There are enough people talking about how to do a good job in product quality management in enterprises, but many theories that sound very logical are applied to practice, and the effect is not good or even ideal. Due to the need of work, the author had an in-depth conversation with the person in charge of the quality management department of the company some time ago. This gentleman was hired by the company from the quality management department of a multinational company and has been engaged in product quality management for more than ten years. He has done excellent work and accumulated rich experience in quality management. After listening to your words, he won ten books, so the author was motivated to write this article. Many enterprises pay attention to quality work, why can't they always achieve results? The reason is actually very simple: the symptoms are not the root cause. In reality, we all know the importance of grasping product quality, and some enterprises have indeed made great efforts to grasp it. However, nine times out of ten, the practice is to treat the symptoms rather than the root cause. For example, some enterprises emphasize "escrow by punishment", that is, after the product quality goes wrong, the person in charge of the relevant department will be punished, hoping to make an example of it and play a deterrent role to avoid future accidents. Some enterprises unilaterally believe that grasping product quality is only a matter for manufacturing departments. If there is a quality accident in the product, the responsibility can only be investigated by the personnel in the manufacturing department. Facts have proved that this is biased and cannot fundamentally solve the problem.

To grasp the quality of products, we should start from the root and treat both the symptoms and the root causes;

First, establish a quality responsibility system for top leaders.

Quality problem, in the final analysis, is a strategic issue related to the survival of enterprises. For an enterprise, long-term survival, reliable and guaranteed product quality is the most basic premise. Siemens refrigerator 1997 entered China, which was neglected for a long time and suffered serious losses. But with its excellent quality, it is gradually accepted by consumers in China. Today, in China, Siemens refrigerators are almost the most expensive, representing the highest end. Its sales in the primary market have been in the forefront of the industry, and it is the most profitable refrigerator product in China. Therefore, as the person in charge of an enterprise, especially the person in charge of a product company, we must have a strong sense of quality from the perspective of long-term development of the enterprise. This kind of consciousness should not only stay in words, but also be put into concrete actions.

It is strange that many enterprises pay attention to quality work every day. However, once product quality conflicts with cost reduction or delivery deadline, they always sacrifice product quality to ensure cost reduction and timely delivery. The result of this, of course, is to make the company's quality work a decoration, and the result is nothing. It also tells employees invisibly that quality work is carried out around profits. In order to make a profit, products can be cut corners, sloppy, and quality work is dispensable.

Senior leaders of enterprises must adhere to the principle of "quality first" and make all employees have a sense of total quality management through words and deeds. Because the attitude of enterprise management cadres to a job usually depends on the attitude of the top leaders to it; Similarly, the attitude of ordinary employees also depends on the attitude of their own leaders towards it. If the top leaders of an enterprise only pay lip service to the quality work, but don't do it, then the employees of the company will be well aware and perfunctory. Therefore, if enterprises want to do quality work well, they must cultivate quality awareness into the bones of senior leaders and the whole management team. If there are quality problems in products, the top management should be punished first and the responsibility should be investigated from top to bottom, so that the quality work can be implemented.

Second, formulate strict quality management standards.

The product quality is not bad, the key is to see how much effort and investment the enterprise is willing to spend. From the management point of view, it is impossible for an enterprise to only emphasize product quality regardless of cost, which has a degree of problem, that is, what standards to adhere to.

The quality management standards of enterprises should be high, not low, but strict, that is, the quality standards of enterprises should be higher than those stipulated by the state and industry. Because the quality work of an enterprise must go through multi-level transmission after the standard is formulated, first of all, the top management, then the quality department, then the procurement, R&D, manufacturing and other departments, and then the workers in the production workshop, team and production line. According to the law of decreasing transmission efficiency, if the initial standard is not high, it may eventually reach a very low standard after experiencing layer-by-layer decreasing, and various low standards will be superimposed together.

