Quality is the life of an enterprise. This has become people's common understanding. Under market economy conditions, if an enterprise wants to survive and develop, it must strengthen quality management to make its products or services satisfy customers. And through high-quality products and services, we enhance the company's core competitiveness and occupy the market. Quality Management and Operations Management The establishment of full-time inspectors and quality departments in enterprises should be said to be an improvement in quality management work, which will help improve the efficiency of quality control and strengthen quality management work. However, this has also led to some misunderstandings, believing that the key to quality lies with inspectors and quality control departments. Even many business operators believe that quality is the responsibility of the quality department, creating a disconnect between quality and management. Many companies with good performance have realized this reform and transformation in quality management thinking, integrating quality management with business management, and adhering to a quality-centered business philosophy, that is, quality management. In the course of their operations, they always regard providing users with satisfactory products and services as their corporate philosophy and responsibility, and throughout the entire process of business operations, they investigate users' needs and satisfy users' needs and potential needs to the greatest extent. On the one hand, quality management must adhere to quality-centered management, to pursue the benefits and development of the enterprise with products and services that meet user needs; on the other hand, it emphasizes that quality management must serve the business objectives of the enterprise and adapt to changes in the economic environment. , in view of business problems, use quality management ideas and methods to solve problems and continuously improve. In the mid-1970s, Japanese companies focused on the quality assurance of design and development in response to the diverse quality demands of the market. In the 1980s, the focus of quality management shifted to the rationalization movement (Taiwan-funded companies may also be called governance groups) , strive to reduce costs and maintain product competitiveness; in the 1990s, quality management highlighted environmental protection, saved limited resources, and adapted to the needs of the new competitive situation. The implementation of Japan's total quality management directly contributes to enterprise management activities. This successful experience is also worth learning and learning from. Quality management runs through the entire process. Feigenbaum, a famous American quality management expert, proposed Total Quality Control (TQC), which marked a further scientific understanding of the process of quality formation. In the past, simple inspection could only distinguish qualified products from defective products, but could not fundamentally guarantee that defective products would not be produced. As Deming said: "The purpose of inspecting defective things and throwing them away has become It is late, inefficient and costly. Quality does not come from inspection but from process improvement. Experts believe that high-tech and complex products, especially products related to reliability, cannot be guaranteed by inspection alone. Reliability inspection of products such as computers, televisions, automobiles, etc. requires a long period of testing. Moreover, these destructive inspection items are very costly and cannot be carried out in large quantities. In addition, due to errors and missed inspections during inspection, it can be said that the effect of inspection on quality assurance is limited. To produce products that satisfy users, we must conduct preventive management of all aspects of quality formation, from market research to demand planning, design and development, manufacturing, sales, and service. Each department must implement quality functions and implement quality functions. Review and improve the situation to ensure that the final product always meets user needs. In the production and manufacturing process, most companies control and prevent the factors that have an impact on quality, such as people, machines, materials, methods, environment, measurement, etc., and strive to minimize unqualified products. There are not many companies that have good control and preventive management of their sales and service processes. Now it is necessary to adapt to the needs of the market economic system, extend quality control and preventive management from production and manufacturing to both ends, and form a whole-process quality management for the market and users.

Quality management focuses on the basics. A large amount of work in enterprise quality management is the daily work that everyone does every day - investigating and analyzing every data; making no mistakes in drawings; maintaining every machine; and strictly executing Work standards, operate according to the work instructions; do not produce substandard products during manufacturing, do not accept substandard products, do not flow substandard products into the next process; accurately check every dimension, do not neglect every dimension; do not make assembly errors, Missing inspections; keeping the environment clean and tidy every day; enthusiastically providing after-sales service to users; these tasks may seem simple, but if everyone can persist in doing these simple tasks every day, they will lay a solid foundation for corporate quality management. Fundamentally, as Deming said: "Quality does not need to be amazing." It takes two years for foreign companies to train a truly qualified labeling worker on the production line. It is not difficult to apply a trademark. Why does it take so long? The difficulty lies in doing a simple job thousands of times. This shows the importance of basic work. What about in our country? Haier Zhang Ruimin once gave a classic example: If a Japanese is asked to wipe the table 6 times a day, he will be meticulous and wipe it 6 times a day; while our Chinese employees may wipe the table 6 times on the first day and 6 times on the second day. , wipe it 5 times on the third day, and 4 times on the fourth day... This is why the quality of our products is still far behind those of Germany, Japan and other countries. In addition, there should be no fixed concept in terms of quality standards. What was qualified yesterday may not be qualified today. In order to adapt to the improvement and changes in user needs, companies must catch up with and surpass competitors. Carry out continuous and organized improvement activities on products, services and management foundations. Compared with the improvement of inherent technology (using new equipment, new materials, etc.), the improvement of quality management involves many people, has a wide range of influencing factors, is more difficult, and the effect is not obvious in the short term, so it is often difficult to attract people's attention. However, as long as continuous improvement is made, especially the improvement of basic work, it will have a great effect on enhancing product quality and competitiveness. The following measures can be used to strengthen the company's quality management. Specific measures vary from factory to factory. 