"Zero defect", also known as zero defect ZD, is guided by abandoning the theory of "the inevitability of defects" and establishing the concept of "no defects", requiring producers to do their work accurately with a serious attitude from the beginning and make reasonable arrangements from the requirements of product quality, cost and consumption, delivery date and so on. Instead of checking afterwards to correct it. Philip. B. Crosby, a management thinker who is known as the master of global quality management and the father of "zero defect", put forward the idea of "zero defect" in the early 1960s, and promoted the "zero defect" movement in the United States, then spread to Japan, and fully promoted it in Japanese manufacturing industry, which made the quality of Japanese manufacturing products improve rapidly, reaching the world-class level, and then extended to all fields of industry and commerce. In recent years, the concept of zero defect quality management, as a western management method, has had a far-reaching impact on the management of Chinese enterprises. Zero shortcomings do not mean that there are absolutely no shortcomings, or that shortcomings must be equal to zero, but "the ultimate goal is to make shortcomings equal to zero, and everyone should strive to be defect-free within their own responsibilities."
Crosby believes that quality system is prevention. Prevention mentioned here refers not only to the prevention of quality problems, but also to the forward-looking discovery of customers' potential needs, so as to create "zero defect" products and services that perfectly meet customers' requirements. Therefore, zero defect management emphasizes prevention system control and process control, and makes things right for the first time to meet the requirements of promised customers. Carrying out zero-defect activities can improve the sense of responsibility of all employees for product quality and business quality, thus ensuring product quality and work quality. "Zero defect management" is not a fixed framework, nor is it the authority of enterprise management. It should continue to develop, enrich and improve itself. The formation process of "zero defect management" is a dynamic development process, that is, the internal conditions, development stages and external environment of enterprises are constantly changing in order to achieve dynamic balance and mutual adaptation. This column lets us go into "zero defect management", and explore the most suitable management attitude and method while understanding its concept, so as to promote the effective development of the enterprise itself.
There is a famous saying in crosby: "Quality is free". The reason why it can't be free is because "things were not done well the first time" and the products failed to meet the quality standards, thus forming defects. Therefore, in quality management, we should not only ensure quality, but also reduce costs. The combination point is to ask everyone to "do things well in the first time", that is, people must meet all the requirements of the workflow at every moment and every task. Only in this way can we avoid wasting time, money and energy on remedial measures, which is the meaning of "free quality" Crosby pointed out that the narrow sense of product quality can only be "up to standard", and there is no need to pursue "zero failure", "zero fluctuation" and "zero defect". In fact, such a request is neither necessary nor possible. The product accuracy depends on the situation, otherwise it will produce an uneconomical production state. But the process quality is required to be "zero defect". When understanding "zero defect", we must pay attention to the conceptual difference between product quality and working quality: "defect" belongs to the category of working quality, and product quality is not only reflected by quality characteristics, but also formed by working quality. Therefore, crosby's "zero defect" theory points out the "working direction" for Six Sigma management: the object of Six Sigma management is the "working quality" of the process, so it is necessary to design, adjust and optimize the process and "do things well the first time" to make the products meet the quality standards.
Some people may ask: since zero defect is a sign of world-class quality Excellence, why do you seldom hear those world-class enterprises talk about it? This should be seen from three aspects: first, modern managers, who graduated from western business schools, take zero defect philosophy as their basic business philosophy, and "it should be like this" is their mentality; Second, world-class enterprises, such as IBM, General Motors, Motorola, Hewlett-Packard, and Xerox, began to build a zero-defect quality culture in the 1960s, and now it has become their daily work habits. Third, some quality control personnel. Although zero defect has become the basic content of modern quality management knowledge system, they are often dubious and suffer from loss because they can't get rid of traditional thinking. This also needs to set off the climax of the spread of zero defect thought again.
