14 "Management Story" is all about the essence!

A boy mowing others' grass called a Mrs. Chen and said, "Do you need mowing?" Mrs. Chen replied, "No, I already have a lawn mower." The boy said, "I will help you pull out the weeds in the flowers." Mrs. Chen replied, "So is my lawn mower." The boy added, "I'll help you cut the grass flush with the corridor." Mrs. Chen said, "The people I invited have also done it. Thank you. I don't need a new lawn mower. " The boy hung up the phone. At this time, the boy's roommate asked him, "Aren't you mowing the grass at Mrs. Chen's house?" Why are you calling this number? " The boy said, "I just want to know how I did in the exam!" " " .

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This story embodies the first concept of ISO, that is, taking customers as the center and constantly asking customers' comments, so as to know their own advantages and disadvantages, and then foster strengths and avoid weaknesses, improve the quality of work and firmly grasp customers.

This is also an example of the practical application of the idea of "continuous improvement" in Article 6 of the Eight Principles of Quality Management. Can each of our employees make some continuous improvements in combination with their own jobs?

All employees can satisfy customers. For marketers, this can get customers with high loyalty. For each of our employees, only by always paying attention to our "customers" can the quality of our work be continuously improved.

This is also a communication problem. It is really difficult for a person to get a fair and objective evaluation. Does this story provide us with a good method?

Doing quality is passive most of the time, just a mode of continuing to solve problems after they appear. If you can take the initiative to find problems and solve them, it is a perfect quality management model. This also illustrates the essence of a quality manager.

Everything belongs to those who are prepared every day. Don't just think it will rain in the sky. It's impossible. Think with your head and do with your hands. Prevent things that should not happen in advance, and nip bad defects in the bud. Always believe that "risks can be prevented and defects can be prevented"!

2. The true story of parachute.

This is a true story between the US Air Force and parachute manufacturers in the middle of World War II. At that time, the safety of parachutes was not perfect. Even after the efforts of manufacturers to improve, the yield of parachutes produced by parachute manufacturers has reached 99.9%. It should be said that this yield is difficult for many enterprises to achieve even now. However, the US Air Force told the company that the parachute they asked to hand in must reach 100%. So the general manager of the parachute manufacturer made a special trip to the flight brigade to discuss this matter and see if this level can be lowered. Because the manufacturer thinks that it is almost perfect to reach this level, there is no need to change it. Of course, the US Air Force flatly refused because there was no discount on quality. Later, the military demanded that the method of quality inspection be changed. That is, from the parachutes delivered by the manufacturer a week ago, choose one at random, and let the person in charge of the manufacturer equip himself and jump off the fuselage in flight. After this method is implemented, the defect rate immediately becomes zero.

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Kōnosuke Matsushita, the god of Japanese management, famously said, "For products, it is either 100 or 0." Any product, as long as there is the slightest quality problem, means failure. Many people often have a "similar" mentality when doing things. Even if the requirements put forward by leaders or customers are reasonable, they will feel that the other party is very picky and dissatisfied!

We should maintain a refined attitude and a rigorous and meticulous work style towards product quality. Put yourself in the consumer's shoes. What does it taste like to eat a hair in a steamed bread made of yeast? Perhaps we will think that a bag of 65.438+million (or 65.438+billion) bags of yeast has only one hair, so there is no need to make a fuss. But for us, it is one in 100,000, and for consumers who eat hair, it is 100%. Imagine that if the success rate of one thing is only 99.9%, there will be 20 thousand drug mismatches every year; Every year, 15000 babies are born with the wrong arm; There are 500 cases of misoperation every week; 2000 letters are misposted every hour. After reading these data, we certainly hope that all people in the world can achieve 100% in their work. Because we are producers and we are also consumers.

3. The story of an old carpenter building a house

An old carpenter is preparing to retire. He told his boss that he would leave the construction industry and go home to enjoy family happiness with his wife and children. The boss didn't want to let his good worker go and asked him if he could help build another house. The old carpenter agreed. However, everyone can see later that his heart is no longer working. He used soft materials and inferior materials, but the works he made were rough, so the workmanship was very rough and the technology was more sloppy. After the house was built, the boss gave him the key to the gate. "This is my retirement gift to you." He was dumbfounded with shock and ashamed. If he knew he was building a house for himself, how could he do it? Now he has to live in a humble house!

