Mastering these 7 quality management strategies, novices can become masters

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Customer Satisfaction Survey:

What characteristics of the product need to be improved: reliability, weight, size, appearance, speed, sound, taste, etc.

What aspects of service need to be improved: whether the customer has the feeling of being valued, and the feeling of empathy.

1.The two pillars that support the roof: built-in quality and early detection and early solution are the two best treasures for customer satisfaction.

2.The stability and strength of the whole house and the ability to resist earthquakes: it depends on standardization and organizational ability.

Quality Policy 1: Built-in Quality

"built-in quality" is the awareness of built-in embedding. Built-in quality is the most difficult and the ultimate goal of quality management; If one day it can be done, the company will not need a quality department.

01 Scope:

1.If the cable connector is reversed, it needs to wait until the current test to find out; If the joints are made into different shapes, they cannot be inserted if they are reversed, which can prevent errors from occurring; This error-proofing device falls into the category of built-in quality.

2.Three no's: do not accept, do not shoot, manufacture, do not flow.

From a worker's point of view: built-in quality means that he has the ability not to manufacture defective products, or when he accidentally produces a defective product, he can find it himself in time and prevent the defects from flowing to the next station; (This alone is difficult, so we have to arrange a lot of inspections in the downstream of today's production line to contain these possible defects).

From the perspective of the whole factory: if these defective products can be stopped and do not flow to the user, it can be regarded as the built-in quality of the factory as a whole.

02 Reference Method:

Error-proofing. Three no's principle.

Full inspection, GP12

Quality Month (not just once a year, but to enhance the quality awareness of employees).

Quality strategy 2: early detection and early resolution

Risk: It is impossible to guarantee 100% of the incoming raw materials without defects.

It's impossible for a worker on the production line not to make mistakes.

It is impossible for the equipment to be free of abnormalities after a long time.

Testing equipment also has calibration or measurement errors.

The quality inspector is also dazzled or misjudged.

Difficulty: There are more than 3,000 solder joints on automobiles, and so far they cannot be guaranteed to be qualified.

Management and control ideas: upstream control. That is, early detection and early resolution.

Quality Strategy 3: Standardization

Employees The more skilled a new hire is, the less likely it is to make mistakes in change management.

1.SOP: Encourage employees to write SOPs to reduce problems in implementation; Otherwise, employees will add their own understanding and change the operating procedures without authorization, resulting in defects.

Employees who are more than ten years old can write it themselves; New employees can participate).

2.Purpose: Safety, efficiency, defect reduction3.Let the SOP run automatically:

If there is a problem on the production line, the alarm or the problem rises, the team leader will confirm the problem according to the process, solve it on the spot with the employees, and resume production. (Most of our practice is a group of people to go to the site to assist in troubleshooting).

Quality Strategy 4: Organizational Competence

The company's strategy determines the company's organizational structure.

Quality architecture and strategy is how to apply problem-solving skills in different architecture designs.

1.The wisdom of the crowd of ants.

Everyone has their own role: the queen lays eggs straight and does not take on a leadership role.

Communication: Tentacles.

2.Think: Everyone needs to be as responsible as ants.

Quality Strategy [Summary].

To sum up, the quality strategy is to reduce defective products. Well, 1The direct route is to deal with these defective products.

2.The indirect route is to prevent the generation of defective products (built-in quality).

3.or before an accident occurs (early detection and early resolution).

4.Standardization and organizational competence are the enablers of these two strategies.

Quality strategy [summary viewpoint].

1.Quality is ultimately determined by the customer.

2.Anyone who is affected by my work is my client.

3.The better the quality, the lower the cost.

4.Without quality, there is no growth in an enterprise.

5.True quality is achieved through self-built-in.

6.The basic concept of quality is upstream control, early detection and early resolution.

7.Continuous improvement of quality never ends.

1.Establish a theme for the event.

2.Design a corresponding campaign slogan.

3.Design-related activities.

4.Other. —*Contest: The topic of "Why Quality Matters" is not difficult, but it is not so easy to write a short essay expressing your views on how to do a good job of quality.

QCC teams on the production line.

Self-Quality Improvement Declaration: posted on the bulletin board.

Publicity walls, posters, banners, etc.

1.Quality personnel as a percentage of the number of people in the factory.

2.Proportion of quality engineers to inspectors.

3.Total quality inspection equipment coverage.

4.oee1. Checklist

1.One of the simplest and easiest to overlook.

2.It can be used in a variety of occasions and management processes.

3.Before the plane takes off, the co-pilot and the co-pilot will definitely do a checklist (the co-pilot will read the checklist item by item, and the pilot will repeat it to confirm).

4.The manager of KFC checks the parameters of each process step of french fries and chicken thighs at regular intervals.

5.Before the trial production of new cars in automobile factories, there are more than 10,000 checklists.

Checklists need to be constantly maintained and updated frequently.

Check the method. Check items: what is new and important for customer feedback2. Visual control

1.You can tell the difference at a glance.

2.Employees in different functions wear different colors.

