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The core of this ancestral training is to believe that the gods are awe-inspiring. This is the quality of the Baicaotang. It is also the quality secret of all traditional workshops. The producer's consciousness is fundamental, and the quality of the products depends entirely on the experience and integrity of the producers.
1. The first stage - full-time quality inspection from production
After the industrial revolution, the large-scale application of steam engines and machinery has greatly improved the production efficiency. Traditional workshops have been replaced by assembly lines. Quality control can no longer be relied on, and a large number of Bai Jingqi-style employees with first-class experience and integrity are trained. not realistic.
Experience is accumulated, and the conduct is difficult to guarantee. Not everyone like Bai Jingqi will be willing to pay a lot of finished products due to minor quality defects. Most of them will choose the method of compromise or even ambiguity. After all, it is important to talk about business interests and interests. In comparison, moral constraints are pale and powerless.
The production of the workshop is characterized by the fact that the producer and the quality manager are the same person, and the quality of the product is only between his thoughts, which of course does not apply to the mechanized mass production mode. At the beginning of the 20th century, American engineer Taylor, who was known as the "father of scientific management", put forward the idea of ​​separation of quality inspections, and set up full-time quality inspection personnel to screen finished and semi-finished products to prevent unqualified products from entering the next process or Factory.
The interests of full-time quality inspectors will not be damaged by scraps, but will benefit from the seizure of them. The reverse setting of such interests is the key, and the full-time quality inspector model peaked after the 1930s. However, the full-time quality inspector mode is limited to post-testing and cannot prevent the occurrence of waste products, so it cannot reduce the losses caused by waste products.
2. The second stage--quality prediction based on mathematical statistics
Before the army recruits military uniforms, it is necessary to prepare hundreds of thousands of sets of uniforms. However, in the later stages of distribution, there will be a breakage phenomenon. The uniform military uniforms are gone, but the unsuitable military uniforms are largely stranded. Although the quality itself is no problem, it is not suitable. It is waste.
The number of people who want to come to be soldiers is high and short, and the number of medium-sized people is definitely the most. This is common sense that everyone knows, but what proportion of height is what? Who can know this?
Shewart of Bell Labs in the United States knows that he believes that people's height and fatness are in accordance with the normal distribution, so he suggested that the military uniforms should be made in ten sizes, the highest number of people about 175cm, and then to both ends. According to the law of normal distribution, the specific proportion is decremented according to the statistical analysis of random sampling.
The US Department of Defense adopted Shewhart’s suggestion, which proved that he was right. The military uniforms he made were in line with the needs of the soldiers’ body, and there was no such thing as a large number of incompatible military uniforms.
Hugh Hart applied this principle of mathematical statistics to quality management. He believed that quality management should not only conduct post-testing, but also conduct mathematical analysis in advance, and initiated a quality control chart based on mathematical statistics analysis. Adding “prevention†to quality control has since formed an independent discipline.
Shehart published the world's first monograph on quality management science, "Industrial Product Quality Economic Control". The core idea is to solve the problem of large-scale product quality management by mathematical statistics. There are three basic methods, namely quality control chart. , sampling test and small sample statistics.
During the Second World War, a large number of privately-owned companies in the United States switched to the production of munitions. The most serious problem at that time was that the quality of weapons could not be guaranteed due to the inability to prevent the occurrence of waste products in advance. The bombardment incidents in the European battlefields caused a large number of casualties.
The US government organized quality management experts such as Shewhart to develop wartime quality management standards based on mathematical statistics methods, and preached throughout the country, and was forced by the Ministry of National Defense to quickly resolve the quality of weapons and equipment. The quality of US military equipment has long been the world leader until today.
3. The third stage--based total quality management of system engineering
The quality of Japanese goods is well-recognized. The Chinese people bought hot rice cookers and toilet lids across the sea, but it was not the case before World War II. At that time, Japanese manufacturing was synonymous with “counterfeit and shoddyâ€.
Not only these industrial products, food and even cartoon characters in the picture are completely imitation of Europe and the United States, but the quality can not keep up with the original version, plagiarism can not copy the quality.