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There is no denying that the old carpenter used to be an excellent talent and created a lot of wealth for the company, but he didn't do his job well at the last moment and forgot his duties at his own risk.

As employees, responsibility comes first. We should always take our work seriously and finish it well. Only in this way can we bring more profits to the company, and of course we will get rich returns.

There is always a way to improve the quality.

There is no discount on quality.

Our life is also like building a house. If we casually "build" our own life, we will not take active actions, but respond passively, refusing to strive for perfection in everything and not doing our best at critical moments. When we realized our situation, we were already trapped in the inferior "house" we built.

Imagine you as a carpenter. Think about your house. Every day you knock a nail, add a board, or erect a wall. Use your wisdom to build well!

4. The story of the telephone booth

Seeing that Germans are rigid and inflexible, college students studying in China deliberately play tricks on them. College students mark the words "male" and "female" on two adjacent telephone booths, and then hide in the dark to see what "die-hard" Germans will do. As a result, they found that people who called the telephone booth entered the pavilion without complaint, just like seeing the toilet sign. For a time, the "women's pavilion" was idle, and the "men's pavilion" would rather queue up than move to the "women's pavilion". We college students are too surprised to know why the Germans "stay" here. In the face of college students' questions, the Germans calmly shrugged and said, "Isn't the rule for people to abide by?"

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The rigidity of the Germans can make us laugh happily for three days in a row, and their seemingly reasonable explanation is enough to make some "domestic talents" who have always ignored the rules laugh their heads off. But how long have we been laughing and ignoring the rules? We always wisely believe that people who are willing to be bound by rules are not only "stubborn" but also "simple". Rules are dead, but people are alive. Why should the living be trapped by the rules of death? It is precisely because of this that we will lag behind others for many years.

5. The story of the young monk hitting the bell

There is a young monk who plays the role of ringing a bell in the temple. According to the regulations of the temple, he must ring the clock once every morning and once every night. After half a year, the young monk found the work of ringing the bell extremely simple and boring. Later, I simply "be a monk for a day." One day, the abbot of the temple suddenly announced that he would be transferred to the backyard to cut wood and carry water, because he was not qualified to ring the bell. Surprised, the young monk asked the abbot, "Isn't the clock I hit not on time? Is it loud?" The abbot told him, "Your bell is loud, but it is vague and weak, because you don't understand the significance of ringing it in your heart." The bell is not only the criterion of the temple's work and rest, but more importantly, it awakens the stubborn beings. Therefore, the bell should not only be loud, but also round, vigorous, deep and distant. If there is no clock in the heart, there is no Buddha; If you don't respect God, how can he ring the bell? "After hearing this, the young monk was ashamed, so he devoted himself to practice and eventually became a famous monk.

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The host in this story made a common-sense management mistake, which led to the result of "being a monk for a day and bumping into a bell for a day" because the host did not announce the work standards in advance. If the young monk knew the standard and importance of ringing the bell on the day he entered the temple, he would not be removed from his post because of slack.

Work standards are the behavior guide and assessment basis for employees. The lack of work standards often leads to the inconsistency between the efforts of employees and the overall development direction of the company, resulting in a lot of waste of manpower and material resources. Because of the lack of reference, employees tend to form complacency after a long time, leading to slack work. Work standards should be digitized as much as possible, linked with assessment, and pay attention to operability.

Now that you have a work standard, you should implement it well, don't discount it, and don't wait until the leader thinks you are not qualified for the job before you regret it!

The training of companies, departments and posts is very important. In order to let employees know what to do, it is necessary to set standards and do a good job in training!

Leadership-please pay attention to the system and training, so as to train employees, so you don't need to be so busy.

Employees-please abide by the rules to be competent for the job and will not be dismissed because of laziness.

6, Bian Que in medicine.

King Wen of Wei asked the famous doctor Bian Que, "Your three brothers are all good at medical skills. Which is the best? " Bian Que replied: "The eldest brother is the best, the second brother is the second, and I am the worst." King Wen was surprised and asked, "You are the most famous. Why is your eldest brother the most skilled? " Bian Que said with shame, "When Bian Que was seriously ill, I treated him. Most people have seen me perform major operations, such as pricking needles in meridians to bleed blood and applying medicine to the skin, so I think my medical skill is brilliant and my reputation has spread all over the country. My brother treated this disease at the early stage of his illness. Most people think that he can only cure minor illnesses, so his fame is limited to his own village. Besides, my eldest brother treated the disease before he got sick. Because most people don't know that he can eradicate the cause in advance, he is considered to be average, but in the opinion of medical experts, he is the highest.

