Over the past few decades, the importance of quality has risen to the fore, affecting businesses, societies and individuals. Products and systems are becoming complex, and we are increasingly relying on dams that guard quality.
Especially in the global business environment, people are increasingly aware of the critical role of quality in winning the competition. Faced with the severe consequences of product failure, the shift of power from buyers, and the demands of global competition for cost, performance and service, the top management of companies is increasingly focusing on quality. As the awareness of the importance of quality increases, so does the search for ways to achieve it.
The concept of Total Quality Management (TQM) swept the world in the 80s of the 20th century"tqc"、"Quality Control Circle"and other terms have become familiar. The impact of total quality management is extensive and far-reaching, and ISO9000, elevation analysis, and Six Sigma management have become popular management tools. But there is also a wide divergence in the understanding of total quality management.
Total quality management originated after World War II, when major breakthroughs in human science and technology, great development of productivity, fierce market competition, and the rise of the consumer rights movement. In this context, the active participation of employees is the key to the success of the company.
Early on, Dr. Juran recognized the need to focus on other quality functions in addition to statistical quality control. His Quality Control Manual is a milestone in the field. Bell Labs in the United States has come up with a comprehensive quality assurance program.
In 1956, Fügenbaum proposed the concept of "total quality management", emphasizing that quality management should cover all departments within the enterprise. As a result, total quality management extends from control in the manufacturing process to attention to all aspects of customer requirements.
Total quality management is particularly successful in Japan and is called "company-wide quality management." Japanese companies have become models of total quality management, and Japanese products are known worldwide for their high quality, which played a key role in the post-war economic revival.
Dr. Ishikawa summed it up as a management style in which all employees of the company participate.
In the late 80s of the 20th century, total quality management was further developed, evolving from TQC to TQM, and becoming a comprehensive and comprehensive management mode and concept. TQM aims to achieve long-term organizational success through customer satisfaction, focusing on data, statistical methods and technology, emphasizing employee empowerment and teamwork, emphasizing creativity and initiative, and striving to achieve total customer satisfaction.
In the eyes of those old-school masters of total quality management, their decisions are like adding fuel to the process, but the problem is that the data they have at hand seems to have fallen from the sky, and it is not real enough. This is like guessing the amount of salt when cooking, although the final dish is completed, but the taste is wrong, the focus is lost, and the benefits are in the water.
Six Sigma, the star of modern management, has a process like a taxi with GPS positioning, with clear data, and leaders are willing to give the green light. Traditional quality management is like the kind of old driver who has no navigation, and it is not easy to determine the real destination, so it is naturally rare for the leader to nod. Six Sigma is like a detective, able to find the clues of the problem, and then solve it with the right touch, reduce waste and increase profits; And total quality management can often only stare dryly.
Six Sigma is not a temporary crammer, it teaches companies to develop good habits and turn those neglected routine tasks into standard processes to avoid the recurrence of old problems. It's not just about monitoring and vetting, it's about putting the top priorities of the job on the table to make sure you don't step into the old pit because you follow the old path.
Six Sigma preventive management is not just a small change in the process, it also permeates the thoughts and actions of employees, breaking down those deep-rooted bad habits. When the reforms are implemented, Six Sigma acts like a careful gardener, continuing to guard every inch of the land that is improved, ensuring that the results are not eaten by insects. It allows employees to use their brains before they do it, find sufficient reasons for their behavior, no longer follow their feelings in a daze, but soberly analyze their work, take the initiative to embrace change, and no longer passively wait for management instructions.