Contents of this article
- 1. The development history of quality management is the process of the emergence and development of total quality management
- 2. Basic tasks of team leaders in on-site quality management
- 3. Deming, Juran, Crosby, Feigenbaum’s quality management philosophy
- 4. The basic principles of quality management proposed by Crosby include
The development history of quality management is the process of the emergence and development of total quality management
The development history of quality management
Introduction: Although the most primitive quality management methods have been difficult to find in the long history of mankind, we can be sure that we have been facing various quality problems since ancient times. The following is the development history of quality management that I bring to you. I hope it will be helpful to you.
1. Quality management before the industrial era
Ancient food gatherers had to learn which species were edible and which were poisonous. Ancient hunters had to know which trees made the best wood for bows and arrows. In this way, the quality knowledge gained in practice is passed down from generation to generation.
The core of human society developed from families to villages and tribes, with division of labor and markets emerging. In the market, people exchange products (mainly natural products and products made from natural materials) with each other. Product manufacturers face customers directly, and the quality of products is judged by human senses.
With the development of society, villages gradually developed into commodity exchanges, and a new industry-commerce emerged. Buyers and sellers no longer have direct contact, but exchange and trade through merchants. The methods of confirming quality that are common in villages and markets will no longer work. So the quality guarantee came into being, which gradually evolved from a verbal quality guarantee to a quality guarantee letter. The development of business requires effective communication between chain manufacturers and dealers who are far apart from each other. A new invention has emerged, namely quality standards and product specifications. This way information about quality can be communicated directly between buyers and sellers. No matter how far the distance is and how complex the product structure is, simple quality inspection methods and measurement methods are also produced one after another, which is the original quality management in the handicraft industry period. Since the quality during this period mainly depends on the manual operators themselves based on their own skills and experience, it is also called "operator quality management". In the mid-18th century, the Industrial Revolution broke out in Europe, and its product was the factory. Because factories had unparalleled advantages for industrialists and small workshops, it led to the disintegration of handicraft workshops and the formation of the factory system. Mass production in factories has brought many new technical issues, such as interchangeability of parts, standardization, tooling and measurement accuracy, etc. The raising and solving of these problems prompted the birth of quality management science. Therefore, quality management as a science was only in the 20th century.
2. Quality management in the era of industrialization
At the beginning of the 20th century, mankind entered the industrialization era characterized by "processing mechanization, operation scale, and capital fragmentation." Over the past century, the development of quality management has roughly gone through three stages.
1. Quality inspection stage
At the beginning of the 20th century, people's understanding of quality management was limited to quality inspection, and the means used for quality inspection were various testing equipment and instruments. The method is to strictly control and conduct 100% inspection. During this period, "scientific management activities" represented by Taylor appeared in the United States. "Scientific management" put forward the requirement for a reasonable division of labor among personnel and separated planning functions from execution functions. Add an inspection link in the middle to facilitate supervision. Check the implementation of plans, designs, product standards and other projects. This means that planning and design, production operations, and inspection and supervision each have dedicated personnel responsible for each, thus creating a full-time inspection team and forming a full-time inspection department. In this way, the quality inspection agency was independent and formed a professional type of work. Initially there was a strong emphasis on the role of the foreman in ensuring quality. The responsibility for quality management is transferred from the operator to the foreman, so it is called "foreman's quality management." Later, this function was transferred from the foreman to full-time inspection personnel, and the full-time inspection department implemented quality inspection, which was called inspector's quality management.
Quality inspection is to pick out scraps from finished products to ensure the quality of the products leaving the factory. However, this kind of post-mortem inspection cannot play a preventive and control role in production. Scraps have become a fact and are difficult to remedy. And 100% inspection and increased inspections cost. As the scale of production further expands, its disadvantages become highlighted in the case of mass production. Some famous statisticians and quality management experts have noticed the problem of quality inspection and tried to use the principles of mathematical statistics to solve it to make quality inspection both economical and accurate. In 1924, Shewhart of the Bell Telephone Research Institute in the United States proposed the concepts of control and prevention and successfully created a control chart. Introduce mathematical statistics methods into quality management and advance quality management to a new stage.
2. Statistical quality control stage
This stage is characterized by the combination of mathematical statistical methods and quality management. In the late period of World War I (1914-1918), in order to solve the problem in a short period of time, the military uniform specifications of the 3 million American soldiers participating in the war were subject to a normal distribution, so he suggested that the military uniforms be processed into ten different sizes. quantity. The U.S. Department of Defense adopted his suggestions, and the resulting military uniforms basically met the requirements of soldier styles. Later, he applied the principles of mathematical statistics to quality management and invented the control chart. He believes that quality management should not only conduct post-mortem inspections, but also conduct analysis and improvement when signs of waste production are found. Thereby preventing the generation of waste products. The control chart is a tool for this prevention using the principles of mathematical statistics. Therefore, the control chart
The emergence is a sign that quality management has shifted from post-inspection to inspection and prevention, and it is also the beginning of the formation of an independent discipline. The first officially published scientific monograph on quality management was Shewhart's "Economic Control of Industrial Product Quality" in 1931.
