When encountering quality problems, don't look at it as complicated, and start with the operation actions of employees. Many people will have many thoughts in their hearts when doing exercises. These thoughts are caused by human habits. As long as these habits can be eliminated or controlled, the improvement effect will be good. So the movements are not difficult to do, the difficult thing is not being able to do the following:
1.The standardization and optimization of employee actions is the first idea to solve quality problems.
In the final analysis, many quality problems are caused by the irregular operation of employees, which is easily overlooked by many companies.
Many of the cases we have done have not made any special improvements in technical equipment, but only standardized and optimized the actions of employees, and the effect is obvious. Therefore, when encountering quality problems in the future, don't take it too complicated, and start with the operation actions of employees.
2. To carry out lateral control is to check each other.
Horizontal control is to check and isolate problems at all levels, and check each other in place. This is a very effective method.
3. Troubleshoot problems in a large area and solve problems at the point.
We have achieved results by checking out quality problems every day.
No matter how many problems are found, they must be solved one point by one point. At the same time, do not solve too many problem points. It is also possible to check all previous problems of this part before production, and then assign responsible persons to solve it bit by bit. This kind of investigation method is also a very good method.
To improve quality, in addition to mastering the above three points, we must also pay attention to how to change people.
4. To change people.
Trust employees when encountering quality problems.
"How self-nature can produce all kinds of dharmas." Human nature is actually great, so you have to believe in employees, you have to believe that so many problems are not solved because you didn't do them, you didn't manage them, and you have to believe that the problems are actually very simple .
5. When restraining employees, we must persist in pain.
When doing motion control cards to restrain employees, it is very painful for employees, but they must persist.
Why didn't it work? It's because the employees were not strictly restrained before. Once the employees were restrained, they felt uncomfortable and would not cooperate. They always If you don’t cooperate with us, there is nothing you can do. Therefore, we have to pass this test.” When employees suffer from constraints, we must persist.
6. Do not doubt in the process of persistence.
This is the case for a certain project. When the horizontal control was pushed at the beginning, everyone refused to issue tickets to each other. What should I do? Send auditors to break the deadlock, if you don't issue other people's tickets, I will issue yours, and the results will come out immediately. Therefore, we must not doubt in the process of persistence. Once we start the plan, we must stick to it to the end.
In fact, there is no right or wrong in management. Why do many companies have little change even after they have adopted ISO, ERP, and KPI? Because the enterprise has not done these strict things deeply, only touch the simple. Enterprises have the habit of always doubting and hesitating while doing things, and always watching while walking. At this time, determination is very important. If you want to control your thoughts, you must do it without thinking.
7. The focus of quality improvement is not to change things, but to change people's habits.
The final result of quality improvement is not reflected in the increase in the pass rate and the decrease in the defect rate, but in the change of employees. Because the ultimate goal of quality improvement is to enhance the quality awareness of employees and create a corporate quality culture.
Don't think that the quality actions of employees can only be changed after changing their quality awareness first. Quality awareness comes from quality actions. We must first change actions to bring performance, and then change awareness. Therefore, quality improvement should focus on changes in employees, and focus on various meetings, publicity, and commendations, because these actions can form an atmosphere and culture, and only in this way can people be changed.
8. In the process of quality improvement, we must give up the inherent concept.
Don't think that the past experience is right.
First of all, let employees jump out of this misunderstanding. Don't think that what you have been doing is right. You must have the courage to examine yourself and deny yourself, so that you can improve and improve.
9. It is not difficult to improve the movement, but the difficulty is persistence!
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