The quality of any product directly determines its value and success in the market. Because of this, quality management in modern enterprise management has always been a topic that companies and academia continue to explore. Various advanced quality tools and processes have become necessary for business management, and how to put these in practice Combining production and business operations to achieve better results is also a crucial issue for corporate managers.
Recently, Dongfeng Cummins Engine Co., Ltd. was held in full swing with the "100-day quality zero defect" activity. The reporter interviewed relevant persons of Dongfeng Cummins. Dongfeng Cummins believes that outstanding product quality requires the cooperation and support of enterprise management systems, systems, culture, and Other aspects, of which execution is of utmost importance. If a company only has a quality management process and fails to implement these processes through strong execution and guarantees the optimization and smooth flow of the process, then nothing can be said. This is exactly the core goal of Dongfeng Cummins's "Zero Quality Zero Defects" campaign.
Strengthen process execution on two levels
Since entering the Chinese market, Dongfeng Cummins has always taken “zero defect in quality†as its ultimate goal. It has taken the lead in the engine industry to pass the ISO/TS16949:2002 automotive industry quality management system certification; at the same time, it has also combined the specific conditions of Dongfeng Cummins with product improvement implementation. The Committee (PIC), Product Quality Decision Committee (PQC), Engine Installation Review (IQA), and the seven-step work method further ensure full quality management. It is understood that the average defect value (OEM RPM) of the Dongfeng Cummins products at the entire machine manufacturer has reached 2813, that is, only 0.2813% of the defects are not recognized by the customer, far below the domestic industry average, and even lower than the average value of the European and American markets. The industry average, Dongfeng Cummins has therefore become the user's mind "stable and reliable" synonymous.
Behind the outstanding quality is a powerful execution. "Systems and processes are just tools. They are not used well. They are furnishings. If you want to do well, you have to make good use of these tools." Han Yudi, quality manager of Dongfeng Cummins, told reporters, “Quality management is also the same, there are good processes, and people need to strictly implement, otherwise it is empty talk.†At the same time, in the process of quality implementation, employees’ self-management, self-realization awareness and With increasing demands, managers should also lead and manage them to become non-institutional forces for strengthening quality management.
In this "100-day quality zero defect" campaign, Dongfeng Cummins started from two levels: First, to strengthen the ability of executives to implement the process, through the bottleneck process to open up, optimize the process, save company resources and achieve company goals; It is to strengthen the ability of operating workers to implement the process. Enhance the workers' skill level and quality awareness, and translate this awareness into real execution, so as to reduce the probability of defects and improve the quality level.
Four steps to create zero defect quality
Based on this idea, Dongfeng Cummins divided the "100-day quality zero defect" activity into four steps: plan initiation, self-checking, self-reconciliation, continuous cultivation, and final evaluation. Each department has developed a detailed plan for implementing the execution of the process and has defined the relevant responsible person, implementation content, and completion time node. According to these plans, each department will look for problems in the execution of the process, analyze the causes, solve and sort out the problems in a timely manner, and recommend good solutions to other departments to ensure that each department of Dongfeng Cummins has 100% execution capacity to the process. To achieve zero defect quality goals.
It is understood that the just-concluded self-examination and self-correction assessment competition is the focus of the entire "100-day quality zero defect" campaign. Self-checking and self-correction refers to mobilizing the initiative of each document executive to find the bottleneck of the process and then actively rectifying it. The purpose of this approach is to transfer the process management functions from the quality department to the implementation department. Because improving process execution is not just a self-examination process document, it is more important to formulate and carry out preventive measures for past problems. The executive departments are more familiar with their own businesses and the processes formulated are more targeted and easier to implement.
“This self-check and self-correction, we have inspected 14 process execution departments, such as import and export & logistics, machining technology, assembly process, warehouse management, customer service, etc., among which the import and export and logistics departments proposed separate packaging. Controlling the management process and confirming the supplier's packaging during new product development are very helpful to our follow-up quality improvement.†Han Yudi introduced.
The continuous cultivation of the third phase, on the basis of the first two phases, forms the mechanism of cultivation and solidification. In this way, the quality of Dongfeng Cummins can continue to maintain a stable level and state even after the event. The fourth stage is the method of summarizing and appraising and promoting excellent solutions to problems, so that the intelligence and experience of an employee and a certain department become the wisdom and understanding of the entire company, thereby promoting the improvement of the quality level of the entire company.
Four steps have optimized the Dongfeng Cummins quality management process from different stages and levels, improving its quality monitoring efficiency and execution efficiency. It is understood that the seven departments of comprehensive technology, machining technology, assembly technology, manufacturing engineering, import & export & logistics, customer service, and laboratory quality management are very effective.
Quality is an eternal topic. From the "big quality system" proposed by Dongfeng Cummins at the earliest stage to the current "quality process execution force", we can clearly see a strategic idea of ​​building the core competitiveness of Dongfeng Cummins by quality. We have reason to believe that under the guidance of this strategic thinking, Dongfeng Cummins' products will definitely exceed market expectations and gain more user recognition.
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