After Shewhart created the control chart, his colleagues Dodge and Romig of the Bell Telephone Research Institute published "Methods of Sampling Inspection" in 1929. They were the first to introduce mathematical statistical methods into quality management. These three people became the founders of statistical quality management theory and made contributions to quality management science. However, except for the Bell System where they were located, only a few American companies began to adopt the ideas of Shewhart and others. Especially because capitalist industrial production was affected by the economic crisis that began in the 1920s, advanced quality management ideas and methods It has not been widely promoted. After the beginning of World War II (1935-1945), statistical quality management was widely used due to the needs of the war. The U.S. military production has developed rapidly. Despite a large increase in inspection personnel, the backlog of products awaiting inspection has become increasingly serious. Sometimes inspections without scientific basis have to be carried out. As a result, not only the loss of waste products is staggering, but also quality accidents of weapons and explosives often occur on the battlefield, such as Incidents such as bomb explosions, etc. It had a very bad impact on morale. Under such circumstances, the U.S. military and political departments immediately organized a group of experts and engineering technicians to formulate and publish 21.1 "Quality Management Guidelines" and 21.2 "Data Analysis Guidelines" in 1941 and 1942. Control Chart", 21.3 "Control Chart Method for Quality Management in the Production Process". Manufacturers of weapons and explosives were forced to implement it and achieved remarkable results. Since then, statistical quality management methods have been applied by many manufacturers. The effectiveness of statistical quality management is also widely recognized.
After the end of World War II (1935-1945), many American companies expanded their scale. In addition to the original ordnance-producing companies that continued to implement the conditional method of quality management, many civilian industries also adopted this method. Many countries outside the United States, such as Canada, France, Germany, Italy, Mexico, Japan, etc., have successively implemented statistical quality management and achieved results. However, statistical quality management also has flaws. Overemphasis on statistical methods of quality control makes people mistakenly think that quality management is statistical methods.
"Quality management is a matter for statistical experts" makes most people feel unattainable and intimidated. At the same time, its quality control and management is limited to the manufacturing and inspection departments, and it ignores the impact of the work of other departments on quality. In this way, it cannot give full play to the enthusiasm of various departments and employees, and restricts its promotion and application. The solution to these problems has pushed quality management to a new stage.
3. Total quality management stage
Since the 1950s, productivity has developed rapidly, science and technology have advanced with each passing day, and many new situations have emerged, mainly in the following aspects. The development of science, technology and industrial production has placed higher and higher quality requirements. Since the 1950s, large, precise, and complex products such as rockets and spacecrafts have appeared, which have placed increasing demands on product safety, reliability, and economy. Quality issues are even more prominent, requiring people to comprehensively analyze and study quality issues as an organic whole and implement full-staff, full-process, and full-enterprise management.
In the 1960s, "Association Science" emerged in management theory, which advocated improving interpersonal relationships, mobilizing people's enthusiasm, highlighting human factors, and paying attention to the role of people in management.
As market competition, especially the domestic market competition, intensifies, companies from all over the world attach great importance to "product responsibility" and "quality assurance" issues, strengthen internal quality management, and ensure that the products produced are safe and reliable. Due to the emergence of the above situation, it is difficult to ensure and improve product quality just by leading quality inspection and using statistical methods, prompting the gradual formation of the theory of "total quality management". The first person to propose the concept of total quality management was Nanny Feigen, a quality manager at General Electric Company in the United States. In 1961, he published "Total Quality Management", emphasizing that the execution of quality functions is the responsibility of all company personnel. He put forward: "Total quality management is to conduct market research, design, production and service at the most economical level and take into account the conditions that fully meet user requirements, and to integrate the development quality, maintain quality and improve quality of each department of the enterprise. activities form an effective system.
Since the 1960s, Feigen Nanny's Total Quality Control (CWQC) has gradually been accepted by cars around the world, each with its own strengths in application. In Japan it is called company-wide quality control (CWQC). Since my country implemented total quality management (TQC) in 1978, it has developed both in practice and theory, and it also needs further research, summary, and improvement.
To sum up, with the development of productivity and science and technology, the theory of quality management is gradually improving and becoming more scientific and practical. Each country has its own strengths when applying quality management theory. With the development of international trade, the production and sales of products have broken down national boundaries. Different ethnic groups and countries have different social and historical backgrounds and different views on quality. This often creates a gap in international trade and requires a common language and common standards on quality.
3. Internationalization of quality management At the same time, another famous quality management master Zhu Lan also considered management issues from a systematic perspective, proposed that management is continuous improvement of work, and established the quality triarchy (quality planning, quality control ,quality improvement).
Quality Plan - A quality plan is necessary to establish work procedures capable of meeting quality standardization.
