First of all, the quality management system needs to involve the company's ideological construction, concept construction, management theory construction and other aspects to form Huawei's quality culture. You talked a lot about "technique", and I want to talk about "Tao". You see, Bordeaux, France has only famous red wine, which has formed a whole set of culture from seeds, soil and cultivation. This is the product culture. Without this culture, it is impossible to have good products. Why can Swiss watches rank first in the world? During the French Revolution, all the rich and capable people were killed. These people have all gone to Switzerland, so Swiss clocks and watches are mainly in the French-speaking area, and many precision parts are in the German-speaking area. Let me give you another example. The dean of Stuttgart Institute of Engineering in Germany took me to visit a German institute of technology, where freshmen are enrolled in universities. They all make parts in front of the workshop drawings, load these parts into the car and run, and then evaluate how many points after running back. After this round, I began to study geometry, theoretical mechanics, structural mechanics and other disciplines, so German-made cars will always be invincible.
Everyone is willing to do some small things seriously, which is the quality science in Germany and Japan. Without this culture, it is impossible to have precision manufacturing like Germany and Japan. Why can't there be such a culture? We should learn from the advanced cultures of Japan and Germany, and finally form Huawei's quality culture. If the company does not establish such a large quality system from top to bottom, your strict requirements are unreliable walls and will eventually be overthrown.
Secondly, the framework of the quality system should be established, and the capacity centers of the quality system should be established in China, German and Japanese. Japan's material science is very developed. Don't underestimate Kyocera. Gallium nitride is ceramic and the most important material for radio. We want to use Japanese materials to make the best products in the world; Germans are very strict, and their craftsmanship and management are excellent; China people are good at thinking and framing thinking. We can combine the three to support the overall quality of Huawei. And we use tools and means to replace people, buy the best tools in the world, make irreplaceable products for others, be in an invincible position, and finally lead the world.
Quality culture and quality philosophy, in fact, Germany and Japan are open and can see everything. Why can't we produce products as good as Germany and Japan? We should dare to accelerate development in this respect. Even if others take our form, they may not be able to understand it. Don't waste your energy in non-strategic places. When I gave a speech in Davos, I said that I "know nothing about technology, management and finance", and someone called me being cute. But then I said, "It took a bucket of paste to glue150,000 people together, and it took a hole to make a profit, so Huawei is so powerful today." He didn't read and couldn't understand the latter sentence, because he didn't understand Confucian philosophy, compromise and gray culture. I don't want to know everything like the CEO of a western company, because the task is simple and clear, and then the goal, and the specific work is the business department's business. In fact, our goal is very simple, forming a culture and building a company together with quality management. Our slogan is very powerful now, and everyone is very excited. We should turn this enthusiasm into a positive culture.
2. Quality is the most important foundation of Huawei.
Huawei's most important foundation is quality. We should expand from product and engineering-centered quality management to a large-scale quality management system covering all aspects of the company.
First, quality cannot only cover products and projects. You have a basic understanding now. I have agreed to this, so you can push this stage out first. I have no objection to the quality objectives. The quality policy of "Huawei promises to provide customers with high-quality products, services and solutions" is too limited and binds us. Our operation can be limited, but the slogan cannot be limited. For example, the first sentence of the IT report outline should be "If you want to be rich, build roads first", which is the program of the IT department and should be ahead of the needs of all departments.
You write a few articles and post them online to "bathe" everyone, and then we will discuss the second stage-covering Huawei's overall quality system. All aspects of Huawei should focus on efficiency and quality, one should produce more grain and the other should produce good grain. I am willing to discuss with you, first discuss the ideological system, form a retreat, and then discuss the implementation system. After reaching * * * knowledge, the goal is clear.
Second, Huawei can't have only one chief quality officer, and it should cover many fields. For example, national, BG, product line and other organizations. There should be a chief quality officer, give them corresponding rights, and try to implement the responsibility system at the grassroots level. Your idea is in line with mine, which I think is very good.
