Zhu Lan's personal profile: Dr. Joseph H. Zhu Lan is a world-famous expert in quality management, and his ideas and methods of quality management have always influenced the development of quality management in the world and the world. His "Quality Planning, Quality Control and Quality Improvement" is called "Zhu Lan Trilogy". He first introduced Pareto principle into quality management. Management Breakthrough and Quality Planning are his classic works. The Quality Control Manual edited by Dr. Zhu Lan is regarded as a masterpiece of quality control science in the world today. He has made outstanding contributions to laying the theoretical foundation and basic methods of total quality management. He has held nearly 300 exhibitions in more than 30 countries on all continents. Quality control management ",which trained about 20,000 managers and experts. At the beginning of 1982, he was invited to give lectures in China. His honors include more than 30 medals, memberships and honorary memberships awarded by professional associations and honorary groups in 12 countries. Zhu Lan's main quality management theories and remarks: Zhu Lan's theory core and quality ternary theory: Zhu Lan's theory core: management is continuous improvement.
Quality ternary theory: 1) quality plan-quality plan is necessary to establish working procedures that can meet quality standardization. 2) Quality control-In order to know when to take necessary measures to correct quality problems, quality control must be implemented. 3) Quality improvement-Quality improvement helps to find a better management method. "Quality is a kind of usability. The so-called' suitable for use' means that the product can meet the needs of users during use." "Facts have proved that TQM has brought a strong voice, a new working motivation and a new management method to enterprises. To this end, we must go all out for TQM and make persistent efforts. Because TQM provides a new management method and system for our enterprise operation. " Zhu Lan Heranfa Bukington, currently the president of the American Zhu Lan Institution, is the granddaughter of Dr. J.M. Zhu Lan; Bukington is the chairman of ASQ and the judge of the National Blue Ribbon Enterprise Award. The following is his evaluation of ISO 9000 standard: Although ISO 9000 is naturally adopted, it has actually become a license for the global market (especially in Europe). The advantage of ISO 9000 is that it defines a comprehensive quality system for the company, and its certification process frees the enterprise from the burden of multiple evaluations. However, the deficiency of ISO 9000 is that it contains the necessary elements to achieve world-class quality, such as: incorporating quality objectives into enterprise plans;
Revolutionary quality improvement; Training and popularization of quality management knowledge; Employee participation; Quality improvement responsibility of senior leaders. Zhu Lan's Breakthrough Course and Dr. Zhu Lan's Breakthrough Course integrated his basic theory.
Here are seven steps in this process:
1. The management must prove the urgency of the breakthrough, and then create an environment to achieve this breakthrough. To prove this need, it is necessary to collect information to explain the seriousness of the problem, and the most convincing information is the quality cost. In order to get enough resources to carry out the reform, the expected effect must be expressed in monetary form and displayed in the form of return on investment.
2. Highlight a few key projects and find out the key minority among many problems. Analyze with Pareto method, highlight the key minority, and then concentrate on priority.
3. Seek a breakthrough in knowledge and set up two different organizations to lead and promote change-one can be called "steering committee" and the other can be called "diagnosis group". The Steering Committee is composed of senior staff from different departments, and is responsible for making change plans, pointing out the causes of problems, authorizing pilot reforms, and helping to overcome resistance and implement solutions. The diagnosis team is composed of quality management professionals and department managers, who are responsible for getting to the bottom of the matter and analyzing problems.
4. Analyze the symptoms of the diagnosis problem, put forward assumptions, and find out the real reason through experiments. Another important task is to decide whether the appearance of defective products is the responsibility of operators or managers. (If it is the responsibility of the operator, the following three conditions must be met at the same time: the operator clearly knows what he is going to do, has enough data to understand the effect of what he is doing, and has the ability to change his work performance. )
The key task of deciding how to overcome the resistance to change must be clear about the importance of change to them. It is absolutely not enough to rely solely on logical argument. They must participate in decision-making and formulate the content of change.
6. To make changes, all departments that want to make changes must work together in Qi Xin, which requires persuasion. Every department should clearly know the seriousness of the problem, different solutions, the cost of the change, the expected effect, and estimate the impact and impact of the change on employees. Be sure to give enough time to brew and reflect, and put forward appropriate training.
7. Establish a supervision system. In the process of reform and implementation, there must be an appropriate supervision system to regularly reflect the progress and related emergencies. Formal follow-up work is extremely important for monitoring and solving unexpected problems throughout the process.