After the Second World War, General MacArthur, who was in charge of Japan, invited Dr. Deming to come to Japan to grasp the quality of production. Why did he invite him? Because he worked with Shewhart in the US private enterprise to implement the product quality management method based on mathematical statistics, its work has achieved outstanding results and has been highly recognized by the US Department of Defense.
After research, Dr. Dai Ming realized that it is not enough to promote specific quality management methods in Japan. What needs to be changed is the Japanese people's understanding of quality. For this reason, Dr. Dai Ming has been in Japan for 40 years since 1950. It has completely changed the quality thinking of Japanese nationals, led the quality management of all Japanese companies, and enabled Japan to take the lead in the stage of Total Quality Management (TQM) and even help Japan become a country with a high quality master.
Dr. Deming raised quality management to the height of systems engineering. For example, a parallel circuit composed of inferior bulbs would be more reliable than a series circuit composed of high-quality bulbs, which stems from different system configurations. Dr. Dai Ming believes that product reliability itself is a systematic project.
In Japan, Dr. Dai Ming carried forward the quality management science originating from the United States and entered a new stage of total quality management based on system engineering, helping Japan to completely remove the fake and shoddy hat. In order to express gratitude and respect, the Japanese set up the Deming Award--a medal bearing the face of Dr. Dai Ming. This award has now become one of the three most famous quality awards in the world.
4, the fourth stage - "zero defect" quality culture Japanese have a characteristic, they are very good at learning foreign advanced culture, which is very prominent in the process of introducing quality management science. They regarded Dr. Dai Ming as the godfather of quality, thoroughly and thoroughly studied his quality theories and methods, and implemented them in practice, and finally achieved Japan's quality power.
The theory and method are advanced, and it is also necessary to rely on the high degree of identity of the executor to play a role. It is easy to establish rules and regulations, and it is difficult to change people's minds. After Dr. Deming's great success in Japan, he hoped to promote these methods in American companies. He did not expect to suffer from cold reception everywhere. He had to sigh: the change of culture is the foundation of management change.
With the advent of sophisticated precision products such as rockets, satellites, and spacecraft, new quality conditions have emerged. Even though each component has achieved a good rate of 99.99%, one product has hundreds of thousands of components and one has failed. This may result in an overall failure of the product, so the reliability of the product is not high.
The American company Martin is a military enterprise specializing in the production of missiles and fighters approved by the Ministry of National Defense. At that time, it was responsible for the development of the Pershing missile, which could always fail. Almost everyone does not agree that the missile's components are too many, and the structure is very complicated. Of course, mistakes are inevitable.
After another failed missile launch, the general who presided over the launch was furious, and for the company's quality manager, Klausby, roared "a bunch of waste! You can't get anything without flaws!"
Klausby was touched. With a strong sense of professional responsibility, he put forward the concept of "Zero Defects" and specific plans, no longer satisfied with the good rate of 99.99% or higher, he asked for 100 %, although this is only a tiny difference in value, it is a qualitative leap.
The concept of zero defect means that the quality is completely in line with the requirements, rather than wasting time to calculate whether a certain hazard can be tolerated. The core is to “make things right the first timeâ€. This ultra-high quality requirement is of course difficult to achieve. It is not enough to rely solely on the rules and regulations. It is necessary to implement a “zero defect†quality culture in the enterprise.
5. Huawei's Quality Road On March 29, 2016, the award ceremony for the “China Quality Awardâ€, the highest government honor in China's quality field, was held in the Great Hall of the People. Huawei won the first place in the manufacturing field of the award.
The quality of products in mainland China is generally weak, and counterfeiting is prevalent. It is a bit like Japan before Dr. Dai Ming's transformation. However, Huawei is a unique show and even a world-class product quality benchmark. What is the secret?
In the China Quality Awards program of the focus interview, Huawei introduced the case of strict quality control. 17,000 new mobile phones were baked on the highway, although there were no problems in appearance, function and performance, but two After the year, failures may occur, and all were destroyed.
This case is not good. This is to promote the noble feelings of the company leaders who have suffered major losses for the sake of quality. In fact, this move can be done by other companies. Bai Jingqi did this in the past. In fact, Huawei's logic is very different from Bai Jingqi. It does not want to suffer major losses, but rather does not want to suffer more losses.
why would you said this? Different from Bai Jingqi's moral self-discipline, Huawei's move to destroy hidden danger mobile phones is based on its "zero defect" quality principle, which is adhered to for many years. According to this principle, if you take a positive attitude towards the identified quality, you will suffer more in the future. Loss. Simply put, Huawei's destruction of hidden danger mobile phones is a rational choice from cost considerations and long-term interests.