99+ 1=0
Freeman Yang, chief expert of zero defect management in China, believes that the ideological system of zero defect management can be summarized as: one center, two basic points and three needs. One center refers to zero defect management. Zero defect management requires doing things right the first time. Everyone insists on doing the right thing for the first time and not letting the defects happen or flow to the next working procedure or other posts, then the cost of dealing with many defects and mistakes can be reduced, the quality and efficiency of work can be greatly improved, and the economic benefits will be significantly increased; The two basic points are usefulness and trustworthiness-usefulness is a result-oriented thinking. When we do anything, the first thing we think of is usefulness, and we must see whether the final result is useful from the customer's point of view. However, if everything you do is useful, it may not be reliable. Therefore, zero defect management pursues both useful results and reliable results; The purpose of any organization is a needed solution, and the three needs refer to the needs of customers, employees and suppliers respectively. The first thing for any organization is the customer. Without customers, an organization has no meaning of existence. These three needs form a value chain, so we must treat the needs of customers, employees and suppliers in a unified way.
The essence of zero defect is that in the process of enterprise production and operation, 99+ 1=0, that is, 99 product parts, 99 processes, 99 services and 99 jobs are all excellent, and only one item is not done well, which is equal to nothing. "1" is regarded as a defect and cannot be relaxed at any time. Only by constantly doing better can products and services gain a firm foothold in the market and have strong vitality. A typical example of achieving zero defect and achieving great success is Coca-Cola Company, the world's first brand enterprise, which is an outstanding example of achieving "zero defect management". Relevant data show that it is unacceptable that the quality of any link in the product formation process is less than 100%, in other words, the quality of every link is 100%. In order to clean this link, Coca-Cola Company stipulates that each factory should carry out a three-step cleaning every 24 hours of production, which takes 1.5 hours. If you continue to produce for a week or change a product (such as changing from Coca-Cola to Sprite), you need a more thorough five-step cleaning, which takes 2.5 hours. Every cleaning is a huge "waste". Not only is the cleaning water 4.5 times that of the production water, but after the production pipeline is cleaned and dried, it needs to be washed again with syrup in order to avoid the trace moisture remaining in the pipeline from diluting the taste of the first batch of Coca-Cola drinks. This shows Coca-Cola Company's persistent pursuit of zero-defect quality. In order to ensure the hygiene and cleanliness of each cup of Coca-Cola, the company has also set up special posts to clean the listening, listening and listening.
Basic principles and principles
Crosby's theory has four basic principles. The first principle is: quality meets the requirements, not good. The second principle is that the system of production quality is prevention, not inspection. Inspection is to sort out the nonconformities after the process is over, not to promote improvement. It is too late for inspection to tell what happened, and the defect has occurred, so it is impossible to produce the conforming item. Prevention occurs in the design stage of the process, including communication, planning, verification and gradual elimination of the possibility of nonconformity. By preventing quality, it is necessary to allocate resources to ensure that the work is completed correctly, rather than wasting resources to find and correct problems.
The third principle is that the working standard must be zero defect, not "almost good". "Almost good" means that we will meet the requirements at a certain time, or meet most of the requirements every time, while the zero-defect working standard means that we will meet all the requirements of the working process at any time. This is a personal commitment to seriously meet the requirements we have agreed to. If we want to improve the quality of our work, then we will never compromise to the situation that does not meet the requirements. We should try our best to prevent mistakes, and our customers will not get unqualified products or services. This is the meaning of the "zero defect" working standard.
The fourth principle is that quality is measured at the cost of not meeting the requirements, not by indicators. Index is a method to deal with nonconformities with related bad news. In any case, if we downplay the bad news, managers will never take action. By showing the unqualified monetary value, we can increase our understanding of the problem. At the same time, when the requirements are not met, additional expenses will be incurred. So the price of not meeting the requirements is a waste of time, manpower and material resources.
The principles of zero defect management put forward by crosby mainly include: the quality theorem of zero defect management, the integrity theorem of zero defect management, crosby's "start theory", crosby's quality cost curve, crosby's quality freedom principle, the quality strategy chart of zero defect management, the lever principle of zero defect management and the guiding principle of zero defect management. The following is a brief introduction to the quality theorem and the "driving theory".
1. quality theorem
In zero defect management, quality is defined as meeting requirements rather than being good. Descriptions such as "good, excellent" are subjective and vague. To prevent quality, inspection cannot produce quality. Inspection is to sort out the nonconformities after the process is over, not to promote improvement.