Third, on the quality issue, we should always keep in mind the seven major objections and resolutely oppose them. We should continue to implement the Seven Objections: against perfectionism, against complicated philosophy, against blind innovation, against partial optimization without overall benefit improvement, against leading cadres who have no overall concept, against employees who have no business experience participating in the reform, and against putting the process into practice without full demonstration. We are talking about end-to-end quality management, and we should oppose local optimization affecting global optimization. Now every department is talking about its own optimization, but it is not optimization if it hinders the overall optimization.
3. External absorption and internal enjoyment
In Germany and Japan, senior cadres communicate with external theorists, and everyone who participates in the exchange will write an article and post it on the heartfelt community, which is open to all employees and promotes Huawei's cultural progress. Senior cadres should be good at writing their own experiences without talking about their own understanding. We have * * * knowledge in many aspects, but we have different expressions. We should try our best to standardize our own expressions and then spread them out, so that everyone can absorb energy here and let young people grow up. Today's soldiers include the "Star of Tomorrow", and the "Star of Tomorrow" is the general of tomorrow. Heroes don't ask the source, as long as they can do it well, we will use you. At present, some senior cadres basically don't read documents, and company documents are the crystallization of many leaders' painstaking efforts. Every sentence is classic. If you only rely on your own experience, you will be eliminated by history sooner or later.
Of course, our new generation can grow, and we can't let the times abandon the older generation. Let them participate in the combination of training and warfare and accept new ways of empowerment. The combination of training and warfare is a mixed class of old and new, with one class for presidents of regional departments, representatives of representative offices and young people. After the president and representative of the regional department enter the empowerment cycle, there is no need to turn him into an expert As long as he understands the significance of our reform, he will say, "If you want, just do as Commander Liu does" and support the experts to change with the driving force of leadership.
4. Dead management can be endless.
Huawei's most precious thing is its lifeless management system, which deals with uncertainty with the certainty of rules and systems and strives for victory in the era of big data traffic.
For 5,000 years, Babylon, the ancient civilization of the world, collapsed, while Rome did not collapse. Because of five thousand years of Confucian culture, China was twisted into a dough.
Huawei's most precious thing is its lifeless management system, because human life is limited. It took us more than twenty years to finally understand western management. As long as the company does not go bankrupt, it will be invincible. If the company goes bankrupt, this culture will be scrapped and the management system will be useless. We want to keep the dynamic and continuous operation of the management system, so we want to keep profits and force everyone not to engage in low-quality and low-price operations. Of course, we can't emphasize radical improvement and put forward some inexplicable slogans. At present, no company in the world has gathered150,000 people to unite and charge like Huawei. The future big data traffic is more and more terrible. We will compete for the commanding heights of big data traffic on behalf of mankind and will surely win in the world.
However, we should pay close attention to the problem just mentioned, because it supports the fate of Huawei. Huawei has gone through the peasant era and is moving towards the regular army. We should learn to launch "rockets" and "cannons" and improve our understanding of strategy, tactics and specific operational skills. This is the mission entrusted to us by the times. When the company has no IT support, we are forgetful organizations. Because we rely on people to solidify something, we may forget it when we go to the toilet. Now that we have process IT support, it must be improved step by step. Some of our companies deal with any uncertainty with the certainty of rules and systems, and gradually embark on the right path. In fact, we are on the right path now, but we still need to go better.
Looking at the quality management of modern enterprises from Huawei in China, Huawei is a truly global enterprise, with its business spread over five continents, and its management mode is unique among enterprises in China, which is praised by people. Huawei developed from a small enterprise more than 20 years ago. With the reform and opening up in China, it can be said that it is a model and benchmark for emerging enterprises in China. Taking Huawei as an example, this paper deeply analyzes the quality management mode of modern enterprises.
Through the in-depth study of Huawei, we can summarize Huawei's management core content into five aspects.
1, customer-centric, customer-oriented.
Now many enterprises have formulated similar policies and regulations to "meet customers' expectations and requirements". However, few companies will seriously improve their understanding of customer needs or expectations. In Huawei, taking customers as the center is Huawei's pursuit.