1. Change of concept 1. Deming said: "Companies cannot buy high-quality methods. This process must be achieved through senior management." Whether a company's quality work can be effectively carried out is inseparable from the support of the company's top management. In addition, from my experience, the reason why many companies implement ISO9001, TS16949, etc. is just for the need to obtain orders, and it is carried out passively, thinking that through certification, orders will come one after another, without ever considering the system. Is it valid? As everyone knows, the real purpose of implementing ISO9001 and TS16949 is to enable the healthy development and continuous improvement of the system. 2. Whole-process quality management, implement quality management in the entire process of design-purchase-production-sales-use-service, and use some effective means as much as possible, such as: analysis of potential failure modes and consequences, statistical process control, Product quality advance planning and control plans, production part approval procedures, and measurement system analysis (it is not necessary to implement TS16949 to do these) to prevent the occurrence of defects and reduce the frequency of defects. 3. Quality management for all employees. Product quality assurance is not just a matter of the quality department. 4. Users come first, establish the concept that the next process is the user, and the service object is the user. 5. Combine strict control with active prevention, and focus on prevention. "Prevention is better than firefighting." The quality department should not just be a firefighter who is busy working. 6. In the quality management process, a variety of control techniques are combined. Such as brainstorming, 5Why analysis, QCC, and the use of seven quality control techniques. 2. Pay attention to on-site quality and its influencing factors. On-site quality refers to how to strengthen process management at the production site, do a good job in inspection, and actually produce product quality according to product design, that is, on-site manufacturing quality. On-site quality management is to control manufacturing quality. And the management of related work quality, its main influencing factors include people, machines, materials, methods, environment, measurement, etc. Now some companies have added a management (Management) to become 6M1E, which makes sense.

1. People - low operating skills, unskilled technology, not operating according to the work instructions, insufficient quality awareness, and failure to perform self-inspection and mutual inspection, etc. 2. Machine--the equipment is not well maintained, the accuracy is reduced, and there is no spare parts plan for key components, etc. 3. Materials - Incoming materials do not meet the requirements, causing trouble to subsequent production. 4. Processing methods - unreasonable processing methods, inaccurate tooling, etc. 5. Environment - the impact of temperature and humidity on reliability and electrical performance; the impact of lighting, noise, etc. on employees. 6. Measurement - the equipment is not regularly calibrated, the accuracy and measurement results are inaccurate; the personnel's operating techniques are inconsistent, etc. 7. Management - Dr. Julan believes that most quality problems are management errors rather than technical problems at the working level. Overall, he believes that deficiencies in management control account for more than 80 percent of all quality problems. 3. Key points of on-site quality management 1. Strengthen process management and continuously improve the process to keep the manufacturing process in a stable and controlled state. 2. Reasonably select inspection methods and methods, combining first inspection + patrol inspection + random inspection + fixed-point inspection. 3. Strengthen the promotion of quality awareness and make the concept of quality deeply rooted in the hearts of the people. 4. Establish a quality assurance team with a complete organizational structure and well-trained personnel, and allocate quality assurance manpower according to the production scale. 5. Keep abreast of quality trends, go deep into the scene, and focus on the scene. 6. Conduct statistical analysis of defective products in a timely manner. If the responsible person and the reason are not found, "don't let it go"; if no preventive measures are proposed, "don't let it go"; and the parties involved have not been educated and "don't let it go." 7. Process control, and perform statistical process control (SPC) of key work stations. 8. Implement 5S work well and a clean and tidy working environment is the basis and prerequisite for quality management. 9. Strengthen the training of employees' work skills and make the training practical instead of just a formality. 4. The application of PDCA cycle in the management process In order to enable quality management work to be planned and carried out step by step, in the 1960s, American quality management expert Deming summarized the quality management process into four based on Shewhart's research. There are closely related work stages, namely: Plan, Execution (Do), Check (Check), and Process (Action). This is the PDCA cycle of quality management, also known as the Deming cycle. In fact, the PDCA cycle is not only applicable to quality management, but also to other aspects of management. P stage: Based on user needs and with the goal of achieving the best economic results, through investigation, design, trial production, technical and economic indicators, quality goals, management projects, as well as specific measures and methods to achieve these goals, and the implementation of responsible persons . Stage D: It is to implement the plans and measures formulated. Phase C: After implementing a phase, check the implementation status and effects against the predetermined plan and goals, and discover problems in a timely manner. Phase A: Based on the results of the inspection, take corresponding corrective measures, or revise the original plan, or find new goals and formulate new plans. The end of the summary processing phase is the beginning of the next PDCA cycle. To sum up, the PDCA cycle has the following three characteristics: First, the PDCA cycle is like an annual ring that rotates clockwise, constantly rotating and circulating. Second, the PDCA cycle is a comprehensive cycle. Under the guidance of the overall PDCA cycle of the enterprise, all levels, departments, teams and individuals, as well as each link of production, have their own PDCA cycles. Therefore, large rings are nested within small rings, each link is interdependent, and they are interdependent and complement each other to form an organic whole. Third, the PDCA cycle does not rotate in place, but advances and improves in the cycle. Every time it cycles, it improves one step. With the continuous upgrading of the PDCA cycle, work quality and product quality are constantly improved and improved.