Quality Control – Quality control is necessary in order to know when necessary actions have been taken to correct quality problems.
Quality Improvement – Quality improvement helps discover better ways of managing work. And put forward the idea that quality is a kind of usability. The so-called usability means that the product can meet the needs of the user during use. In this view, for the first time, user needs rather than industrial standards are used as the basis for measuring product quality, and Dr. Zhulan pointed out that product quality is determined in market research, development, design, planning, procurement, production, control, inspection, and sales. , service, feedback, etc. are formed throughout the process. At the same time, there is a spiral improvement in the continuous cycle of this whole process, so it is also called the quality progress spiral. Therefore, quality management needs to start from the comprehensive enterprise management process, and the Total Quality Management (TQM) theory was proposed, which became one of the core management theories in the last decade of the 20th century.
Dr. Zhu Lan also introduced the concept of quality in production into the quality of life on the basis of total quality management theory. He believes that modern science and technology, environment and quality are closely related. He said: "The industrialization of society has caused the emergence of a series of environmental problems, affecting people's quality of life." With the rapid development of global social economy and science and technology, the concept of quality will inevitably expand to all areas of society, including people's reliance on In terms of the quality of the living environment, the quality of health care, and people’s spiritual needs and satisfaction in social life, etc. Dr. Zhulan's concept of quality of life reflects the common requirements of human economic activities. The ultimate goal of economic development is to continuously meet people's growing material and cultural needs.
Dr. Zhulan's views once again brought quality management theory to a new height.
Looking back on the century-old history of the development of quality management theory, we find that quality management starts from people's subconscious and conscious concepts, and ultimately returns to people themselves. The perspective of technology will inevitably return to the perspective of people, and quality management theory At the stage of total quality management, there are countless tools and methods, and people's methods and methods to solve quality problems will inevitably become more complete and rich.
2. Crosby’s four basic principles of quality management
What is quality? (Principle 1: Definition of Quality) How is quality produced? (Principle 2: Quality System) What are the working standards for quality? (Principle 3: Working Standards) How to measure quality? (Principle 4: Measurement of Quality)
Crosby's four basic principles of quality management
1. Definition of quality Quality is one of the most basic and important concepts among the basic concepts of quality management. The definition of quality is usability, and usability means that the product can meet the user's needs during use, not the best. This quality refers to the production of products that consumers are willing to buy under the existing technology and manufacturing capabilities of the production factory. Terms such as "good, excellent, beautiful, unique" are subjective and vague. As long as any product service or process meets the requirements, it is a quality product service and process. If the requirements are not met, unsatisfactory results will be produced. Therefore, American management scientist Dr. Julan defines quality as "the sum of the characteristics of products and services' ability to meet regulations or potential needs."
2. What are work standards?
The work standard must be "zero defects" rather than "almost good". "Almost good" means that we will meet the requirement only some of the time. In the zero-defects theory, it is believed that "quality means meeting the required standards." This requirement standard is not "self"-centered but "customer-oriented" and is based on meeting the needs of customers. The standard must be clearly defined and must not be misunderstood. Performance should be evaluated based on the standard. Failure to comply means there is no quality, so the quality issue is a question of whether it meets the standards, that is to say, the standards must be met, not even a little bit. Therefore, we must first formulate standards and clarify what is qualified and what is unqualified, and then we can implement them according to the standards. Standards are equivalent to laws in enterprises, and they must be implemented unconditionally after being formulated.
Crosby's four basic principles of zero-defect quality management
1. Doing things right the first time
The basis for improving quality is to make everyone do things right the first time. Doing things right the first time means meeting the requirements the first time, so the key to achieving this goal is to clearly set the rules (requirements) and remove all obstacles. In this regard, leaders should do three things: first, set the requirements for employees; second, provide employees with necessary tools, funds, and methods (working procedures); third, do their best to encourage and help employees meet the requirements.
2. Precaution is the most effective way to improve quality.
Inspectors are an expensive and unreliable form of quality control, and in fact most of the work we do is remedial after the fact. What quality control needs most is prevention. If there are no errors, there will be no inadvertent errors. The so-called prevention means that we understand the standards and practices in advance and know how to do them. Especially for process departments with difficult processes and problems, we must conduct advance prediction and analysis, focus on prevention, focus on monitoring, and set up contingency plans in advance.
3. No mistakes are allowed, even if they are trivial.
Another management perspective on zero shortcomings is that it must be zero shortcomings, not almost the same. If we allow employees to make mistakes, we create opportunities for defective products to appear. In fact, there are two factors that cause errors: lack of knowledge and carelessness. Knowledge can be measured and can be enriched and improved by experience and learning, but carelessness is a problem of attitude. Quality accidents caused by carelessness are the most important in our company. It accounts for a large proportion. This type of quality problem occurs because employees, especially middle and low-level managers, do not have enough understanding of quality and do not pay enough attention to some minor tasks and processes. This results in various quality problems, which occur frequently.
