Requesting an article on learning experience of quality management in electric power enterprises

Running a business is not a charity. It is a sin for a business not to make money. The goal pursued by a business is to create profits. In order to achieve this goal, we must have an efficient team, high-quality products, and low-cost input. Team members need to have: A is not the first to run a business, but will close it second; member B must have the spirit of not being afraid of difficulties, not shrinking, and not giving up until the goal is achieved.

—, Quality Management

Competition in the external market is nothing more than quality, price, and service. Whoever wants to dominate the market must obtain quality, price, and service. Absolutely ahead.

I have experienced some companies that all have the following problems. In order to achieve output value and output targets, a large amount of manpower and working hours are invested, which in turn results in low quality of new employees, multi-tasking, and low efficiency.

From the perspective of quality management:

1. A large number of new employees lack quality control awareness.

2. Grassroots cadres lack practical experience in work education.

3. The whole company is busy pursuing the target output value, and blind spots of problems continue to occur.

4. Although the problem has been analyzed, the implementation is very poor and the execution is lacking (first-rate speech, second-rate writing, third-rate work)

5. The quality of people needs to be educated, and the production process To improve, product yield must be increased.

Internal quality management

1. Internal quality management covers three levels: current products, on-site and on-site personnel. (i.e. product quality, process quality and people quality). Only high-quality people engaged in R&D and production in the best process can produce excellent products.

2. Product quality must be determined by 4MIE (man, machine, material, method, environment) in the production process. In particular, the quality of people is the key to determining product quality.

3. Quality exception handling: QC techniques (hierarchy, checklist, control chart, scatter chart, fishbone diagram, histogram, Plato) should be used to analyze the bad factors, but the most important thing is Regarding the implementation of corrective countermeasures and preventive measures, in general, the main unfavorable factors in factories are human management, with material abnormalities being the most common. Human management errors are often the biggest cause of product rework and customer complaints.

4. Countermeasures: Improve people’s quality through education and training, and implement quality improvement measures.

A: Short-term (immediate execution)

Use QC methods to discuss problems, implement countermeasures carefully, and follow PDCA (PLAN, DO, CHECK, ACTION) to consider how to do it from different angles from time to time improve.

B: Mid-term (effective training measures)

Implementation class QCC activities (two hours per week) are based on the quality status reflected in the reports for each position over the past week (of course, at least the reports must (is real) allow operators to raise opinions and questions about quality management, giving them a sense of participation, thereby increasing their sense of responsibility. Brainstorming, QC techniques, quality improvement proposals, QCC competitions, etc. can be used in quality control circle activities. Management training measures.

C: Long-term (active education and training)

1. Fully implement pre-service, on-the-job, key, and opportunity quality education from time to time or as planned.

2. The company holds annual quality control circle competitions, quality essays, drawings, quality slogans, quality speeches and other awareness education to condense and form the company's entire quality awareness, thereby enhancing the invisible quality of all employees. Quality concept.

3. Implement the spirit of ISO9000 and teach all employees that ISO is a daily work standard, rather than a temporary review and audit. If the ISO spirit is fully developed horizontally and vertically within the company, all employees of the company will be censor.

2. Production Management

Management is to prevent past problems from recurring, to come up with solutions and implement improvements; it is to predict future problems in advance. and make countermeasures. If a problem occurs, figure out how to correct and minimize the problem in the shortest possible time, and implement it immediately.

The focus of production management is high quality, low cost and fast delivery, which is commonly known as Q C D (QUALITY COST DELIVERY DATE). Whether it is the spirit of ISO, PDCA or target management, the most important thing is to decide Things must be followed.

Production management must manage overall productivity. Overall productivity = quality yield rate * production efficiency * machine movement rate * target compliance rate * turnover rate.

How to improve overall productivity?

1. During implementation, practical education and training for grassroots cadres mainly includes four basic trainings: work instruction, work methods, work improvement, and work safety (line inspection and immediate guidance for improvement is the most commonly used method)

2. Discuss efficiency improvements:

A. Process balance

B. Source management

C. Break through process bottlenecks (for process You must be able to answer the following questions:)

a. Question: What is the current bottleneck?

b. Reason: What should be changed?

c. Goal: What do you want to change?

d. Plan: How to change?

3. The machine turnover rate is increased by adopting a shift system, etc.

4. The target compliance rate is achieved by tracking and revising the production plan in a timely manner through quarterly reporting (every two hours) And implement additional additions to achieve the goal

3. Cost (COST) control

Cost is the sum of expenditures on materials, labor, and expenses.

How to control costs?

1. Materials

A. Purchase unit price: Ask manufacturers to reduce prices and find new manufacturers.

B. Technical improvement: Improve the process and find new alternative manufacturers.

C. Loss management: Defects will be recorded and wages will be deducted for human reasons; the process will be corrected and prevented.

D. The prevention of bad materials requires that the BOM list be 100 accurate, and design changes be carried out according to the actual implementation.

2. Direct labor

A. Production improvement: Pursue production performance.

B. Personnel adjustment: Implement a human support system.

C. Technical quality: Implement multi-skilled training for personnel and QCC improvement activities.

3. Manufacturing expenses

A. Employment expenses: fixed staffing and overtime work due to improvement measures.

B. Reasonable use of resources: Consider whether an assembly line can have more personnel (to reduce the fixed power consumption of multiple assembly lines themselves, assembly line wear, etc. costs).

C. Miscellaneous expenses: fixed budget system.

D. Energy costs: Teach employees the habit of turning off water and electricity.

Conclusion:

As a company manager, you must always take the company's operating performance as your responsibility, work hard to create profits for the company, and grow with the company's growth!