Three Steps Of Quality Management In Production Process

 

Friends are also suffering from the trouble of reading production. Administration And quality management books, but in their work, utility can not be seen for a while. Friends wandered in anguish, thinking of asking for help from me! Originally, the management experience accumulated in my work is still in the enterprise with my own work. But for friendship, I summed it up in three sentences: three kinds of consciousness, three steps to keep pace with process control, plus two weapons. Impart to friends.

 

The first step: cultivate three consciousnesses

 

The most talked about quality training is what is called "quality training". quality How to do well in quality, you often speak dry and soft tongue on the stage. After training, the trainee whispered to each other, and finally put in a sentence: good is good, that is, it is not practical for us. As a trainer, half of his life was lost.

 

I have also trained in the enterprise what is quality, in fact, is simply a word: quality = conscience + responsibility, so the trainees are easy to remember, and easy to understand. Sometimes the employees themselves will ask, if I take the company's money and fail to do a good job, will I be able to live up to my conscience? If I fail to do a good job because of what I have not done well, I will lose my conscience and make my conscience worse. With this awareness and proper guidance, it is not difficult to control the quality. If you have a little sense of responsibility, you will not get out of this quality accident. Because Chinese people have a habit of being afraid of their conscience. They will ask you voluntarily. How can we do well in the future? At this point, the children can be taught, and they can cultivate the three consciousnesses of staff quality.

 

The first is self-examination consciousness. Product quality is produced, not checked out. The secret of production quality control is to let everyone do their products well. The employees are required to inspect their products themselves. Only when they think they are qualified products can they go to the next process or workshop, and the unqualified products found in the self inspection should be identified and placed separately.

 

Two is Mutual inspection Consciousness. For the products coming from the upstream process or workshop, employees must not look at them, and then pull them down. They must be checked for qualified products before they can be produced. They should promptly feedback the quality problems of the above processes or workshops. Resolutely do not create defective products, do not receive bad products, do not pass bad products.

 

The three is awareness of special inspection. After the action of self-examination and mutual inspection, the production supervisor can instilled the full-time inspectors: when the employees are on the production side, they are doing self-examination and special inspection work. As full-time inspectors, they should have a strong sense of quality control. If a full-time inspector is a subordinate of your department, it can communicate better; if it is not for your department, he will accept your instruction.

 

The second step: keep pace with process control.

 

In management, everyone looks at the result. Therefore, when a lot of friends talk with me about management, the most common saying is: no matter white cat or black cat, catching mice is a good cat. I am deeply impressed by the philosophical essence of great men. But for my friends who talk about the results, I will ask them, if there is no process, where will the result come from? When they are dumbfounded, I will tell them that I am very focused on the process, no good process, and no good result. In terms of quality control, I think we can control quality only if we keep pace with process control; therefore, in teaching friends, I must keep pace with process control.

 

One is the first check control. Before the product goes online, the team leader, the inspector and the staff must be asked to check carefully the materials to be put into production, and the equipment to be used should be checked to confirm that the performance is stable and intact. Then produce three products in small batch to confirm whether the product is qualified. After qualifying and then on-line production, do not qualifying to find the cause, until qualified to batch production.

 

The two is patrol control. In the production process, the management and product inspection should make spot checks on the products, and use 80% of the energy to pay attention to the weak links in production, such as new employees, key equipment, key positions and so on.

 

The three is final inspection control. In the take-up, for the final product, we should focus on control, often at this time the staff's attitude is more impatient. I once touched a thing and now I am afraid of it. When an employee has finished work, he is short of a product. He looks for a defective product and asks for it to be repaired. It was immediately corrected by the team leader. This product has serious quality defects. Moreover, there are still some products waiting to be repaired when the product is closed, so the faster the work is, the more stringent control is needed.

 

The third step: add two more weapons.

 

Quality control in the production process is either rising or falling. If you want to achieve quality In order to manage "long-term stability", managers must carry two weapons: "sharp knife" and "hidden arrow".

 

The first weapon is "Ming Dao" - "three analysis and three no letting go" activities. As the saying goes, the knife is easy to hide, but it depends on who is making the knife and what kind of knife it is. If you are a martial arts master, holding a wooden knife in your hand, I don't think anyone can tell you to hide: but if you are a man who has not practised Kung Fu, holding a sharp sword in your hand, do you dare to hide? The weapon I have taught is a "sharp knife" with a knife spectrum. Daily production early meeting, we should analyze the quality problems appearing and encountered in yesterday's production, and thoroughly analyze the harmfulness of these quality problems, so that we fully realize that once the unqualified products are released, they will not only cause huge negative effects on the enterprises, but also will damage the interests of users. Then we will analyze the causes of these quality problems, trace them back and forth, clarify the quality responsibilities and find loopholes, and then analyze the measures to be taken and put them into effect and improve them in time. The whole process of activity should be truly done, "the reason is not clear, the quality responsibility is not clear, the corrective measures are not implemented." Every manager has a knife in his hand, and he pursues quality every day.

 

The second weapon is " Hidden arrow "Personnel quality consciousness test method. As the saying goes, it is difficult to guard against the hidden arrow. If we do not have this "secret arrow" in quality control, how can we stop employees from thinking careless? The implementation process of personnel quality consciousness test method is like this: the manager periodically looks for some unqualified products which are not obvious in quality defects, records numbers or signs, and then enters a large number of similar products to see if employees can check them out in time. Those who do not have a strong sense of quality and are not meticulous in their work are often hard to get high marks when they encounter such a test that they may not be greeted at all times or anywhere. Therefore, if we want to withstand the test of "Black Arrow", there is only one way to maintain high vigilance and sense of responsibility in our work. "We do not accept unqualified products from the previous process and do not pass unqualified products to the next process."