FGI jointly manages five key elements to build a solid foundation for quality and safety
In the midst of the hustle and bustle, the surging waves of internal competition sweep across every corner, and everyone is running anxiously and exhausted on the same overcrowded track. On the other end, the customers were staring intently, Shouting that they wanted the products to be reliable, the prices to be the lowest, and the services to be considerate. This seemingly endless "wanting more, wanting more, wanting more" is the demanding requirement of The Times' development and also a new proposition given to us by The Times - how to adapt to the situation of The Times and enable enterprises to survive and thrive? The key lies in the management of personnel.
People are dynamic and emotional, carrying unique experiences and subtle emotions, which seem incompatible with the quality management system that pursues absolute precision and meticulousness. This seemingly natural contradiction actually holds great potential: How can we ensure that the complex and ever-changing human nature not only does not become a shortcoming in quality but instead becomes a unique flame for forging extraordinary precision? We firmly believe that the answer is not to confine human nature with cold systems, but to ignite, guide and empower it with warmth, making the differences and subjective initiative of people the most solid foundation of the quality Great Wall.
1.Let the awareness of quality go from the "brain" to the "heart"
The quality concept and the ten low-level mistakes have been trained and copied by everyone, but have they really achieved the expected effect? The dull concept preaching is hard to touch the soul. Choose to use real pain to awaken deep respect.
For example, consider adopting a "pain point story session", inviting the weary service engineers back to tell the story of how they painstakingly checked one by one in the -30℃ late night due to a loose bolt; inviting the stressed salesperson to share the torturous process of how they faced the customer's anger and criticism and struggled to regain trust due to a wrong signal crimping; hanging the photo of the IGBT burned out due to a loose bolt on the unit production line and marking the value: "20,000 yuan in repair costs + 4 hours of power outage + customer complaints", etc. When the colleagues' sweat, customers' anxiety, the company's reputation, and the value of losses hit everyone's heart through these vivid cases, the word "quality" is no longer cold. It makes the mistake-makers feel guilty and the operators deeply sense their responsibility. Every screw, every drawing, and every test is connected to the trust of distant customers and the honor and disgrace of the team. This respect that comes from the heart cannot be fully constrained by systems but is the most lasting force.
2.Transform "people" into precise "sensors"
People are not machines and there are bound to be differences. Instead of forcing uniformity, it is better to identify differences, make good use of them and manage them. "Precise identification and targeted measures": conduct in-depth analysis of quality data and lock onto the error-prone links. For instance, secondary wiring is like the neural network and cannot tolerate the slightest mistake. In response to this, we solidify the operation personnel and cultivate them into "experts" in specific fields; we thoroughly sort out the subtle differences in wiring for different models and create clear contrast diagrams and physical samples; we carry out special "sharp eyes" training to ensure that each wiring operator clearly knows "what is different between this one and that one" before taking action. The same goes for our testing process. We compare parameters in advance, understand the differences in components, and focus on testing the difference points during the testing process to ensure efficiency and accuracy. Only when everyone fully grasps the differences at the "knowledge" level can they precisely avoid risks at the "action" moment. The experience and concentration of people are deeply focused in specific links and transformed into irreplaceable precision guarantees.
3.Build a error-proof barrier for "people" through design
No matter how meticulous one's heart is, it cannot withstand a moment of negligence. True wisdom lies in acknowledging the limitations of human nature and compensating for them with the power of design. Only by employees of difficult to achieve zero defect seriously, to improve quality, design is the key link. Extract the mature CBB modules from each application link to transform the overall machine design work into the permutation and combination of CBBS, reducing design errors at the source. Vigorously promote platform-based and modular design, and integrate the concept of fool-proofing into product design - designing interfaces that cannot be inserted in reverse, interlocking devices that cannot be activated if installed improperly, and unique matching of color, shape and size, etc. Let correctness be the only easy path, and make mistakes hard to occur or even impossible. This is not a distrust of employees' capabilities, but rather a use of engineers' wisdom to build the most solid "safety net" for front-line operators, locking occasional carelessness out of the cage of design and construction. The road ahead may be blatant, the challenge is still severe. Systems may build a temporary dam, but they cannot endow quality with an ever-lasting soul. But please believe that when quality acquires the warmth and resilience of humanity, we will possess the most profound power to forge ahead through the huge waves of The Times and survive firmly. Let's join hands, ignite this heart fire, forge this strong shield, and on the journey of pursuing outstanding precision, write a glorious chapter belonging to "humanity".
