How Does The Tannery Quality Management Come From?

Today, let's talk about how to manage well.

The design needs yo yo education, which is the origin of the famous saying "running an enterprise is education".

Because high quality people are not born naturally, they need constant education and training.

Education and training is a long-term behavior. Don't keep saying, "what talents are lacking in our factory"?

The key is to see how well your education has been done.

Do you want to invest in education and training (send out, please come in, regular training)?

Of course, when necessary, some airborne troops will be recruited, but this is a short-term behavior.

It is worth mentioning that quality is not necessarily the best quality at cost, but it must be the quality of customer satisfaction and acceptance.

The author briefly describes the quality management of tanneries from 4 different aspects.

About "good" and "bad" in tannery quality management

The so-called "good": refers to the decline in the quality of bad, that is, using data to speak.

On the contrary, it does not rest solely on individuals' oral matters.

If we want to truly achieve "good", we must focus on ways to mobilize everyone's strength under the premise of doing well the basic work of quality management, especially the strength of class leaders and front-line operators in production workshop, rather than just looking for problems and problems.

Three blind spots of tannery quality management

First, to see what to do, not to "do" things and do this thing "purpose" very well linked.

That is to say, there is no good link between "doing" and "declining quality".

Second, quality management has not been prioritized.

Often spend time and energy on the sub section, of course, the quality of the bad rate will not be a benign decline.

Third, attention to the internal digestion, absorption and precipitation of various technologies is not enough.

Whether external technology, or technology created by internal technicians, requires the true digestion and absorption within tanneries, which can then be pformed into products and ultimately produce benefits.

If the technology of internal digestion, absorption and precipitation is not well done, quality management will have no foundation and soil.

First, do a good job in quality inspection.

First of all, check the project should focus on the problem of multiple processes, such as degreasing process, hair removal process, softening process, tanning process, retanning dyeing filling process, Zhang Wang process, shotcreting process.

Second, check data must be correct.

Checking data is incorrect mainly in the following aspects: 1. The inspection items themselves are not fully representative; second, the inspection is not meticulous and thorough; thirdly, they do not take into account the identity and impartiality; 4. They do not reflect the real situation (questions) truthfully.

Once again, the completion of inspection work is equal to "eyes open", otherwise it can not be used for quality management.

The real quality inspection work is reflected in the following three aspects: (1) according to the inspection situation, we should use our brains to find ways to improve; secondly, according to the key problems and multiple problems detected, quality control units should improve their corresponding time, resources and manpower.

Besides, quality management should be focused.

We can't just do routine work, because routine work is never done.

Key work, quality control supervisor must personally grasp.

The focus does not mean that all of them are done by the director of the product management, but we must plan and control them by themselves, such as soot and retanning control.

Second, strengthen quality inspection, record, statistics, analysis work.

First of all, we must do a good job of written records of quality inspection data, mainly covering 3 major aspects: incoming inspection, process inspection and finished product inspection.

Secondly, we should make objective statistics and analysis of these written inspection data.

Then, on the basis of statistical analysis, from the aspects of quality control, production, technology and so on, we can think about the countermeasures to improve the quality. This work is not only about quality control units, but should be led by higher level companies and integrated with related units.

The quality control supervisor must be very clear from the inspection operation to the data statistical analysis.

Quality inspection must start with the question of "heavy" and "urgent", instead of catching a single point.

Third, formulate quality improvement measures or improvement suggestions.

According to the data of the inspection, the main causes of the bad are analyzed, and the crux of the problem is found by 4M method.

Here, the 4 "M" refers to: (1), (Man)?

(2), machine (Machine)?

(3) raw and auxiliary materials (Material)?

(4) method of operation (Method)?

According to the crux of the problem, the QC supervisor should first put forward a proposal for improvement or improvement in writing.

With improvement measures or suggestions, executive ability is the key to solve the problem.

For example, managing a team, the head coach has done a lot of beneficial improvement activities for the team, but the performance is not obvious.

This is mainly because the execution is not big enough and not thorough enough.

The reason is most likely that the coaches of all levels only focus on making representations and communication: if the coach is speaking before, if there are 10 points, if we arrive at the coach there is only 9 points, then we may only have 8 points to the coach, and the players' action may be only 7 points, or even lower.

This is the issue of executive power.

The lower the score, the lower the score, so no one can manage well.

The "depth" of executive power includes two aspects: one is strength, the other is duration.

The strength is not only to start strong, but to be strong and persistent for a long time.

Long and effective is the key to determining and measuring the success and failure of quality management.

Quality management achievement is accumulated bit by bit. There is no fluke element.

Quality management work to do well, to succeed, we must put a lot of effort and specific actions.

There are three main points in dealing with quality problems:

First of all, don't aim at people.

We must make sure that things are clear (5W2H law --- the following 5 "W" and the 2 "H"): what are the problems?

(What); where did it happen?

(Where); who was it caused by?

(Who); why?

(Why); when did it happen?

(When); how to do it and how to change it?

(How to do); how much does it cost?

How long does it take?

(How much).

The above basic work is clear and solid enough to deal with the problems with other people.

Second, quality management must strive for a permanent cure.

Heads of departments should not only focus on the handling of projects, but the key is to consider "permanent cure".

After tannery's quality problems arise, it is not only the problem of signature confirmation.

The focus of the problem should be placed on this issue.

What is the key to not to happen again?

--- people!

To achieve "do not happen again" by teaching, demanding, rewards and punishments, mobilizing, and even dismissal.

The most important thing is teaching and demand. The implementation is in the follow up. Only in this way can it prevent recurrence.

In addition, we must do well.

Another tool is education and training.

In terms of education and training, human resources departments, production departments, quality departments and technical departments are all duty bound.

Heads of departments have to think about how to educate.

How to train?

After completion of education and training, we must track and control, otherwise we will still be "out of shape".

Quality control units and production units, technology units and other departments to get along and communicate.

First, the concept of tannery quality control work.

Whenever you encounter any quality problems, including major problems, you should try to treat them as "normal minds".

Because only in this way can we be relatively calm, calm and more able to communicate with people better and find solutions to problems.

Everyone is making leather, making skin for a long time, everyone will have their own insights and experience.

Personal opinions and experiences are often deeply ingrained; others may regard such personal opinions and experiences as "standards"; others may ask others in their heart to be like their own "standards"; when they are different, there will often be arguments or even quarrels.

If a quarrel is not conducive to solving the problem and striving to do something right or wrong, the effect may be greater.

Second, about tannery quality control work in all sectors of communication and communication.

In quality management, try not to regard things as "malicious".

Please note that this refers to "things" and not to people.

If you think "thing" is "malicious", then it may become more and more evil in your mind. It may not be the case. If you think of the above things as "goodwill", then you may change your direction. If you try to think better, when you meet the so-called "unreasonable" and "making a mountain out of a molehill", it is easier to resolve the differences.

In the actual quality control work, I think that "reasonable" or "unreasonable" is not necessarily true.

It is suggested that we should ultimately adjust our thinking to "quality first" and "customer satisfaction".

The concept of "quality first" and "customer satisfaction" is very important because it lays the right concept of quality management.

The direction of work concept and the direction of work stress may change. The performance of work concept and quality management will naturally come out slowly.