What Does "Critical to Quality" Mean?

Quality culture refers to the sum of quality awareness, quality spirit, quality behavior, quality values, quality image, and quality of products or services provided by an enterprise in the production and operation activities. Corporate quality culture is the core of corporate culture, and corporate culture is an important part of social culture. The formation and development of corporate quality culture reflects the maturity of corporate culture and even social culture. The cultivation and construction of quality culture is a difficult and long-term process, which requires research and exploration from multiple perspectives, including society, culture, law, and psychology. [1]

Quality culture

Quality culture refers to the sum of quality awareness, quality spirit, quality behavior, quality values, quality image, and quality of products or services provided by an enterprise in the production and operation activities. Corporate quality culture is the core of corporate culture, and corporate culture is an important part of social culture. The formation and development of corporate quality culture reflects the maturity of corporate culture and even social culture. The cultivation and construction of quality culture is a difficult and long-term process, which requires research and exploration from multiple perspectives, including society, culture, law, and psychology. [1]
Big name
For large and medium-sized enterprises, it is not enough to have a famous brand, because a famous brand company also exists.
The construction of Haier quality culture is divided into five steps:
The first step: establish the quality concept and formulate strict quality management specifications.
Haier's first quality philosophy is "defective products are waste products"; the second quality philosophy is "who produces unqualified products, who is unqualified employees"; the third quality philosophy is "quality improvement is no Continuous activity at the end, stop means start going backwards. "
In the early days of Haier, Taylor's scientific management methods were mainly adopted in terms of quality management, and regulations and systems consistent with the actual situation were formulated to be rule-based, strictly enforced, strengthened management, and forcibly improved. After several years of hard work, Haier Refrigerator won the first gold medal in the history of Chinese refrigerators in 1988.
Step 2: Use actions to spread quality awareness, establish quality awareness through management tool innovation, and rely on organizations to implement quality awareness.
Establishing the idea is not just talking about it. Drawing on paper is done. With quality awareness, it is also necessary to spread through practical actions, strengthen through management tools, solidify through rules and regulations, and implement through quality management institutions, so that it can be deeply rooted in the hearts of employees and flow into the blood of employees, so that employees can comply with quality Management norms become conscious actions.
Haier's first action in spreading quality awareness was the smashing of the refrigerator, which once sensationized the country and was widely spread as a story. In addition, there are "on-site quality cost" actions, supplier evaluation actions, and so on.
Haier's innovative quality management tools mainly include 3E cards and quality responsibility value certificates.
3E card is short for "3E Nissin Work Record Card". "3E" is the first letter of three English words per day, person, and aspect. This card is filled by the inspectors every two hours. It quantifies the 7 elements (output, quality, material consumption, process operation, safety, civilized production, labor discipline) of each employee's daily work into value, and the results and standards are calculated every day after work. In contrast, record the implementation. Workers first self-examine, and then report to the next level leader for review. The leaders at the next higher level compare the work progress, work quality and standards, and give different levels of evaluation results to A, B, and C. Each person's daily salary is determined according to their own evaluation level. Workers' wages are written on the 3E card every day, and wages are issued at the end of the month based on the 3E card.
The method of using the quality responsibility value voucher is that each employee has a quality value voucher manual, which lists in detail various problems that occurred in the previous production process, and then for each problem, the self-inspection, mutual inspection, and special Check the value of liability and the amount of punishment in the three links. After the quality inspector finds a product defect, he tears the value voucher on the spot and is signed by the responsible person; after the defects found in the mutual inspection of the workers are confirmed by the quality inspector, the discoverer is rewarded on the spot, and the worker and the quality inspector who missed the inspection are fined. . Quality coupons are divided into dividends and yellow coupons. Red coupons are used for rewards and yellow coupons are used for punishment.
