Culture cannot be seen or touched, but it is like air, present around us all the time.
The 10 elements of Huawei's quality culture, namely "Center, Two Methods, Three Levels, and Four Keys", have been kept in the hearts of every employee of the company, and shaped the soul of Huawei's products with quality and innovation as the core.
A centerPhilip Crosby, who was hailed as "the great management thinker of the century" by Time magazine in the United States, once said that most people make mistakes because of a lack of attention, not a lack of knowledge.
It is true that no matter what work you do, the most important thing is to solve the problem of motivation. So, what is the relevance of people's attention to a thing?Generally speaking, it is related to the importance and urgency of the matter.
In order to keep quality in the spotlight and develop good habits, it's not enough to describe how important quality is, but also to find a way to justify its urgency.
With importance and urgency, there is necessity. At the heart of Huawei's quality culture construction is to continuously create an atmosphere of urgency for quality improvement.
In March 2001, when Huawei's development momentum was very good, the company's general manager Ren published an article entitled "Huawei's Winter" in the company's internal magazine, hoping to arouse Huawei's vigilance against competition in the midst of change.
Over the years, every policy Huawei has implemented from the perspective of building a zero-defect quality culture to continuously create a sense of distress.
A sense of crisis, urgency, guarding against arrogance and rashness, and activating the team – it is this quality culture with a sense of urgency at its core that drives Huawei's chariot smoothly from one victory to another.
Two methodsCombined with Crosby's quality improvement process management, Huawei has formed two methods for building a quality culture of "one yin and one yang".
From the order of improvement: top-down improvement is yang, bottom-up improvement is yin.
The former can focus on the shortcomings and top problems of the organization, emphasize the participation of leaders, and reflect the decisions of the superstructure and the behavior of the organization.
The latter can focus on small improvements in the work, emphasizing the participation of all employees, reflecting the innovation and civil behavior of the lower riba people and the "grassroots".
From the direction of improvement: positive improvement is yang, reverse improvement is yin.
The former is decomposed into a closed loop according to the organization's vision, goals, and strategies, and sorts out the inputs, processes, and outputs of doing things according to the main business flow, and then matches the organization, roles, capabilities, methods, and tools to tell everyone how to get things done.
The latter starts with the key issues, and through retrospection, analyzes the key nodes and root causes of the process according to the core business processes that have a significant impact on the results, and gives improvement measures.
From the point of view of the means of incentive: "carrot" is yang, and "stick" is yin.
The so-called "carrot" is a positive incentive, which is to tell everyone what we advocate and what will happen if we do well, which is reflected in the work, from the gold medal award, the president award, to the small award with a variety of names, or customer satisfaction, leadership affirmation, good market performance, etc.
The so-called "big stick", that is, negative incentives, tells everyone what we oppose and what we will do if we do not do well. It is embodied in the work of quality accountability, negative awards, customer complaints, leadership criticism, poor market performance, or the management "three axes" that are usually ridiculed by everyone: sorting, drying, and fines.
The "yin" and "yang" at all levels have made Huawei's quality culture more comprehensively permeate all aspects of its work.
Three levelsWith the concept of building a zero-defect quality culture, there is also a need for specific operational methods. On the basis of the cooperation between Huawei and the Crosby Institute, the construction of three levels of zero defects is combined, namely, the human management layer, the administrative layer, and the physical layer.
What the human body needs to solve is the problem of "human brain", that is, to unify people's quality consciousness and values.
At Huawei, every employee must carefully study and talk about customer needs and product quality during induction trainingIn the subsequent work, it is also necessary to constantly seek opportunities for quality improvement and implement effective improvement activities ......
Actively listening to customer needs, carefully building product quality, providing satisfactory services sincerely, and always remembering that customer service is the only reason for our existence" – Huawei's philosophy of putting quality first runs through our daily work and has become a professional value.
The management layer tells employees how to do things right.
From the perspective of Huawei's overall framework, the core business areas of business process architecture include strategic planning and marketing, integrated product development, customer relationship management, and integration chain, and quality management activities have been deeply and effectively integrated into all major business processes.
For specific services, such as IPD services, Huawei has set up four decision-making review points and seven technical review points to ensure product quality assurance through quality review and testing at each stage.
The physical layer is about capabilities and technology, and the corresponding is about quality methods and tools.
In the seemingly perfect production process of Huawei's factory, how can the huge sleeping data be revitalized?How to reduce the hidden waste caused by sophisticated high-end equipment?How to break through the bottleneck of enterprise production process improvement?How to explore new room for improvement?
At one point, these became confusing puzzles. From the old 7 QC to the new 7 QC tools, from TOCN and Six Sigma methods to QCC, from FRACAS backtracking to review and AAR, from CMM to agile iteration ......
Thousands of quality tools have straightened out Huawei's quality thinking and helped Huawei find and solve quality problems at all times.
Four keysFinally, let's go to the bottom of the "pyramid" of Huawei's quality culture construction and take a look at the "four keys" of Huawei's quality culture construction, namely, "understanding customers, supervisors taking the lead, full participation, and consolidating the wedge". Customer needs are the driving force behind Huawei's development, and the key core issues that customers focus on are high-quality products and high-quality after-sales service. Understanding customers, such as focusing on customers' pain points, using user conferences, third-party satisfaction surveys, etc. as platforms to open up the transmission channels of customer voices, etc., can enable enterprises to aim at the bull's-eye without mistrackingThe supervisor takes the lead and drives the enterprise to clarify the direction and unify the thinkingFull participation, able to unify behavior, form a joint force, and cultivate good habits of the team;Tamping the wedge can ensure that the results of product improvement are effectively solidified, and the existing excellent practices are tamped, so as not to be like a "black blind man breaking buds", breaking one and losing one. At one time, Huawei's network department put forward the slogan "Quality is our self-esteem", which quickly attracted the attention of the company's top management and was written into Huawei's basic law. This 1234 corporate quality culture, along with Huawei's ten-year continuous quality efforts, has sung in China and to the world.