4. It can only be OK if all requirements are met.
Quality costs can be divided into two parts. The first is the price paid for not meeting the requirements, that is, the cost of doing something wrong, such as rework labor costs, compensation fees for consumers, losses of the company's intangible assets, etc. These costs are incurred because it was not done completely right the first time. Superfluous actions and their expenses. For general manufacturing companies, this expense accounts for more than 20% of revenue (according to statistics). The second is the expenditure that meets the requirements. It is the money spent to do things right, including specialized quality management, preventive measures and quality control education, such as investment in inspection equipment, wages of quality management personnel, training expenses, etc. These costs are inevitable, but the first part of the cost can be reduced.
5. Avoid double standards
3. Quality system
4. Measurement of quality
Quality is measured by the cost of not meeting requirements, not by an index. Indexes are a way of softening the bad news associated with nonconformances. Regardless, if we soften the bad news, then management
The person will never take action. And by showing the market value of nonconforming items, we increase our understanding of the problem.
Measuring quality through wasted money, wasted time, effort, and materials can generate monetary figures that can be used to guide improvement efforts and measure the results of improvement.
1. What are the four major aspects of quality management/quality management?
Quality Management Definition: It is the coordinated activity of directing and controlling an organization in terms of quality. Four major items of quality management:
Quality policy: The overall quality purpose and direction of the organization formally issued by the organization's top management. (magnificent
Bang's quality policy: Ensure product quality to satisfy customers and continuously improve towards zero defects. )
Quality Goal: The goal pursued in terms of quality. (See Winbond for details) Quality planning: A part of quality management that is committed to setting quality goals and stipulating necessary operating processes and
Relevant resources to achieve quality objectives.
Quality Assurance: Commitment to delivering quality requirements that are trusted to be met.
2. The classic theory of total quality management (TQM: Total Quality Management)
Deming’s PDCA cycle:
P(PLAN)—Plan: includes the determination of policies and goals and the formulation of activity plans. D(DO)-Execution: It is specific actions to realize the contents of the plan.
C (CHECK) - Check: It is the summary and execution of the plan, to distinguish what is right and what is wrong.
Clarify the effect and identify the problem.
A(ACTION)—Action (or processing): Process the results of the summary inspection, and add successful experience
To confirm and standardize it, or formulate work instructions to facilitate subsequent work. We should also summarize the lessons learned from failures to avoid recurrence. Unsolved problems should be brought to the next PDCA cycle for resolution.
1. SPC: Statistical Process Control
2. FMEC: Analysis of product failure modes and their consequences 3. Three Presents and Five Principles:
Three manifestations: the scene (the place where the fact occurs), the actual object (the changed or problematic object), and the current situation (the place where the fact occurs)
problem environment, background elements)
Go to the site to see the existing objects and check the current situation
Analyze and confirm to obtain necessary information
Realization and 5W2H analysis
Go to the scene, observe the current situation through existing objects, and then think about it. Five principles:
1. Grasp the current situation 2. Identify the cause 3. Appropriate countermeasures 4. Confirm the effect 5. Feedback
Three manifestations can help us recognize problems earlier. If we don’t grasp the principles, we still don’t know what to do.
The Three Presents require us to understand problems and improve our observation skills through practice and action. The five principles provide a basis for determining what actions to take. Basic process: Where it happens
On-site genwu What situation/environment Current situation
Think and formulate the cause. Investigate the site, physical objects, and current situation to identify the cause. Specific countermeasures and implement effective actions. Appropriate countermeasures. How much money can be saved. How is the effect confirmed? Feedback on problems.
Since the Three Presents Principle is an essential quality for management, what is a true implementation of the Three Presents and Five Principles?
A Japanese manager once had a very intuitive method. Use a pedometer to measure the number of steps each manager takes every day to make a plan: 3000-7000 steps - more than 7000 steps for ordinary people - three modernism
Let us go to the scene, observe the actual objects, grasp the reality, and deal with the problem through the five principles.
Quality organization and job responsibilities
1. Quality Department Organization
Quantity audit
Quantity Engineering
Material inspection process inspection
2. Responsibilities and functions of each position in the quality department
1. QA: Quality audit: quality assurance, ensuring that quality management meets customer requirements ISO actions and inspections
Cooperate with the investigation and analysis of the causes of customer complaints, track and provide feedback on improvement measures, analyze and supervise all quality issues and assist collaborating manufacturers to improve quality and establish a quality management system.
Process management and analysis
Calibration and control of gauges and inspection instruments Statistical analysis of daily quality information
Implement quality improvement plans and do quality assurance work
Feedback of information to relevant units
Compilation and parity of delivery quality performance of raw material suppliers and outsourced processors 2. QE: Quality Engineering: Prevent defective products from being produced
a. The emergence of quality engineering (QE): it is the product of the unprecedented fierce quality competition in the international market in the 1970s. It is based on total quality management (TQM) and extensively absorbs the achievements of contemporary science and engineering technology.
upper inspection
Shipping inspection
OQC
As a result, a modern quality engineering discipline emerged and developed.