In order to realize the core function of quality management, Haier has established a comprehensive quality auditing system. Each business department has established a quality auditing agency with international advanced level-quality analysis room. The quality management guarantee work is not only the quality management department, quality The work of functional departments such as the inspection and prosecution department, and throughout the entire business process, the cooperation of various relevant departments.
Step 3: Strengthen quality awareness through international standard certification.
In the process of strengthening quality management, in addition to internal accumulation, Haier also actively uses external forces to promote internal quality management, taking this as an opportunity to comprehensively improve its quality management level. Haier has obtained the following international certifications:
In order to obtain a pass in the international market, Haier has created a world-class international brand, strictly implemented the ISO9001 certification standard, and implemented it in all links from production to sales. After obtaining the internationally authoritative certification, there is no self-intoxication and self-satisfaction, but "challenge satisfaction", proactively improve their quality benchmarks, implement 6 Sigma programs, and continuously improve quality according to customer requirements. Make products truly meet market requirements and achieve customer satisfaction.
Step 4: Form your own unique quality management philosophy and quality culture.
Haier quality culture consists of three parts:
Mass theory. In Haier's quality culture system, "quality" not only refers to the quality of physical products, but also refers to the quality of intangible products-service products. Haier attaches importance to product quality and service quality, and proposes the concept of "zero distance service" ; Including not only narrow quality-reaching inspection standards, but also broad quality-reaching customer satisfaction, Haier people call it "large quality."
OEC management mode. O stands for Overall, E stands for Everyone, Everything, Everyday, and C stands for Control and Clear. OEC in Chinese means that daily work is completed, cleaned up, and improved every day. The Haier people refined it into eight words: "the day ends, the day clears and the day goes high", which can be described as concise language and profound connotation.
Haier's OEC management model is the development and improvement of comprehensive quality management, marking that Haier's quality management has been at the forefront of the world, and also the formation of Haier's quality culture system.
6S on-site management methods and 6 Sigma quality management methods
Although Haier did a great job, he never complacent, as Mr. Zhang Ruimin said, always trembling and forever on thin ice. With this mentality in mind, Haier people are very good at learning from the outside world and incorporating scientific management methods and successful experiences into their own management system, which I use to enrich and enrich the connotation of their quality culture. Haier borrowed 6S on-site management method from Japan and 6 Sigma quality management methods from Motorola.
The 6S management law includes six items: SEIRI (reorganization), SEITON (reorganization), SEISO (cleaning), SEIKETSU (cleaning), SHITSUKE (literacy), SAFETY (safety).
The six Sigma quality management methods are to use statistical data to measure the quality of the product, to see how close it is to the quality target, to reduce costs by reducing and eliminating defects, and to improve customer satisfaction. Sigma represents standard deviation, and the number in front of it indicates the grade reached. Specifically,
1 sigma represents that 68% of the products meet the requirements;
2 Sigma represent 99.7% of products meet the requirements;
The 6 Sigma represents that 99.999997% of the products have met the requirements, which can be said to be a perfect state, which means that there are only 3.4 defective products per 1 million products.
Step 5: Application diffusion of quality culture.
After more than ten years of unremitting efforts and painstaking management, now Haier culture, especially its core, quality culture, has become Haier's precious intangible asset. Haier has realized the application diffusion of this intangible asset. Haier first sent cultural officials when it merged.
The first merger case where Haier used corporate culture to activate shock fish was the merger of Qingdao Hongxing Electric Factory in 1995. At that time, the factory had more than 3,500 people, with an annual output of 700,000 washing machines. It was one of the three largest washing machine manufacturers in China. However, due to poor management, the debt reached more than 100 million yuan and was insolvent. Haier Group considered that Red Star Appliance was a "shock fish" with good hardware, poor management and concepts, so it decided to merge it. After the merger, Haier's business philosophy, management model and corporate culture were injected into it. Without investing a penny, it turned into a profit in 3 months, a profit of 1.5 million yuan in the fifth month, and became a Chinese washing machine two years later. First brand. Since then, Haier has successfully merged dozens of companies with the powerful weapon of corporate culture.

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