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The above-mentioned "disease" can be understood as "quality accident". A "good man" is one who can eliminate quality accidents before the onset of "disease".

To prevent quality accidents, we should start with "minor illnesses". That is, nip in the bud. Ex post facto control is not as good as ex post facto control, and ex post facto control is not as good as ex post facto control.

Those who successfully handle quality accidents should be rewarded, and those who prevent quality accidents should also be rewarded.

Quality management is like seeing a doctor. You can't forget the foundation when treating the symptoms. Many enterprises hang the slogan of "quality is the life of the enterprise", but in fact there is a misunderstanding of quality management of "treating the symptoms but not the root cause".

The phenomenon of "emphasizing results over process" is caused by the following reasons: the result controller is recognized by employees and leaders for correcting management mistakes; Unknown process controllers are not easy to attract the attention of employees and leaders. Ultimately, managers enjoy superficial articles, but stay away from preventive pre-control and process control.

How to improve the execution of pre-control and in-process control? First of all, there should be a strong sense of quality management in the whole process from top to bottom. Secondly, each link has formulated detailed quality management standards. Third, use performance appraisal to change the unfavorable situation of the company. Fourth, customers and employees are the best quality improvers.

7.kangaroos and cages

One day, the city zoo found that the kangaroo escaped from the cage, so it held a meeting to discuss and agreed that the height of the cage was too low. So I decided to raise the height of the cage from 10 meter to 20 meters. As a result, kangaroos were found outside the next day, and I decided to raise the height to 30 meters again. I didn't expect to see all the kangaroos running outside the next day. The administrator was so nervous that he decided to raise the height of the cage to 100 meters. One day a giraffe was chatting with some kangaroos. "Do you think this man will continue to keep your cage?" Asked the giraffe. "It's hard to say." Kangaroo said, "If he keeps forgetting to close the door!" " "

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This is a typical putting the cart before the horse. They don't want to eliminate the root cause-"closing the door", but to raise the "cage".

When investigating quality problems, if the root causes of the problems are not found, then these quality problems will never be eliminated. At the same time, it will also increase the cost of enterprises-"heightening cages".

Therefore, as quality people, we should always ask ourselves, "Is our kangaroo cage closed?"

Step 8 remind yourself

An old lady sat on the side of the road and looked at a high wall not far away. She always feels that she will collapse soon. Seeing someone coming towards the wall, she kindly reminded: "That wall is going to collapse, so go away quickly." The person who was reminded looked at her doubtfully and walked grandly along the wall. The wall didn't fall. The old lady was very angry: "Why didn't you listen to me? ! "Someone came again, and the old lady gave advice. Three days later, many people climbed over the wall and left without danger. On the fourth day, the old lady felt a little strange and disappointed. She couldn't help walking to the wall and observing it carefully. At this time, however, the wall fell down, and the old lady was buried in dust and masonry and died.

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It is easy to remind others, but sometimes it is more difficult to remind yourself.

A falling wall will always fall down, so don't take any chances.

The same is true of doing quality work. We should always be alert to the risks in quality management, not only to remind others, but also to warn ourselves. At the same time, the best way to improve and eliminate risks is to have a sense of crisis and solve it as soon as possible. Otherwise, once the risk breaks out, it will hurt not only the company, but also yourself.

9.heaven

A kind Christian wanted to see the difference between heaven and hell after his death, so the angel took him to visit hell. A table of delicious food appeared before them. Life in hell is not bad. "Don't worry, you continue to watch." After a while, I saw a group of skinny and hungry ghosts file into their seats. Everyone has a pair of chopsticks more than ten feet long. However, because chopsticks are too long, everyone can get them in the end, but they can't eat them ... When they come to heaven, the same scene, the same table full of food, everyone also uses a pair of chopsticks more than ten feet long. The difference is that people around eat and they feed each other, so everyone is happy.

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This story reflects the relationship between the eight principles of quality management and suppliers. With the deepening of economic globalization, how to establish a stable cooperative relationship with suppliers, strengthen the quality control of suppliers, and establish a mutually beneficial cooperative relationship has become a serious problem for enterprises.