3.The font size of the wi sop is small and unreadable.

4.Kanban: Graphs, information, trend charts (target lines).

5.Don't copy it (if someone else's company has it, we have it too).

6.Office area: such as employee status.

7.Visually express some plans and strategies in the form of graphics for better understanding.

3. Go and see

1.Go to the site to find out the specific problem.

2.Ringtone. 3.Quick response.

4.Chalk circles (such as a certain station, such as the cleaning process, the appearance inspection process has failed, the problem is in).

4. Trend chart

1.To have a target line:There is no standard.

2.Look at the trend change: Getting better, getting worse, fluctuating more No improvement.

3.Two Lines Crew:Compare which is better or worse.

4.Special Reasons:Factors outside the normal process, such as sudden changes in temperature, new employees joining, abnormal tool wear, changes in measurement methods, abnormalities in incoming materials, etc.; There are also special reasons for cyclicality, such as seasonal changes and periodic rotation of operators.

5.System Reason:It usually comes from random changes in the system process, and is related to the initial design, operation method, and management mode of the system; As long as the manpower material law ring in the system remains unchanged, the system cause will always exist;

If the hole position degree is 02mm, the position error in this range is the cause of the system.

Do experiments and the glitch reproduces.

For example, there are some very small white dots on the screen of the mobile phone.

First of all, the production process has not changed, excluding the environmental test of the manpower material method, which may be caused by system reasons.

Check in various positions, and find that the inspection station blows with ** when checking the protective film.

Do the experiment: blow with ** for ten seconds, and then find a white spot against the light. (It is possible that the blow is not enough time or pressure to be noticed; Generally tested under the limit parameters).

Trace it up, the air source ** comes? What is the number of filters? How often to replace it.

All system causes can be measured, e.g. by setting up several measuring points on the ventilation can be monitored.

Statistical Law.

For example, the gap between the day shift and the night shift between the two shifts is large; If you transfer the two team leaders and then do the data statistics a week later, and find that there is not much change, it has little to do with the team leader (at least the statistics are like this).

Of course, further statistical analysis is needed to find the cause.

5. Plato's Pareto Chart

As a store manager, you should find out what is the cause of undercooked and overheated output, and why it is not detected before delivery. (Next, you can continue to use Plato to rank the causes and find out the main reason why they are undercooked.)

6. 5why

1.It's not just five times, you can't ask four times, three times, six times

2.** of "five".

Five in ancient times represents the meaning of many, a category in ceramics called "five colors", refers not to the porcelain just five colors, but many colors.

3.Error: 5 why.

For example, when the manager goes to work, he finds that the door of the warehouse is not closed, and he thinks that the warehouse keeper is irresponsible: "Why did you forget to lock the door last night, are you lazy and leave work early?" (It was already concluded at the beginning, maybe the door lock was broken, maybe it was something else).

1. Start by asking questions

1.Two questions asked:

Causes of occurrence and outflow (most engineers like to ask questions about why they are outflowing).

2.Five Whys to Ask.

Second, market feedback when customers complain

1.Figure out the problem

Nature (sudden, persistent) and severity.

Presented with ** contrast, with text description.

2.Communication: Containment information is updated regularly to ensure smooth flow(Standard Format, PCR Simple Format, Email Group Communication Progress).

The sales want to know when the next batch of goods can be shipped in order to appease customers.

The technology wants to know when the faulty part will be returned, how to test it, and when the results will come out.

The plan wants to know how long the product line will be down, when new materials will come, when it will be launched, and what the new demand will be for the sale.

Production wants to know what's wrong, when the new fixture will be ready and when the first piece will come out.

3.Step Tools

The 8D DMAIC seven-step method is pretty much the same.

You can learn from it and change it to be proficient in using it by your own enterprise).

4.Expand horizontally

The superior supervisor should participate, and the supervisor should implement it to ensure the implementation effect.

3. Change management

1.About half of the quality issues are caused by various changes.

2.The change process cannot be all aspects and the validation method (which is not well controlled, which can lead to problems).

3.Method: All changes will be listed in the morning meeting every day, and the supervisor team will review how to effectively verify them.

1. Types of major quality accidents

1.Production stoppage due to poor incoming materials or manufacturing problems.

2.A large number of defective products flow to the client.

3.Quality issues erupt in a specific region or with a concentration of customers.

Second, the processing process

1.Responsibilities

For example, the customer is external, and the quality is internal.

2.process

Process exception handling process: Ensure that when the main leader of the night shift is not available, investigate the cause and deal with it according to the process.

Reaction plan. Question Rising Rule.

Product safety crisis handling process.

3.Talent can be found in the crisis management process

3. Reflection

1.Review

It is also called post-event review, which means to deduce the situation at the time of the matter to see where the mistake lies and how to improve it.

2.Scope:

Technical level, process system, management system.

3.Size:

After the new product is launched, the whole thing is reviewed;

Fix a small problem with the device, discuss where the error is, how to avoid it, and the next day the new SOP will hang out.

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