At the end of the 1970s, the United States and other industrially developed countries first scientifically summarized and refined the development trend of quality management and the new concepts, new technologies and new methods that emerged, and evolved the quality control that originally only used mathematical statistics technology into engineering-based quality control. Technology is the guide, and the design quality control to meet customer needs is the goal. Combining various measures and methods such as technology, organization and management, and following the systematic engineering approach to achieve high quality, high reliability of products and high efficiency of the enterprise, engineering technology is named quality engineering.
b. The functions and functions of QE quality engineering and the formulation of quality inspection specifications
1. Develop specifications and standards for products, raw materials and processed products, etc.
2. Develop input, process, and finished product inspection standards
Formulate new product quality plans and participate in product research, development and trial production. Provide guidance from third parties.
Process quality control capability analysis and quality improvement 3. QC: Quality inspection control: reject defective products a. Formulation and execution of quality inspection plan
b. IQC, IPQC, FQC, OQC process inspection control c. Save inspection and test reports of process inspection d. Analyze daily, weekly and monthly reports of process inspection e. Control of on-site non-conforming products f. Inspection equipment manage
How to improve employees’ quality awareness
1. First of all, let employees understand that as a member of the company, they should have the obligation to promote teamwork and dedication.
Spirit. We work together to build a good company. As long as the company is developing well, the welfare of employees will be relatively improved, which is also mutually reinforcing.
2. All employees of the company must understand and abide by the company's rules and regulations, and they must be treated equally without specialization. small companies
Rely on authority, medium-sized enterprises rely on systems, and large enterprises rely on culture. When a company forms good habits in all aspects, corporate culture will naturally form.
3. Employees must also understand the eight basic principles of the quality management system, as well as related procedures and quality methods.
Need to understand the goals, objectives, operating specifications, standards and various interfaces. Note: Eight principles of quality management system
A. Focus on customers
Content: The organization depends on its customers; therefore, the organization should understand the current and future needs of customers and meet their needs.
Meet customer requirements and strive to exceed customer expectations.
Meaning: Any organization cannot survive without customers, otherwise, the organization will not survive, so any organization
Customers should be correctly identified and winning over customers and satisfying them should be considered as the top priority, and all activities should be scheduled accordingly. Exceeding customer expectations and the potential needs of the organization's sustainable development will bring greater benefits.
B. Leadership
Content: Leaders establish a coherent purpose and direction for the organization. To do this, they create and
Maintain an internal environment that enables employees to participate fully in achieving organizational goals.
Meaning: Leaders play a key role in the management activities of organizations. The leader should determine the group’s
The organization's policies and goals, and create good working conditions for the implementation of policies and goals. To achieve the organization's policies and goals, leaders should create an atmosphere in which employees can fully participate.
C. Participation of all members
Content: Personnel at all levels are the foundation of the organization. Only with their full participation can their talents be fully demonstrated. Meaning: Organizational actions require different levels of management, technology, operations, execution and verification personnel. all
These people are essential for the organization, otherwise, there will be problems in the operation of the organization. Full participation of all employees is a necessary condition for good organization. The ability of employees in each position to fulfill their responsibilities and the development of their talents will bring benefits to the organization.
D. process approach
Content: Managing activities and related resources as processes can achieve the desired results more efficiently. Meaning: Any activity that converts inputs received into outputs can be considered a process. Usually, a process
The output often directly becomes the input of the next process. In order to act effectively, an organization must identify and manage many interrelated processes. The organization's systematic identification and management of the processes adopted and the interaction of the processes is called a process approach.
E. Systematic approach to management
Content: Identifying, understanding and managing related processes as systems helps organizations improve implementation
effectiveness of goals.
Meaning: Management requires methods. If the method is systematic, it will help achieve the management purpose. identify these
The processes constituted by activities, and the interaction and mutual influence of these processes are analyzed. These processes are organically combined into a system according to certain methods or rules, and the system constructed by these processes is managed - a process network. enable it to operate in a coordinated manner.
F. Continuous improvement
Content: Continuous improvement should be the eternal goal of every enterprise.
Meaning; the needs and expectations of related products are constantly evolving, and organizations will go through a process from initialization to perfection.
until the update process. People's quality requirements for process results are also constantly increasing, and this process
The management of process activities must include the management of this change. The focus of management should be on the effectiveness and efficiency of results produced by changes or updates. This is a continuous activity and improvement is never-ending.
G. Fact-based decision-making methods
Content: Effective decision-making is based on data and information analysis.
Meaning: Successful results depend on careful planning and correct decisions before the event is implemented. correct and appropriate
Decision-making relies on good decision-making methods. Logical reasoning analysis based on accurate data is a good decision-making method in planning, evaluating and improving the quality management system.
