What opportunities and challenges is modern quality management facing? How do you think the traditional theory of quality management should be responded to

(a) The traditional view: quality means good (comparatively, relatively).

The "zero-defect" view of quality management: quality means meeting a "standard of requirements". This requirement standard should be the customer's requirement, and the standard should be the standard of the user's needs.

According to this view, we know that 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 define the rules (requirements) and remove all obstacles. In this regard, management should do three things: first, set the standard of requirements for employees; second, provide employees with the necessary tools, funds, and methods (work procedures); and third, do everything possible to encourage and help employees meet the requirements.

Quality must be defined in terms of "conformity to standard requirements". Such a definition allows the organization to operate beyond opinion or experience, to organize all the relevant forces in the company to develop these requirements, and to stop wasting energy on resolving disputes. No one has the right to change the standards and requirements in the company without discussion, justification and approval. Whether he is a senior manager or an ordinary employee must comply with these standards and requirements, or will be punished accordingly.

(ii) Traditional view: high quality comes from inspection, testing and checking.

"Zero defect" quality management point of view: prevention is the most effective way to improve quality.

Inspections are an expensive and unreliable form of quality control, and inspections, classifications, and evaluations are only after-the-fact remedies. In fact, most of the work we do now is to do remedial work after the fact! The greatest need for QC should be prevention; if no errors existed, negligent errors wouldn't happen at all.

The so-called prevention means that we need to know the standards and practices beforehand, i.e., we need to know the procedures and know how to do them. Therefore, we need to organize efforts to the company's various levels, departments, employees of the work procedures developed, so that all people can be in accordance with the corresponding work procedures to do the job right the first time - that is, we must teach each employee to act in accordance with the procedures, the first time to do the job right. It must be noted that all work procedures (processes) must be rigorously (correctness, feasibility, operability) reviewed before they are formally used.

The secret to good prevention lies in examining the process and identifying every possible opportunity for error. This is possible because, in both production and service industries, the work process can be divided into many segments, each of which should be eliminated to eliminate the errors generated in that segment. Especially for important processes (difficult, problem-prone processes and departments), it is necessary to predict and analyze in advance (every possible opportunity for error), focus on prevention, focus on monitoring, and set up a contingency plan in advance.

Be sure to adhere to, when each work program is in line with the requirements before proceeding to the next step.

(C) the traditional point of view: the staff to implement quality management as long as there is a standard or almost on the line. (That is, a little error is not a big problem.)

"Zero defects" management point of view: the implementation of the standard must be "zero defects", and can not be "almost".

If we allow employees to make mistakes in their work, it creates an opportunity for nonconforming products to appear. For example, the pass rate is set at 99.5%, then it means that everyone is allowed to appear 0.5% of the substandard products, when all employees are at the same time errors, we can imagine that the product qualification rate is how much. Here, we have to change the traditional habits and thinking: it is normal to have problems, but not normal to not have problems. In order to control quality, we must raise the bar from the start: zero defects. Give no opportunity for quality problems to arise.

In fact, there are two factors that contribute to mistakes: lack of knowledge and carelessness. Knowledge is measurable and can be enriched and improved by experience and learning (so we need to set standards and procedures beforehand and teach every employee the necessary working knowledge through learning and training); however, carelessness is an attitude problem, and quality accidents caused by carelessness account for a large proportion of our company. This kind of quality problem occurs because the staff, especially the managers, do not have enough knowledge about quality, and do not pay enough attention to some seemingly minor work and process, thus causing various quality problems, and it happens again and again. The idea of the solution is that all employees should pay serious attention to any work and process related to quality and be determined to be careful, quality problems will be avoided.

Many of us, including senior executives, think that the idea of "zero defects" is unrealistic, especially given the company's current low level of personnel and management. Some even reject it on the theory that "human beings are bound to make mistakes". "Zero-defect" quality management has been practiced in dozens of countries and hundreds of enterprises in the world, and has achieved obvious results. Take the automobile industry as an example: in the 1960s, Japanese enterprises and our company's situation is very similar: backward machinery and equipment, the staff's quality awareness is weak, the production of products is synonymous with defective, waste products. They introduced from the United States "zero defect" quality management ideas, stand in the customer's position on the enterprise, and seriously grasp the implementation of product quality continues to improve, in the world market to beat the United States and European competitors, the enterprise has also been rapid development.

So, zero defects can be implemented and success, the key lies in the management can really get the **** knowledge, especially the main leaders of the concept and the degree of attention.

(4) traditional concept: good or bad quality by ranking (comparison) and know.

The "zero defect" theory perspective: quality is measured in terms of the "cost of product nonconformity".

The best tool for measuring quality is money. The cost of quality can be divided into two categories: the cost of nonconformity, which is the cost of all the things that go wrong. Examples include labor costs for rework, compensation to consumers, and loss of intangible assets to the company. These costs are incurred as a result of redundant actions and expenses incurred when something is not done exactly right the first time. The average manufacturing company spends about 20% or more of its revenues on this expense, and as much as 35% in the service industry. The second is the cost of compliance, which is the amount of money spent on getting things right. Including specialized quality control, preventive measures and quality control education, but also includes the scope of the inspection process or product qualification. Such as investment in testing equipment, quality management personnel salaries, training costs. Good operation of the company this cost is about 3% to 4% of revenue. This part of the cost is inevitable. We can try to minimize the first part of this cost, and if we do it well, the profit of the company will increase by 10-15%. We can also calculate the company's quality costs through statistics to verify that the quality of our products and services is improving or decreasing, to verify that the implementation of the company's "zero-defect" management is effective, but also to show which product, service or department in the "cost of non-compliance with the requirements of the The company is also able to show which products, services, or departments are at the top of the list for "cost of non-compliance," which can also be used to identify the best ways to improve.