2. Driving theory
The core of zero defect management is to do the right thing right the first time, including the right thing, the right thing and the first time. Therefore, to get things done the first time, three factors are indispensable. If quality management is compared to driving, then the control system must be done well first. To ensure the smooth driving process, there must be good traffic rules to support it, that is, the security system is essential. No matter how well the control system is done, how beautifully the quality manual is compiled, and how many certifications have been passed, if no one executes it, everything will be in vain-therefore, the top management of the company must realize the importance of execution and ensure that the quality manager is really "driving", not just compiling some documents.
Application of domestic enterprises
The key point of establishing zero defect concept is to challenge the traditional concept of "mistakes are inevitable", require every employee to be the protagonist, and emphasize psychological construction. The implementation of zero defect management can be roughly divided into the following steps: establishing an organization to implement zero defect management; Determine the goal of zero defect management; Conduct performance evaluation; Establish a corresponding proposal system; Establish a commendation system. For different enterprises, according to their own characteristics and conditions, find out the most suitable operation method.
Chen Yangju, general manager of Qingyi Precision Optoelectronics Shenzhen Co., Ltd. once said that as a joint venture, introducing many quality systems to improve product quality soon became a mere formality, but crosby's zero defect management brought them to a new level. In two years, they established four principles: clear requirements-quality standards; Preventive measures-quality assurance; Do it right once-quality realization; Scientific measurement-quality improvement, constantly guiding all employees to change their concepts, adjust their values and establish a scientific management mechanism. This method of "similarity in spirit" rather than "similarity in form" enabled them to win the first quality management award in Shenzhen in just five years, and the product quality reached the level of similar products in the world. Shenzhen Qingyi Precision Optoelectronic Co., Ltd. gives their process and method of realizing zero defect:
The implementation of zero defect is a process of continuous learning, application, summary and innovation. Under the guidance of zero defect theory, the company starts with changing ideas, starting with leadership, learning new theories, standardizing new behaviors, forming new habits, building new systems, creating new models, forming new cultures, and advancing layer by layer. In this process, we should take absorbing and creating spiritual culture as the guidance, develop institutional culture, optimize behavior culture, improve material culture, form enterprise culture with its own characteristics, and promote the continuous improvement of work quality. In the whole promotion process, the work is mainly carried out from the following aspects:
1. Leaders take the lead and start with me. The general manager of the company personally compiled zero-defect teaching materials and gave everyone zero-defect theory training.
2. Change your mind and absorb the spirit and culture of creating zero defects. Changing ideas is the key to implementing zero defect, which runs through the whole process of operation. The gradual deepening of zero defects will constantly conflict with some people's traditional old ideas and habits. In this regard, we should use teaching, guidance, education, encouragement and other means to transform and upgrade, and promote employees to change their self-centered values into the values of winning the team, to change their spontaneous thinking mode into a scientific thinking mode, and to change their casual work habits into standardized work habits from multiple angles and in all directions. Actually,
3. Constantly establish and improve mechanisms to create a zero-defect institutional culture. Spiritual culture focuses on philosophical education and training, while institutional culture focuses on guidance and restraint, which is the reinforcement and supplement of education. In order to unify the pace, reduce resistance and speed up the realization of zero defects, the company has established and improved a set of operating mechanisms, supervision mechanisms, assessment mechanisms, incentive mechanisms, restraint mechanisms and competition mechanisms, and advocated "doing things according to the principle of being a man and judging people according to the results of doing things", so that the realization of zero defects has the guarantee of system and discipline. In this way, employees can take the initiative to grasp their own direction and develop themselves with real skills and achievements. At the same time, in terms of income distribution, the total income of employees increases with the growth of business performance, and the personal income changes with the change of performance appraisal results, so as to ensure the synchronous development of employees and the company and let the employees who make great contributions get rich first.
4. Develop from "doing it right once" by individuals to "doing it right twice" by systems, and create a zero-defect behavior culture. Spiritual culture and institutional culture are meaningful only when they are implemented in behavior. "Doing it right once" means that employees and cadres are in place, while "doing it right twice" requires the efficiency and stability of the system and the perfect combination of culture and technology.