H. Mutually beneficial relationships with suppliers
Content: Organizations and suppliers are interdependent, and a mutually beneficial relationship can increase the ability of both parties to create value. Meaning: Every organization has suppliers and partners, which are one of the indispensable resources of the organization. for
Parties and partners provide materials that are components or services to the organization's final product. It has an important impact and directly affects customer satisfaction. Therefore, it is very important to strengthen cooperation and communication with suppliers and partners. The results of cooperation and exchange ultimately enable organizations and suppliers to enhance their ability to create value, benefiting both parties.
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The basic tasks of team leaders in on-site quality management
Four principles of quality management for team leaders
The main idea of "zero defect" management is the management of the team through the subjective initiative of team members. Team members must work hard to ensure that the products and businesses they are responsible for have no defects and strive towards the goal of "zero defect" quality. The main purpose is to allow team members to abandon the theory that "shortcomings are inevitable", so that they can be guided by the philosophical concept of "no shortcomings" and require team members in each department to adhere to the concept of refinement and conscientiously implement the concept from the beginning. The products you are responsible for are made accurately. However, to achieve accuracy you must follow Crosby's four basic principles of quality management:
Principle 1: Quality means meeting requirements
Team members must follow product quality standards when completing products, because the definition of quality is meeting requirements rather than subjective or vague descriptions such as "good, not bad".
Principle 2: The system that produces quality is prevention, not inspection.
Because inspection is to inform what has happened, when unqualified products are selected, it means that defects have occurred, and prevention can be done during the manufacturing of products. At the same time, potential quality problems are discovered, and then those that do not meet product quality can be eliminated. possibility. Through prevention, you not only ensure that the work is completed correctly, but also reduce the waste of resources.
Principle 3: We must pursue "zero defects" when it comes to product quality, rather than the so-called "almost good"
Some teams often have an "almost enough" attitude when it comes to quality. They think that as long as the product quality requirements are met at certain times or most of the requirements are met every time. But precisely because of this "almost good" quality, their team's products can never meet the needs of the public. The "zero defect" working standard means that we must not only achieve "zero defect" in quality every time, but also meet product quality requirements at all times. Therefore, if we want our products to have quality, we must not compromise with non-compliance. We must avoid mistakes so that our customers will not receive products and services that do not meet requirements. The most important working standard meaning of "zero defects" is: only when all requirements are met.
Principle 4: Product quality is measured by the cost of not meeting requirements, not by an index
The so-called index refers to a method of replacing unqualified items with bad news. If we soften the bad news, corporate managers will never take action. And if we show the monetary prices of these substandard product items, we can increase our understanding of the problem. Those substandard products we produce are the additional costs incurred. This is a waste of time, manpower and material resources, and it is an unnecessary cost.
As a team leader, after understanding the above four principles, you should start to practice them with team members. However, many team members in China have little awareness of zero-defect quality. They only know how to make products according to the boss's requirements, but they cannot guarantee product quality. Therefore, as a premise for team leader practice, we should first let team members establish an awareness of zero-defect quality.
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Deming Juran Crosby Feigenbaum Quality Management Philosophy
Crosby's quality philosophy:
- Determined supervisors should transplant a mind that cares about quality -
The name Crosby is associated with zero defects and mature quality control grids. In the 1970s, the American industry saw the home appliance market, dominated by televisions, being disrupted by high-quality imported Japanese goods. At that time, there were calls for improving quality in the United States, but on the other hand, there were "Improving quality will inevitably increase costs, making competitiveness more fragile."
Such concerns may seem reasonable, but Crosby, who was ITT's vice president of quality at the time, stood alone against the public opinion. In response to this concern, the insight of "Quality is Free" was put forward. Since 1979, with the release and best-selling of the book "Quality is Free", it has accelerated the awakening and recognition of quality in the American industry
Improving quality will cause costs Among the ideas that are most likely to lead people astray include the following three points:
(1) The idea of marginal benefits: Basically, the reason for doubting quality is not because someone openly despises quality. Facts Almost everyone admits that quality is important, but there are obstacles to improving quality because too many people look at it from the perspective of marginal benefits. For example, when the defective rate is as high as 50%, they all support the defective rate. Lowered it to 20% because they think this effort is profitable. Then there is still no shortage of supporters to lower the defective rate from 20% to 10%. As for lowering it to 5%? Some people begin to think that this effort is not worth the gain. <ph 5> If we continue to extrapolate, we will find that the idea of marginal benefit is becoming more and more dominant. This idea is like a ruthless sieve, gradually sifting out supporters of quality improvement as the defective rate decreases. When the company improves When the supporters are screened out into a small number, the company's defective rate will naturally face a bottleneck that cannot be broken through. This is exactly what most American business leaders and even quality control scholars would say when he proposed the concept of zero defects in 1969. Reasons why criticism criticizes unrealistic ideas. In fact, we live in an imperfect world in which nothing is forever bad and everything will go wrong sooner or later. As Murphy's Law says, " "Anything bad can happen, and it happens at the least time possible." Through experience and intuition, we do not expect perfection (such as zero defects), but we dream of its realization.
