Do the right thing
Do the right thing
Do it right the first time
We have repeatedly explained how to "do the right thing right" in production and prevent "do the wrong thing right" or "do the right thing wrong".
Examples of zero defect quality management
Once, a student surnamed Zhang in Huizhou, Guangdong Province returned to the factory and began to practice the "DRTR" theory. He is in the welding department.
Our production supervisor, whose former working procedure is the casting and precision parts department, will directly lead to a large workload and high defective rate if the quality of the products delivered by the former working procedure department to the welding department is defective. Director Zhang designed one
The former station defect statistics table truthfully counts all kinds of defects delivered by the former process department to the welding department every day, and submits this table to the former process department for improvement. In addition, he strictly enforced it in the welding department.
Many enterprises know but don't implement the principle of "don't accept defects, don't make defects and don't deliver defects".
Every employee in the welding department is a qualified quality inspector. As long as it is a defective product delivered in the previous process, it can quickly make an accurate judgment and resolutely reject it. As a result, the employees and supervisors of the previous process department were very cautious and never dared to hand over the unqualified products to the welding department easily.
Director Zhang actually did a very simple thing in production management. He first confirmed that it was the "right thing" in production, and then began to "do the right thing".
The effect of "DRTR" implemented by Director Zhang is that the number of people in the welding department is reduced by more than 30%, and the process defect rate is controlled within 250PPM.
How to realize zero defect quality management in enterprises
After crosby, the "father of zero defects", abandoned medicine to engage in quality work, he found that everyone was unwilling to get things right the first time and always tinkered afterwards. The reason for this absurd phenomenon is that everyone accepts the concept that "people are not sages, to err is human". How much quality failure cost and efficiency loss cost did this idea directly lead to? It's really hard to estimate.
One of my favorite questions is, what is the importance rate of the following inspection items? Most people's answers are: source inspection 20-50%, independent inspection 10-20%, full-time inspection.
30-70%。 The so-called source inspection is to confirm the drawings, samples, first parts and process conditions in production; Self-inspection is the self-inspection of employees; Full-time inspection is a special inspection activity of quality inspectors.
The above answers make the author somewhat ironic every time, and the importance of full-time inspection accounts for about 70%. No wonder some enterprises only have about 65,438+10,000 employees, but quality inspectors have more than 65,438+10,000 employees.
What are these quality inspectors doing? Many times, they "either choose bad products from good products or choose good products from bad products". How can such a quality management idea create "zero defects"?
Zero defect quality management
The key point is to check the source, which is what we just said, "do the right thing first." Pre-analysis can reduce the cost of post-modification "zero defect" is a measure of "before" rather than "after"
The "now" exercise. The core of "zero defect" is prevention, focusing on analysis, which has two meanings: one is to find the cause, and the other is to control. Wouldn't it be great if you made a mistake at the beginning and the employees executed it correctly?
Is it to speed up the increase of defective products? "DRTR"-it really deserves our deep reflection and good implementation by every production supervisor and quality supervisor.
What can't be ignored in implementing "zero defect" is the change of company quality culture. A quality manager asked, "Does zero defect require employees to be 100% correct and not to make any mistakes?" What if there is a mistake? "
Solve? If the enterprise requires employees never to make any mistakes, does it stifle their work efficiency and work innovation spirit? "This reminds me of a conversation with the general manager of a company, and I said to him," Where are the wise men?
Smart because you don't make repeated mistakes, stupid people are stupid because they make repeated mistakes; So, what can't go wrong? That's not a person. Have you ever met anyone who doesn't make mistakes? "Of course, this one
This is just a "one-line program". In quality management, we hope to "do it well the first time" instead of spending a lot of money to correct mistakes after making them. Therefore, we emphasize the implementation of the "zero defect" system.
At the same time, we must first change the quality management culture.
"Three No Principles" of Zero Defect Quality Management
"Zero defect" is not that you are not allowed to make mistakes, but that you are not allowed to make the same mistakes. "Zero defect" management can be simplified as "three noes": don't be afraid of mistakes, don't let them go, and don't repeat the same mistakes. An enterprise is implementing "zero"
Before the "defect" system, their quality culture was: "Once employees are found to have done something wrong, they will be punished", that is, "they should have done it right, and they deserve it if they did it wrong". Therefore, whenever there is a problem, the employees of this enterprise first think of
Why not hide it, which leads to more and more factory problems and out of control. Later, the company changed it to "reward you for doing the right thing and help you improve if you do the wrong thing", and many problems in the factory were quickly "clarified" and solved smoothly.
Absolutely. When employees learn to find, analyze and solve problems, enterprises will have a solid foundation for implementing the "zero defect" system, and the change of quality culture will become the implementation of zero defect quality management.
The soul of the system.
Then, "DRTR" emphasizes "doing the right thing the first time", and the above-mentioned "three no zero defects" emphasizes "don't be afraid of making mistakes and never make them again". Is it contradictory to "DRTR"? How should enterprises realize zero defect quality management?
What I want to explain here is that in an enterprise, are there many old problems or new problems in quality accidents? The answer is definitely that there are many old problems, accounting for about 70%. What do you mean by the old question? This shows that we are committing a serious crime.
One mistake after another shows that we have not solved the old problems, which shows that we are numb to the old problems. Won't solving these 70% old problems greatly reduce our bad rate?
From the "three zero defects" of quality management to the implementation of "DRTR", continuous improvement is needed; In this process, the production supervisor must always ask employees to confirm the processing quality of parts in the previous process, the technical and technological requirements and processing quality of this process, and the quality of finished products delivered to the next process. In this way, the implementation of "DRTR" can be based on evidence, and zero defect quality management is no longer just beautiful for enterprises.