(1) Personal method of "doing it right once"
Clear standards: the work is divided into three links: input, activity and output, from input demand to output standard, and the activity process standard is clear from operation standard book, order management system and customer quality standard.
Identify the gap: find your own gap through "four comparisons" against the standard, including the gap in working conditions, the fluctuation of mentality and the lack of skills.
Prevention and improvement: in view of the existing gap, the prevention level and operation skills can be improved by purifying mentality, supplementing conditions, retraining and strengthening exercises.
Thought in place: determine the conditions before operation, think, look, move and observe during operation, and devote yourself wholeheartedly to prevent human error.
Measurement and analysis: measure your own operation quality, speed and first pass rate every day, and record them on CIC form, and make layer-by-layer comparative analysis on the non-first pass rate problem to find out the improvement methods.
Continuous improvement: formulate and implement improvement measures according to the results of measurement and analysis, constantly strengthen the training and exercise of mentality and skills, and learn from the benchmark through observation and communication.
(2) the method of "doing it right every time"
Establish an efficient operation framework: focus on customer needs, seamlessly connect upstream and downstream, establish a framework for mutual promotion of group management in the system, and combine group management with group management in system maintenance.
Optimize the mechanism of realizing zero defect: from external force to promote employees' conscious action, from asking me to achieve zero defect to achieve zero defect.
Give full play to the potential of the new force of the system: give full play to the five functions of the three mass organizations: Zero Defect Promotion Committee, Rapid Response Group and Technology Promotion Committee, namely, think tank, service team, network maintenance, participation desk and talent pool, and monitor the whole process from bottom to top. The leading system is oriented by customer orders and runs in the internal "three links" to ensure that customer requirements are met; The guidance system is customer-oriented, with internal handling as the main task, and strives to completely solve customer problems.
Flexible use of four principles: "three firsts" to meet the system requirements, "three firsts" to prevent the system, "three pairs" to ensure the system is correct once, and "three tricks" to measure the system.
Major system integration: through the combination of spirit and form, standard integration, organization merger, assessment integration, process coordination and action coordination, major system elements are integrated into the process, and international standards are implemented up and down.
5. Optimize the material conditions with zero defects and create a material culture with zero defects. Upgrade hardware from improving equipment, improving materials, improving environment and strengthening fund management. At the same time, the company's cultural outline, zero defect concept, work rules, employee quotations, zero defect comics, etc. were cleverly posted all over the company, forming a strong cultural atmosphere.
Misunderstandings that should be avoided
Due to the influence of traditional ideas, many people's understanding of zero defect management is not accurate. We must realize that zero defect management is not a quality control method, but the management and operation system of the whole company; It is not a means to cure the symptoms and root causes, but a complete scheme to treat both the symptoms and the root causes; Not the remedy afterwards, but the prevention of problems beforehand; It is not "extra points" and "show", but a result-oriented performance breakthrough method; Not only control the internal process, but also create value for customers through the process.
Zero defect management is not only a method of quality department, but also a way of enterprise management, which is not only applicable to manufacturing organizations, but also to all types of organizations. Zero defect management is not only a bottom-up drive, but also a top-down drive. Only by deeply understanding zero defect management can we avoid going into misunderstanding.
Conclusion:
The role of foreign enterprise management experience can only be fully exerted if it is well combined with the needs and foundation of our enterprise, and it can be most effective if it is used by us. Therefore, the spirit and basic principles of "zero defect" run through all links and levels of enterprise management, and accordingly establish management system norms, mechanisms and means that aim at pursuing "zero defect" and adapt to their respective characteristics. In this way, "zero defect" extends from a single production link to other links such as supply, sales and after-sales service, from a single product quality management to all-round management of materials, funds, costs, finance, technology development and employees, from a single enterprise to a multi-level group enterprise, and from a traditional factory administrative organization to a modern enterprise governance organization, thus constructing a "zero defect management" system. Only by striving to build a quality management system, increasing effective control of quality management and improving various quality systems and operation methods can enterprises make quality management look brand-new.