10, 1000 sheep

9. 1 1 Before the incident, US President Bill Clinton offered a reward of100,000 US dollars for the capture of terrorist leader Osama bin Laden. 9. After the11incident, the President raised the reward amount to $25 million. However, the Afghan people are indifferent to this. Later, after investigation by American intelligence agencies, it was not that Afghans thought that $25 million was too little, but that $25 million was an astronomical figure in the eyes of extremely poor Afghans. For them, solving the daily necessities and people's livelihood is the most important thing. As for those tens of millions of huge wealth, it is too far away-so the reward has become 1000 sheep. For a time, Afghans made a sensation, and they went into the mountains to find the whereabouts of bin Laden. A local said excitedly, "1000 sheep! God, this is a large flock of sheep! The richest family in our village has only eight sheep. If we can have 1000 sheep, our family will fall for several lifetimes. "

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Grasping customer needs is the key to success. We can't sell our products to any customers indiscriminately. For example, it is difficult for us to sell combs, shampoos and conditioners to monks; Sell the safe to beggars; Sell the camera to the blind; Selling high-end stereos to deaf people. For them, these products are useless.

We must always pay attention to the changes in customer needs and strive to adapt to and meet their needs. Haier is a successful model in this respect. In order to meet the different needs of different consumer groups in each region, Haier provides high-end products with the highest technology and the most expensive price for the Beijing market; Provide small, slender, small and exquisite "little prince" for Shanghai families; The "fruit and vegetable king" who provides a single row of fruit fresh-keeping rooms for families in Guangxi.

1 1, sudden salary

A guest went to his host's house. He saw that the chimney on his stove was straight and there was a lot of wood beside it. The guest told the host that the chimney had to be bent and the wood had to be removed, otherwise it might catch fire later, but the host didn't give any indication. Soon the master's house caught fire, and the neighbors rushed to put out the fire. Finally, the fire was put out. So the master cooked the sheep, slaughtered the cattle and gave a banquet to his neighbors to reward their contribution to the fire fighting, but he didn't invite the person who suggested that he remove the wood and change the chimney. Someone said to the host, "if you had listened to that gentleman, you wouldn't have to prepare a banquet today, and there would be no fire damage." It is very strange now that the person who gave you advice is not grateful, but the person who put out the fire is a guest! " The host suddenly realized that he quickly invited the guests who had given advice.

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Prevention is more important than fire fighting. When the guest tells the host that he needs "mutation" and "immigrant salary", he actually tells the host that he needs to prevent the fire, because "mutation" and "salary" are major hidden dangers of fire. Only by eliminating the root cause of the fire can the fire be prevented. Not only should preventive measures be put forward, but also the effective completion of improvement measures should be further tracked.

Monkeys and bananas.

There is a classic story in West Point Lab: Six monkeys are kept in a lab with some bananas hanging from their heads, but all the bananas are connected to a faucet. When the monkeys saw bananas, they were very happy to pull them and were soaked to the skin. Then the six monkeys know that bananas can't be touched. Then a new monkey went in, and there were five old monkeys (1 new monkey). When the new monkey saw the banana, he naturally wanted to eat it, but the five old monkeys knew that touching the banana would be soaked by water, so they all stopped it. After a while, the new monkey stopped asking and touching bananas. Then change to a new monkey. In this way, all the first six monkeys are changed, and the new six monkeys will not touch bananas.

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This story reflects the importance of training and unconditional implementation system.

Importance of training: the good experience of training is for everyone to enjoy. After training, we can make fewer mistakes and detours, and everyone is working in the same direction and in the right direction. Such a team or company will be in an invincible position.

This system must be implemented unconditionally. Because the system is a summary of experience. Failure to abide by the system is a mistake or a punishment.

As an enterprise, whether it can survive, develop and win in the market competition, quality will become the decisive force for the survival of the enterprise, but what determines quality? How to improve quality? Execute! -Or executed! The most important part of this "quality culture" is the most powerful quality engine, which promotes quality improvement and enterprise development.

13, the "funny" story of cars

One day, General Motors received a customer complaint letter: Our family has a traditional habit of eating ice cream as dessert after dinner every day. Because there are many flavors of ice cream, my family votes to decide which flavor to eat after dinner every day. After everyone decides, I will drive to buy it. But since I bought a new Pontiac recently, there have been problems on my way to buy ice cream. Whenever I buy vanilla, my car won't start when I get out of the shop. But if I buy other flavors, the car will start smoothly. This question sounds stupid. Although the general manager of Pontiac was suspicious of this letter, he sent an engineer to verify it. When the engineer went to this guy, he was surprised to find that the letter was written by a successful, optimistic and highly educated person. The engineer arranged to meet the man after dinner, so they got in the car and drove to the ice cream shop. That night, the vote was vanilla. When I bought vanilla ice cream and got back to the car, the car stalled again. The engineer came for another three nights as promised. The first night, chocolate ice cream, the car is fine. The next night, strawberry ice cream, the car is fine. On the third night, vanilla ice cream, the car was "funny". The logic engineer still refuses to believe that this guy's car is allergic to vanilla.