(2) Immediate losses and profits: The simplest indicator to measure the effectiveness of American business operators is financial statements. The profits and losses of each quarter can determine the operator's promotion or retention. Therefore, invisibly, what many company operators are most concerned about is only the current situation. Profit or loss, what you pursue is just immediate profit. Therefore, Crosby bluntly criticized: The typical decision-making that causes quality control problems in the United States is caused by a management cancer. This cancer is to solve schedule or cost problems with short-sighted decisions.
(3 ) No one is a sage, and no one can make mistakes: This idea often leads us in the direction of taking mistakes as a matter of course and not caring about them even after making them, leading to the same mistake. Making the same mistake again and again ruins all prospects for quality improvement.
In the book "Quality is Free", Crosby put forward a resounding slogan "DIRFT", that is, do it right the first time ( DO IT Right The First Time As long as the quality is planned and designed in advance, it will be more effective when executed.
In the book "Quality Without Tears", Crosby lists many qualities in the form of discussion and description. There are deadlocks in management, such as product quality inconsistent with predetermined quality standards; over-reliance on after-sales service, thinking that quality can be maintained; lack of quality awareness; no standards to follow, etc. He proposed the five major Klinefelter vaccines in a bright and concise way:
(1) Consensus. All levels from top to bottom should have the pursuit of quality, determination and awareness without hesitation.
(2) Cognition. It must be truly ingrained in employees and those related to the company. "Quality Control Education System" with quality awareness
. Crosby emphasized that the purpose of education is to let employees understand the company's requirements, cultivate the determination to commit, teach the correct methods, and communicate each other's ideas. Problems can be solved immediately Make corrections and continue to work tirelessly. Finally, there is a "quality evaluation system" that can timely grasp costs and evaluate and analyze.
(3) Communication. All employees must understand the current status of factual development and their own results; Supervisors at all levels must recognize that quality control is a normal part of their job; eliminate all communication barriers between superiors and subordinates, and provide feedback on Quickly.
(4) Execution. Any system, procedure or research design of the company must be tested to prove its feasibility before actual implementation, but after implementation, any opportunities for improvement must be grasped; in addition, suppliers must be included , should be regularly trained and should be formulated as a fixed plan.
(5) Determine the policy. The company's quality policy must be clear, and the products and services sold must fully comply with the publicity standards to the outside world
Klaus After refuting the common specious concepts, Bee proposed the "Four Theorems" of quality control:
(1) Quality means meeting demand.
(2) The quality control system is prevention, not inspection. The so-called "prevention" ” means to understand the procedures in advance and know how to do it correctly.
(3) The only standard for work is “zero defects”, and AQL (acceptable quality level) has no place in total quality TQ. There is no acceptable level of defects other than "zero". In fact, total quality does not require some unattainable utopia. Although zero defects is the only acceptable level in TQ, in reality, production/service at any time There is bound to be some level of shortcomings. However, even if shortcomings must be accepted for now, the ultimate goal is to eliminate the root causes of these points. In other words, the aim is to continuously improve the system
(4) should be marked with "The product does not meet the standards" "price" measures quality.
Crosby repeatedly emphasized that only "determination", "education" and "execution" are the antibodies against quality problems.
In the book "Quality Control Without Tears", Clark gave a very simple and concise description of these actions.
Step 1: The so-called "management class commitment" means that the management class must give up Something that they treasure very much, something that is personal to them so that it can improve the quality of other people's lives.
Step 2: The quality improvement team is like a group of "health medical personnel". Their task is to supervise and coordinate the organization's "surgery, recovery and health" process.
Step 3: The purpose of quality measurement is It is necessary to check whether the operation of the company's various "resource systems and procedures" has achieved the predetermined results.
Step 4: Estimation of quality costs, showing the cost and inconvenience caused by doing something wrong.
Step 5: The so-called "quality awakening" means continuous communication so that everyone in the company knows that everyone is on the same track.
Step 6: The so-called "corrective action" means to find Diagnosis, treatment and prevention of personal or corporate "diseases" that would detract from the joy of life. However, the ceremony is just a symbol, a reminder, that is, the transmission of history, and the real value must still be implemented in the practice of work. .
Step 7: Zero-defect planning is to arrange matters for a certain day-that is, the opening ceremony-when the management will stand up in front of everyone and announce that they have "changed their past mistakes." .
Step 8: "Employee Education" is to establish a foundation so that everyone can understand and implement the quality plan through the use of a common language and special skills.
Step 9: "Zero Defects Day" It is the day when everyone comes together to celebrate their commitment to quality.
Step 10: "Goal setting". It is to outline the specific achievements that each person will complete.