At present, most advanced enterprises have adopted ISO9000 quality management system, which includes four parts: management responsibility, resource management, product realization, measurement, analysis and improvement. It is a scientific system based on the eight principles of quality management, and has been applied worldwide. The quality management system is actually a quality management standard, and each enterprise needs to make corresponding measures according to its own situation. From product development, process design to raw material procurement, from the first working procedure to product off-line, from packaging to transportation, detailed and controllable quality management standards should be formulated in each link, and the quality management responsibility system should be implemented. At the same time, it is necessary to make clear which production link should be responsible, what standards products need to meet, and who will conduct performance inspection and grading, and implement the concept of quality management in all aspects of production. It is necessary not only to stipulate "how to do it", but also to specifically point out "who will do it" and what consequences will be borne if it is not done well.

Third, strengthen the process control of quality management.

Many enterprises usually do not pay attention to the control in the process of quality management, such as training employees in quality knowledge, checking raw material procurement, checking technology research and development, and checking manufacturing site management. On the contrary, they are keen on escrow by penalty, and "settling accounts after quality accidents" is actually not worth the candle. Market research shows that dissatisfied customers will tell 22 people their dissatisfaction, while satisfied customers will only tell 8 people their satisfaction. Reducing customer turnover rate by 5% can increase profits by 25% ~ 95%, and increasing customer retention rate by 5% can increase profits by 35% ~ 85%. In order to grasp the quality work, enterprises should first grasp every link of the manufacturing process, especially nip in the bud. If we wait until the product quality is out of order before taking remedial measures, we will not only pay extra costs, but also seriously damage the corporate image and scare away potential markets and consumers.

Strengthening the process control of quality management is not only to strengthen the quality control in the product manufacturing process, but also to extend to the upstream and downstream links of manufacturing. For example, the control of raw material procurement, technology research and development, logistics, after-sales service and other links. Practice shows that only a small proportion of product quality accidents are caused by manufacturing links, mainly unqualified technology research and development and unqualified raw materials. Strengthening the control of technology research and development and raw material procurement is the key link to strengthen quality management control.

When enterprises adopt a new technology, they must carry out careful drug research and development "clinical experiments" on product quality. Taking home appliances as an example, it is absolutely necessary to test electromagnetic compatibility and acoustic indicators, and environmental reliability tests such as high temperature and high humidity, freezing and falling. Before a product is officially put on the market, the initial trial production and internal staff trial, the subsequent small-batch follow-up trial sale and the subsequent large-scale regional market launch can not be arbitrarily deleted. This rigid "dogma" is an iron principle to prevent product quality accidents.

An enterprise with lofty ideals and goals should have specialized quality engineers to help upstream suppliers with training, diagnosis, improvement and innovation. The progress of suppliers helps to improve the quality of raw materials. In the process of purchasing, we must adhere to the principle of "quality first, price second" and follow the purchasing concepts of "99=0" and "1= 100". That is to say: a product has 100 parts, and as long as one part is unqualified, the product is a complete failure. However, for every increase of 1 yuan in ensuring the quality of spare parts, it is possible to obtain a relative benefit of 100 yuan from reducing service costs and increasing brand value.

Fourth, strengthen the execution of quality management.

Quality management covers a wide range. In order to implement it, in addition to the leadership's attention, strict standards and severe punishment, all cadres and employees need to consciously maintain and implement it. In a sense, an enterprise is an executive team. The team level of an enterprise mainly reflects the competitiveness of the team, and the execution of this team is decomposed into individuals. What is good execution? In short, "act wholeheartedly and immediately". If you can't do this, you can't have good execution, an enterprise can't have good execution, and it's not a good team. Naturally, it is impossible to rely on such a team to grasp quality work.

"Personality determines the product". The quality of labor force and the attitude of workers actually affect the quality of products. Therefore, to strengthen the execution of quality management, we must first improve the quality of quality management personnel. When selecting quality management personnel, we should choose those managers who are responsible, innovative and flexible, while when selecting quality inspectors, we should choose those employees who are honest, rigorous and even "harsh" and give them higher treatment and a working environment where their talents and functions can be brought into play.

In addition, we should advocate the wind of quality supervision. Every employee in the downstream link is the quality supervisor in the upstream link. If there is a quality problem, it will be fed back to the upstream in time to prevent unqualified products from flowing into the next production link from their own hands. Facts have proved that the key factor restricting the improvement of product quality is often not the lack of system, but the lack of supervision.