The customization of shipbuilding makes shipbuilding enterprises face many risks, and the cost control theory of mass production products is difficult to play a role. This paper discusses how to manage quality risks and ensure profit targets from the perspective of quality cost management. Quality cost management should focus on quality problems, which is a strategy of quantitative management, dynamic management and improvement. First of all, quality risk management should be carried out step by step from risk identification, risk assessment, risk control and strategic response. Secondly, starting with the education of quality awareness and quality norms, we should give full play to the guarantee role of the system and do a good job in independent management and lean quality management; In addition, it is necessary to establish and improve the countermeasures to prevent recurrence from the aspects of after-sales, purchase and internal unqualified products.

At present, China's shipbuilding enterprises generally have poor internal strength and high production and operation costs. Speeding up the construction of ship informatization and reducing the cost of shipbuilding enterprises can accelerate the pace of China's progress from a "shipbuilding power" to a "shipbuilding power". Customization of shipbuilding makes shipbuilding enterprises face many risks and restricts the benefits of shipbuilding enterprises. It is difficult for the cost control theory of mass production products to play a role in shipbuilding enterprises. How to manage quality risk, control quality cost and ensure profit target when accepting orders is of great significance to the survival and development of shipbuilding enterprises.

For shipbuilding enterprises, if there is no or lack of systematic quality assurance, even if efforts are made to improve R&D and design capabilities, increase marketing methods and control commodity purchase prices, the sustainable development of enterprises cannot be guaranteed. Quality assurance should run through the whole process of shipbuilding business, design, production, quality management, after-sales service and information communication.

There are many quality problems that we often ignore, resulting in quality loss. Quality cost management is to systematically solve various quality problems in order to reduce quality loss. Generally speaking, quality cost is the cost related to whether products and services are qualified: first, the investigation cost to prevent unqualified products; The second is the cost of identifying whether products and services meet the requirements; The third is the cost of products and services that do not meet the requirements.

Shipbuilding enterprises should clearly put forward the cost control concept of reducing costs and increasing efficiency, gradually establish and constantly improve the quantitative and dynamic monitoring system of quality costs, continuously improve the company's quality costs, and truly reduce costs and increase efficiency.

I. Quality Risk Management

Quality risk is distributed in the whole process of shipbuilding production, which belongs to the mismanagement cost of shipbuilding enterprises and is a non-value-added operation. The most direct and effective method is to control the risk source from the source. Quality risk management should be carried out from four aspects: risk identification, evaluation, control and strategy correspondence.

1. Risk identification. The risk management of ship construction process and production environment requires the participation of all staff, systematic collection and classification of various quality suggestions, and the identification of risk factors. In addition, we should also call all departments directly related to quality, set up a risk management team, and determine the source of risks in our work through brainstorming.

2. The risk assessment is based on the risk source identification list provided by each department, and the leaders of each department and relevant supervisors are convened. According to the problems encountered in previous production activities and some quality accidents that have occurred in peers, risk assessment is divided into three categories according to the influence degree of risk sources. First, the source of major quality risks; The second category is the source of quality risk; The third category is the source of minor quality risks. Form a list of general quality risk sources for shipbuilding enterprises, and constantly improve and update them in the subsequent production process.

3. Risk control. Inform the risk source information in time and remind relevant departments to pay attention to avoidance in the production process. Risk control focuses on the first and second risk sources, and risk control types are divided into three categories: one is external input risk; The second category is manufacturing input risk; The third category is design investment risk. A detailed prevention system is formulated for three types of input risks. The main ways to achieve this are self-management, establishing risk control database and sharing risk information.

4. Strategic response. In the process of ship production, the relevant departments refine the relevant countermeasures into production guidance documents such as operation benchmark and operation essentials according to the risk control database, and evaluate the effect of the countermeasures, and implement closed-loop management of quality risk management according to PDCA management method to achieve the expected goal.

Second, pay attention to quality management foundation and system management.

Identifying whether products and services meet the requirements is an important part of quality cost. In order to reduce the quality cost caused by identifying whether products and services meet the requirements, the key lies in the control of product production process.

(A) quality behavior awareness education

Quality consciousness refers to the degree to which shipbuilding enterprises and their employees attach importance to quality. The position of quality in their minds is the attitude and belief about the quality of products or work gradually formed and dominated by employees of shipbuilding enterprises in the process of work, which plays a guiding and standardizing role in the quality behavior of employees in the process of work. The development of shipbuilding enterprises can not be separated from people, and can not be separated from the quality consciousness that guides people to carry out behavior activities.

Shipbuilding enterprises should refine their own unique quality concepts, codes of conduct and values in the long-term production and operation activities, thus forming their own unique quality culture. Through the construction of quality culture, shipbuilding enterprises subtly condense employees' quality consciousness, root quality objectives, quality concepts and quality behaviors in their hearts, and guide all employees to work together to achieve quality improvement goals.

(2) Quality code of conduct

As we all know, reducing the quality cost required to identify whether products and services meet the requirements depends on several links, such as market research, product design, procurement, manufacturing, after-sales service, etc., that is, whether the quality function is implemented. Implementation and exertion can only be achieved through a series of quality behaviors, so only by establishing an appropriate, sufficient and effective management model can quality behaviors be realized in essence.

We should fully understand the importance of quality management mode and innovate management mode on the basis of fully analyzing the quality cost of shipbuilding enterprises. In accordance with the requirements of ISO900 1 international standards, we will constantly improve the total quality management system, establish a strictly enforced total quality management system involving all employees, whole process and all shipbuilding enterprises, and make full use of independent management and lean quality management.