Step 11: "Causes of errors" "Elimination" is a system to find and eliminate obstacles to achieving zero defects.
Step 12: "Praise" is a kind of gratitude. It is to say "thank you" to those who deserve your gratitude.
Step Thirteen: The "Quality Committee" is a gathering of those who are responsible for the "health" of the company.
Step 14: Repeat it again, that is ( To borrow the words of Schweitzer) Leading by example is not the main way to influence others, it is the "only" way.
Quality Trilogy
The first part, "Quality Planning", refers to creating a system that can meet the set goals Set goals and work processes under this operating condition. The subject of this plan can be anything: the process of producing documents in the office; the engineering design process of designing a product; the process of producing goods in a factory; or
the service process of adapting to customer requirements.
The following points should be noted when engaging in quality planning:
A. Identify internal and external customers.
BDetermine customer needs.
C develop products that reflect the characteristics customers need.
D Establish goals that meet customer and supplier needs and are accomplished at the lowest combined cost.
E The process of developing products that produce desired product characteristics.
F Certification of process capability - Certification that the process can meet quality objectives under operating conditions.
The second step "Quality Control" means that during operation, the manufacturing process can meet the requirements of quality targets, proceed according to the quality plan, and control quality variation within the allowable range. When engaging in control work, you should pay attention to the following points:
A Select the subject matter for control—what to control?
BSelect the unit of measurement.
C establishes measurement values.
D Establish performance standards.
E measures actual performance.
FExplain the difference between actual and standard.
G takes regulatory action.
The third part, "Quality Improvement",
A proves that there are areas for improvement.
BIdentify specific improvement plans.
C groups to guide planning.
D Diagnose the problem.
(3) The important few and the unimportant many
Julan believed that most of the problems of poor quality can be attributed to the "vital few", while the rest of the defects can mostly be attributed to the "unimportant" Caused by "trivial many", when dealing with problems, the important minority should be dealt with first to achieve high efficiency, and the 80/20 rule was born from this.
(4) Breakthrough sequence
In Juran’s philosophy, the word “breakthrough” is used to explain improvement and innovation. He defines breakthrough as “dynamic, positive actions to obtain newer and higher performance levels.” He Point out that breakthroughs lead to:
Achieve quality leadership
Resolve an excessive number of field issues
Improve the public image of the organization
All breakthroughs follow the same sequence:
Develop Policy
�Design breakthrough goal
�Attitude breakthrough
�Use Platonic principles
�Group knowledge for breakthroughs
�Establish a steering group
Establish a diagnostic team
Diagnose
Break through the cultural pattern
Move to a new level
(5) Project method
When Zhu Lan talked about quality improvement methods, he The requirements are handled in a project manner, and
forms two types of teams: a steering arm and a diagnostic arm to engage in work analysis, diagnosis and correction journey. Form a management committee to solicit improvement project plan proposals from all employees. When selecting projects for the current year, a group of people may be assigned to review each proposal. The number of proposal review groups shall depend on the number of selected proposals. This approach requires group members to develop team leadership and team participation skills and knowledge of problem-solving tools. At the same time, all employees must have the skills required to engage in improvement and participate in the improvement process.
The results of the team will be recorded and explained during the annual audit. After the improvement project is completed for the current year, improvement proposals will be solicited for the following year, year after year.
The basic principles of quality management proposed by Crosby include
One core: Do the right thing right the first time.
Two basic points: useful and trustworthy.
Three needs: Any organization must meet the needs of customers, the needs of employees, and the needs of suppliers.
Four basic principles: Quality means meeting requirements; a preventive system produces quality; the working principle of quality is zero defects; quality cost (money) must be used to measure quality performance. How it works: Work = (Business + Relationship) × Philosophy.
Driving Theory: Get the "three elements" right at once - control system, guarantee system and operation management.
Crossby cost curve: As quality increases, costs decrease; as speed increases, costs decrease.
Quality is free principle: Internal consistency will reduce costs, and meeting customer requirements will expand market share and generate premiums.
Principle of integrity: F=CER×CTR, that is: excellent performance = (cultural maturity×efficiency×relationship)×right first time rate.
Principle of cost of quality: POnC=COST–EFC–POC, that is: cost of quality = total cost – cost of error-free operation – cost of quality.
Elven Rules: Basic requirements for creating a trustworthy organization - PERI: Policy (P), Education (E), Requirements (R) and Insistence (I).
Quality Maturity Grid: Uncertainty, Awakening, Enlightenment, Wisdom and Certainty.
Corporate Health Diagnostic Grid: Coma, Critical Care, Enhanced Care, Healing and Health.
Leadership Maturity Assessment Grid: Agenda, Philosophy, Relationships, and Globalization.
Klebsiella Vaccine: Integrity, Systems, Communication, Operations and Policy.
The above is about Crosby's quality management principles. The development history of quality management is the entire process of the emergence and development of total quality management, as well as Crosby's related content. I hope it can help you.