"Enriching people's communication and life" is Huawei's vision, and "focusing on the challenges and pressures concerned by customers, providing competitive communication solutions and services, and continuously creating maximum value for customers" is Huawei's mission. As the core values of Huawei, the above two points have been repeatedly emphasized to every employee of the enterprise, and all new employees should study hard and talk about their feelings during induction training. In their work, employees constantly seek new demands from customers, constantly seek and implement opportunities for quality improvement and effective improvement activities, and constantly strengthen that "serving customers is the only reason for Huawei's survival", so that "customer-centered" and customer satisfaction are fully reflected in Huawei's management model.
Huawei has found a way of light up the world, which is "customer-centric" rather than "technology-centric". Compared with most enterprises that still focus on their own technical level and are oriented by technology research and development, Huawei has already taken the lead.
2. Management methods based on data and records
Ren repeatedly emphasized in Enterprise that "companies without records will close down sooner or later". At present, more and more enterprises begin to pay attention to management methods, but few enterprises can realize the management mode based on data and records, and most enterprises still make decisions according to opinions and assumptions. In Huawei, all data, whether customer information, project information or product information, are recorded and saved by means of informationization, and these massive data are analyzed and mined to obtain important information and manage it.
Huawei has a high level of informatization. Various IT management software and IT office systems are applied in every corner of the work. The level of informatization is ahead of domestic enterprises, and most of the informatization software used is independently developed by Huawei. The global enterprise information system has been established, and more than 90% of the administration and business can be completed in this information system. In all Huawei organizations in the world, Huawei employees can enjoy the independent innovation of this system. With its own technological advantages, Huawei has achieved strong support for enterprise management.
Step 3 pay attention to the process
Huawei attaches great importance to process management, regards all business operations as processes, regards process management as the most important management method, and constantly strives for continuous process reengineering and continuous optimization. In daily work, the Process and IT Management Department sends people to support the process optimization of various departments and departments of Huawei. With the help of IBM, Huawei also launched the "IPD- Integrated Product Development" project to open and integrate the cooperation of various departments (marketing, sales, R&D, engineering, production, service support, etc.). ).
The core of "IPD" project is process reengineering and product reengineering. Process reengineering mainly focuses on cross-departmental teams, structured processes, projects and pipeline management. At every stage and decision point of the structured process. Interdepartmental teams composed of people from different functional departments work together to complete the decision-making of product development strategy and product design and development, and ensure the smooth development of the project through project management and pipeline management.
Step 4 emphasize cooperation
Huawei emphasizes cooperation not only between employees, but also between various departments within the enterprise. We need not only internal cooperation, but also cooperation with competitors.
Within the enterprise, Huawei's "wolf culture" is not a cruel and violent culture, but a culture that emphasizes unity and cooperation and "wolf tactics". "Wolves" cooperate tacitly, and Qi Xin works together to fight bravely and fight together, invincible. The spiritual atmosphere and cultural environment created by "wolf culture" have prompted Huawei to burst into strong cohesion and productivity, promoted Huawei's rapid development and increased benefits, and achieved Huawei's grand cause. Therefore, "wolf culture" is a culture that emphasizes "wolf" cooperation.
Outside the enterprise, Huawei requires a win-win situation with its competitors, not disturbing the market, not allowing western companies to attack, and not being a destroyer of market rules. Ren Zheng Fei called on enterprises to learn from Rabin and exchange land for peace. They would rather give up some markets and some interests and cooperate with friends and businessmen to become partners, thus creating a good living space and enjoying the benefits brought by the value chain. So now big international companies feel that Huawei is becoming more and more friends.
5. Need for active management
Huawei often takes the initiative to do things that ordinary companies often ignore, emphasizing the initiative to find problems, rather than putting out fires when problems arise.
Huawei has been living in a crisis and kept shouting "Winter is coming". Enterprises require employees to discuss the crisis extensively, and discuss the crisis of Huawei, your department, your department and your process. Can it be improved? Can it be improved? Can you still improve the per capita income? Since the publication of Winter in Huawei, this article, which is not a case, has become a typical case studied by many entrepreneurs and scholars, and then it has become a well-known classic through the media.