So he still won't give up and continue to arrange the same trip, hoping to solve this problem. The engineer began to write down all kinds of detailed information that happened from the beginning to the present, such as the time, the type of oil used by the car, the time when the car left and returned ... According to the data, he came to a conclusion that this guy bought vanilla ice cream less than other flavors. Why? The reason is the internal setting of this ice cream shop. Because vanilla ice cream is the best-selling flavor among all flavors, in order to make customers get it quickly every time, the store displays vanilla flavors in a separate freezer and puts the freezer in the front of the store. As for other flavors, they are placed at the back end far from the cashier. Now, what engineers need to know is, why is this car "funny" because it takes a short time from stalling to restarting? The reason is clear. It's definitely not vanilla ice cream. Engineers quickly emerged from the heart that the answer should be "steam lock". Because when this guy buys other flavors, it takes a long time and the engine has enough time to cool down, so there is not much problem when restarting. However, when buying vanilla flavor, it takes a short time, and the engine is too hot to allow the "steam lock" enough cooling time.

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Even if some problems seem really crazy, sometimes they really exist; If we look at any problems every time and look for solutions with calm thinking, these problems will look simpler and less complicated. Therefore, when you encounter a problem, don't respond directly. It's impossible and you haven't put in some sincere efforts.

To do quality, we must first believe the customer's complaints. Nobody is idle and bored. Find someone to complain and play!

A complaining customer is a real customer or a sincere customer attitude, so here it is! If everyone has this attitude, why worry about poor management of the company?

One of the quality improvement tools, "brainstorming" is a method of "knowing everything, saying everything, and the speaker is irresponsible", and the quality management principle of "fact-based decision-making method" is also reflected in this example.

14, three old people imagine the joke of the emperor.

It is said that three old people met one day, so they chatted and talked about the emperor. The first one is an old man who collects dung. He said, "If I become an emperor, I will order the dung on the east side of this street to belong to me, and whoever picks it up has the obligation to pick it up." The second is an old man who cuts wood. He glared at the first old man and said, "You only know how to pick up dung. Why did the emperor pick up dung? If I become an emperor, I will hit a golden axe and use it to cut wood every day. " The third one is an old beggar. He laughed and burst into tears. He said, "You two are really interesting. You are all emperors. Do you still need work? " ? If I become an emperor, I will sit by the fire and eat baked sweet potatoes every day. "

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These old people just want to break their heads and don't know how the emperor lived.

This story can make us engaged in quality management and people who study quality management think deeply. Because quality management is as vast and mysterious as fog; But at the same time, quality management, like air, often appears inadvertently around everyone; As a result, like these three old people, they don't really understand quality management, but many people dare to daydream.

This kind of daydream is ok if it is chatting, but it is terrible for some people who daydream about quality management to have the opportunity to play his daydream; As a result, these assumptions about quality management replaced the actual quality management, which led to the crisis of quality management.

Quality management first is humanity; Because it is called quality management, before it is called quality management, its main object should be the behavior of "people".

Quality management is an act designed and implemented according to quality objectives, so quality management and objectives form a corresponding relationship.

Behavior is closely related to the implementation environment, so quality management also depends on the environment when achieving its goals.

Quality management is both science and art; Quality management cannot be taken for granted. Successful quality management is unrepeatable, and the success of quality management always comes from innovation; Innovation needs the combination of knowledge and art.

postscript

"Quality begins with education and ends with education", focusing on the cultivation of quality consciousness, pursuing the transformation of people's consciousness and the popularization of quality management methods. The quality of full participation is the real quality. The more people involved, the more opportunities for improvement.

Quality is closely related to everyone, either directly or indirectly. No matter what type of work you are engaged in, you should be clear about your job requirements and the quality responsibility of your post, so that everything you do meets the requirements. "My job is guaranteed by me" is also a contribution to quality. Do you like this article? Share it if you like! Show it to more people!

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