It is an unsustainable practice to entrust the quality of the product to the ethical self-discipline of the operator. It is very likely that the individual will be embarrassed. The true reliability is based on the quality rules of modern management science theory and the “zero defect†quality recognized by all members. culture. The above picture shows the work of Huawei's mobile phone quality director Ma Bing. His duty is to strictly abide by the "zero defect" standard and advocate the "zero defect" quality culture. The "zero defect" quality culture is no longer the personal opinion of the quality supervisor, but the overall of Huawei. will.
The establishment of the "zero defect" quality culture is not the boss's mobilization and announcement. It requires a solid quality system foundation. Huawei has worked hard for many years to build this foundation. Huawei's quality system started in 1998 with software quality. At that time, the CMM standard was promoted. The company attached great importance to this, requiring all R&D departments to send people to focus on production and even become a compulsory course for new employees' on-the-job training.
When the application of the CMM standard became more and more widespread after 2000, Huawei introduced the IPD from IBM. What is even more remarkable is that after painstaking research, Huawei has opened up two standard barriers and formed separate implementations. Effective at different levels of innovative integrated quality standards system.
In 2004, Shenzhen imitated the US Baldrige Quality Award (one of the world's three major quality awards), and established the first Shenzhen Mayor Quality Award. The evaluation expert group went to the door and mobilized Huawei to participate in the selection because experts believe that If Huawei does not participate in the evaluation, then the award is not convincing. Later, Huawei was undisputedly named the first Shenzhen Mayor Quality Award.
After the award, Huawei's quality management entered a new stage of quality traceback, and issued the quality traceback order No. 1, order 2, and order 3... This is similar to the foreign FRACAS, but it is more targeted and effective.
In April 2007, more than 70 senior and middle-level managers of Huawei held a quality seminar, which established Huawei's quality principles based on the “four basic principles of qualityâ€. This is the 11th in Huawei's quality history. The Third Plenary Session of the Third Plenary Session. After the meeting, Klausby's book "Quality Is Free" (free quality) was sold in Huawei. The supervisor sent the subordinates and the meeting was a gift. This unpopular book was actually hot in Huawei.
Klausby’s “zero defect†quality culture has been practiced in Huawei for nearly 10 years, and the results are remarkable, but this is certainly not the end of quality management science. When I communicated with Huawei's quality managers, I found that their understanding of "quality" is no longer an objective indicator of fast, long standby, and more durable products. It rises to the subjective feeling of users such as "customer satisfaction". Point to a new transcendence in the quality management theory of the product itself. Now, they have found a new core of quality work: quality is centered on customer satisfaction and continuous improvement is fundamental.
6. Ren Zhengfei's "Quality Culture"
Huawei's great success has aroused the attention of the industry. The low-key Ren Zhengfei has also been regarded as the IT godfather by the media. His words and phrases will be interpreted. The internal speeches that have been circulated are studied and studied as classics. What is the focus of his recent speech? His most recent emphasis is on "quality culture."
What is quality culture? Quality culture refers to the combination of quality awareness, quality ethics, quality behavior, quality norms, and the quality of products and services provided by enterprises in the production and management activities.
The scientific and technological media have had some analysis and interpretation of this, but I found that their mentality is actually chasing stars, and there is no special research on the issue of quality culture. In fact, the concept of "quality culture" is not the creation of Ren Zhengfei, but the quality masters Crosby and Professor Ishikawa (with "Introduction to Quality Management").
Those with innovative quality theory systems and methodologies can be called masters of quality. Shehart, Deming, Zhu Lan, Klausby, Taguchi, Ishikawa and others are world-recognized quality masters. According to this standard, there is no quality master in China, and Ren Zhengfei is not considered. However, Ren Zhengfei is an outstanding student of these quality masters. He learned to understand the most advanced quality theory and applied it comprehensively to Huawei's production process, and then achieved fruitful results.