1. Adopt independent quality management.

Self-quality management requires self-operation, self-inspection and operator control of work quality. As for products, shipbuilding enterprises should not have special inspectors to inspect them before submitting them to customers, and the manufacturing process should be independently inspected by self-inspection, mutual inspection and self-inspection teams. The function of quality department should be quality assurance rather than quality control. Because the independent inspection system reduces the full-time inspection links, it not only reduces the special inspection time, but also greatly reduces the allocation of full-time inspectors, thus greatly reducing the quality cost.

2. Pursuing lean quality management

Lean quality management is a management mode based on the six sigma related theories and methods of operating system combined with lean production, which comprehensively improves the quality, efficiency and cost of operating system. With the rapid development of shipbuilding technology and management ability in China in recent years, shipbuilding enterprises should strive to pursue multi-functional employees, intelligent manufacturing, standardized operation, refined measurement and continuous improvement.

(1) Multi-functional employees

Skilled employees are the most precious wealth of shipbuilding enterprises, and efforts should be made to train employees to be "multi-skilled", which is the basis of high efficiency of assembly line operation: first, master various skills of employees and cultivate their special skills and other supporting skills; Secondly, reasonable staffing and adjustment are carried out according to the demand, and dynamic management is implemented; Third, reform the matching distribution system, so as to make more work and get more, protect the enthusiasm of versatile employees, and lead the herd consciousness of other employees.

(2) Intelligent manufacturing

As a typical manufacturing enterprise, shipbuilding enterprises need to take the integration of informatization and industrialization as the main line and intelligent manufacturing as the development direction, accelerate the transformation to intelligent manufacturing and provide sufficient quality assurance.

Specifically, it is necessary to expand the application of robots, implement the transformation of production lines and other intelligent manufacturing means as the breakthrough point of deep integration, greatly reduce labor costs, reduce operation difficulty, reduce labor intensity, improve working environment, improve production efficiency and product quality, so as to continuously enhance the core competitiveness of shipbuilding enterprises.

(3) Work standardization

The standardization of homework is to sort out the homework so that the homework that may be repeated or often repeated will not change. This practice is an improvement in itself. Through standardized operation, the way, operation method and operation action of goods flow can be greatly improved. The gap of operator skills is eliminated to the greatest extent, so that no matter who has done it several times, under the same conditions, the same operation sequence can be used to achieve the same operation effect.

(4) Fine measurement

Accurate measurement can ensure that the measuring equipment and process are suitable for the expected purpose of enterprise quality management, which is an indispensable and important basic work to achieve product quality objectives and prevent the risk of unqualified measurement results due to incorrect measurement.

(5) Improve sustainability

Continuous improvement is the eternal goal of quality management. Shipbuilding enterprises should carry out quality-related improvement activities by constantly exploring continuous improvement methods, including QC group activities, KPS activities, TQC activities, quality rationalization suggestions collection and so on.

Third, improve the countermeasure system to prevent recurrence.

It is necessary for shipbuilding enterprises to gradually establish and improve the countermeasure system to prevent recurrence through their own accumulation.

If the defective product is found by the shipowner, the treatment cost is the highest. Such as compensation for shipowners and after-sales service maintenance. And the negative publicity effect of shipowners will damage the quality reputation of shipbuilding enterprises;

If shipbuilding enterprises find their own defects and improve them, the impact of cost loss will be relatively small, but the quality loss is often irreversible;

If shipbuilding enterprises establish their own countermeasures to prevent the recurrence of problems and continuously improve the problems, the quality cost caused by defects will be minimized.

1. Countermeasures to prevent after-sales events from happening again

According to the after-sales matters, combined with the characteristics of the shipbuilding industry, the corresponding improvement measures are formulated, and the after-sales matters are divided into overhaul matters, designated department matters and general notice matters according to grades. For major repair problems and designated departments, measures to prevent recurrence must be formulated and implemented horizontally on ships under construction; For general notification matters, the responsible department needs to make a second judgment to determine whether it is necessary to formulate countermeasures to prevent recurrence.

2. Countermeasures to prevent the recurrence of purchased products

According to the economic losses caused by purchased products, the frequency of occurrence and the degree of influence on construction projects, the countermeasures to prevent recurrence are formulated.

3. Countermeasures to prevent recurrence of internal nonconforming products

Generally speaking, internal quality loss accounts for a large proportion in the quality cost of shipbuilding enterprises, but it has not attracted enough attention as external loss, and some shipbuilding enterprises have not even quantified statistics. Shipbuilding enterprises should make up their minds to break down the barriers between functional departments, comprehensively monitor internal unqualified products and implement systematic management. Through the establishment of internal nonconforming product processing system, the internal nonconforming products are monitored and the opportunities for improvement are sought. At the same time, establish the corresponding evaluation mechanism, formulate the countermeasures to prevent recurrence, and expand the countermeasures to prevent recurrence horizontally.

Through the establishment and operation of the anti-recurrence countermeasure system, the recurrence of similar problems can be avoided and the quality cost can be greatly reduced.

At present, the shipbuilding industry continues to be in a downturn. In order to survive and develop, shipbuilding enterprises are committed to reducing costs and improving efficiency. However, due to different understanding and methods, quite a few shipbuilding enterprises have not really played the role of quality assurance. Shipbuilding enterprises must actively improve the quality and cost environment, put all factors affecting profits into the quality cost, and examine the improvement of quality cost management from a new perspective if they want to stay in the fierce competition of quality and price and occupy a place in the market.

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