensure the effect of 3S? Clean out a trick;
Standard operation practice literacy, safe production is the most important;
Accumulated and diligent improvement, the company's management level is high.
2. TPM and full self-improvement
T:Total (full participation)
P: Productive
M: Maintenance
TPM refers to the company's production, development, design, sales and management departments, including all departments, from the top management to the front-line staff to participate in and carry out repetitive small team activities, with the pursuit of production limits as the goal, to build a system that can prevent all waste, challenge zero failure, zero waste, zero defects of high-efficiency enterprises, as well as departments, teams to improve the activities of the dynamic enterprises. Expected Effect:
(1) Tangible effect:
Improve quality
Reduce costs
Shorten production and management cycles
Reduction in inventory
Improve labor productivity and equipment efficiency
Reduction of work waste
Reduce market complaints
Reduce all types of wear and tear
Eliminate potential safety hazards
Improvement of the increase in the number of cases filed
(2) Invisible effect:
Enhance employee awareness of improvement
Improve the skill level of employees
Cultivate a proactive corporate culture
Quality Management with TQM
1. Learn about deming, the father of quality management
Deming's main ideological concept - fourteen points of management
Improve products and services with a constant purpose;
Adopt new ideas;
Stop relying on inspection to improve quality;
Abolish the lowest bid system;
Continuous improvement of production and service systems to improve quality and productivity;
Establishment of an on-the-job training system;
Establish a leadership system;
Eliminate fear so that everyone can work effectively for the company;
Eliminate slogans, directives and goals that require employees to achieve zero defects and high productivity standards;
Breaking down barriers between departments;
Abolish the standard amount of work on the job site and replace it with leadership;
Remove barriers that do not allow workers to be proud of their skills;
Establish a dynamic educational and self-improvement mechanism;
Keep everyone in the company committed to transformation.
Deming-style company compared to general companies
Quality Management and Zero Defect Planning
Zero defect management is a quality concept and management method pioneered by the American quality management master Crosby. The premise is: performance in response to the dual working attitude that exists on the job site, where people are willing to accept imperfections in some areas and expect zero defects in others.
The condition for the development of this dual attitude is that man, and man makes mistakes. However, zero defects illustrate that people will continue to approach the goal of zero defects if they are committed to detail and avoid mistakes.
1. Zero defects
The first time you get it right, you have to spend half of the operating costs in the enterprise on the cost of doing the wrong thing, and the cost of doing the wrong thing is about 25% of the sales revenue, and the enterprise thinks it is taken for granted. The first time you do it right, you can avoid this cost, quality is to meet the requirements, quality makes profits.
Establishment of a prevention system:
(1) The traditional concept focuses on the inspection and after-sales remediation of the product after completion,
(2) Zero defect management thinking is to start from the value level and spiritual field of people, by changing people's attitudes and habits, changing people's way of doing things, so as to improve product quality.
2. The basic principle of zero defects
The basic principle of zero defect management is the guideline for enterprises to improve quality to achieve zero product defects. At the heart of quality management is prevention, and all work standards are zero defects.
Prevention in Zero Defect focuses on preventing unconscious errors and has the following characteristics:
(1) It is usually caused by poor operation,
(2) Once an unconscious error occurs, it is difficult to find a reason to explain or justify it from daily experience.