I have studied almost all of Ren Zhengfei's speeches, but I found that he does not have any original concepts. I am afraid that many people disagree with this view because Ren Zhengfei's views are recognized as novel and unique. In fact, Ren Zhengfei's many unique viewpoints are the application points of the masters' theory in the production and management of enterprises. They belong to the application innovation of theory and practice. Ren Zhengfei is not a quality master, but a master of quality theory.
Ren Zhengfei has been studying the theory of quality masters, but the media only takes his quotations to worship, but does not learn the quality theory he has studied. This deviates from the direction and gradually drifts away. So what I call the media's propaganda report is chasing stars. How high is the level of Ren Zhengfei, but I don't report that he is a firm practitioner of Crosby's quality theory, and the star-studded report has no guidance or reference for other companies. .
The latest quality theory is in the clear, Ren Zhengfei, this old man can learn and apply, why can't other companies learn? In fact, this is an extremely difficult matter. After the great success of quality master Deming in Japan, it is difficult to promote his quality management methods in American companies. The quality master Hugh Hart's method was adopted by only ten companies before World War II. Later, because of the need for war preparation, it was implemented under the strong promotion of the Ministry of Defense.
Why is it so difficult? Because the new quality theory always breaks the previous organizational structure, and most enterprises are unbearable, and if the corporate culture does not reach the corresponding level, if it is hard, it may collapse.
"Doing things right the first time" is the core of the quality master Krauss' "zero defect" concept, and is the central idea of ​​his book "Quality Free." He believes that tolerance for shackles will result in huge investment in the later period, and zero-defect claims will bring the lowest cost, even free.
This claim was implemented by Huawei. The concrete manifestation is that Huawei refused to re-recognize the "firefighters." In the production line encountered a fault, an employee jumped out to solve the problem, such employees of course have to reward, and Huawei believes that this situation is unacceptable, because this shows that the design is defective and not noticed, even if this specific fault is solved There may also be other possibilities for failure, so it is necessary to push back. The reintroduction is not for the show, but for the rational choice of reducing costs, so that the companies that think about it are extremely rare, and I have not seen the second one in China.
7, feelings
Domestic IT companies are very provocative, and they can be blown up with little results, and Huawei's propaganda has always been a weakness. I often say that Huawei's technical strength is first-class in the world, but its propaganda ability is second-rate in China.
Recently, Huawei won the first place in China's quality award manufacturing field. This is the top quality honor in China. If you don't know where to go, you can't know where to blow it, but Huawei's propaganda is not good. If you don't read this article, Maybe you don't know about it.
Some media have asked me to write about Huawei's awards. If it is just touting how high the quality of Huawei's mobile phones is, how the leaders value quality, such an article is meaningless. Thinking over and over again, I decided to write a history of the development of quality management science, and made clear the history of development. The secret of Huawei's quality was also unveiled.
To sum up, the development of quality management science can be divided into four stages. The first stage is the full-time quality inspection from production, the second stage is the quality prediction based on mathematical statistics, and the third stage is based on the total quality management of system engineering. The four stages are the “zero defect†quality culture. The quality management level of domestic IT companies is mostly in the first and second stages, and very few are entering the third stage, and Huawei is the only domestic company that has entered the fourth stage.
China is still a weak country. When foreigners praise China, they will sigh China's speed, China's efficiency, and China's output, but they will not mention China's quality, and quality is the basis for the development of enterprises and even the country. I hope that more people will understand the quality management science, more enterprises learn and practice the quality management science, and the enterprise will enter the "zero defect" quality stage as soon as possible. The country will soon complete the leap of Japan and become a world-class quality power. I think this is the significance of promoting Huawei's China Quality Award.
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In the TV series "Da Zhai Men", there is a bridge section. Bai Jingye deliberately reduced two drugs in the pharmaceutical industry, saving thousands of money. After being discovered by Bai Jingqi, he summoned all the peers and staff meetings, and burned a value of 70,000. The finished medicine of silver, and let Bai Jingye read aloud to the ancestral training &...
There is a bridge section in the TV series "Da Zhai Men". Bai Jingye deliberately reduced two drugs in the pharmaceutical industry, saving thousands of money. After being discovered by Bai Jingqi, he summoned all the peers and staff meetings, and burned a worth of 70,000 silver. The finished medicine, and let Bai Jingye read the ancestral aloud aloud.