本月参加了几次公司质量中心和制造中心的例行交流会议，中途还被质量同事拉着参加了一个客户的质量变革专题研讨会议，有一些感悟一直想做一些分享。今天是9月的最后一天，围绕这个话题敞开聊聊质量管理的那些事儿。
回顾过去十多年来，民营企业已经成为推动我国经济发展不可或缺的重要力量，民营企业数量也实现了翻几番。但是，近些年来，随着各行各业产能的提升，造就市场产品供大于求，消费者对产品个性化需求和质量的要求也逐步提升，在激烈的市场竞争环境中，产品质量和反应速度也越来越受重视。然而，质量管理理论并没有得到什么发展和突破。过去这些年来，当我和一些外部企业管理者交流时，发现不少人的质量管理理念仍然停留在过去的质量检验阶段和统计质量控制阶段。
当下，外部环境复杂严峻，国内市场趋于饱和，各行各业产品缺乏创新，尤其笔者所在的制造型企业，大家都在找降本的机会点： 数字化转型网www.szhzxw.cn
很多时候，如果研发质量提升了，我们的很多问题迎刃而解了，利润也就起来了（从而达到降本目的）。前提是企业高层需要认知到只有坚持高质量发展才能在当下的内卷市场中摆脱无序低价竞争。
在切入本次主题前，先分享几个基本概念：
一、概念解读：
首先、质量管理是什么？
质量管理的本质就是管理。是基于以人为本的全部门、全员、全业务流程的企业管理。简单讲就是：定目标、抓过程，拿结果；搭班子、组团队、筑文化。这句话听起来简单吧，但是仍然有许多管理者不理解质量为何物？甚至认为质量管理是质量部门的事，这里再进一步解读一下：
质量它是贯穿于产品全生命周期管理过程的每个动作，因此，产品质量要by不同产品不同客户的业务场景进行差异化管理！
比如：产品全生命周期管理过程每个关键动作该控制什么质量要素？怎么控制？验证有没有得到控制？再从产生的数据中去发现问题、解决问题，做技术与管理归零。它本质上就是研发管理、采购管理、生产管理…中的一个要素，因此，质量管理绝对不能单独搞。一定要抓过程，过程好结果不一定好(也差不到哪里去），但是过程差结果一定差。 数字化转型网www.szhzxw.cn
其次、质量管理怎么管？
以质量目标为中心。质量策划+质量控制+质量保证+质量改进
所以，要想做好质量管理，第一步：必须要做好产品质量策划。那么，到底如何做好产品质量策划呢？这是当下许多质量人的痛点，简单讲：就是制定产品质量目标，规定必要的活动和相关资源以实现目标。具体细节这里我就不再一一展开了，做过质量的人都能理解。
最后，质量管理管什么？
1. 管事：管产品的质量风险和问题。
质量风险和问题是质量管理的两个抓手。你使用的所有工具、对策都是通过这两个抓手落地闭环。但是，这里有一个关键，必须得说一下：质量管理要从产品（客户）需求开始，建议质量人一定要参与到立项前的技术风险评审中来，理解客户对产品的质量要求，避免评审为了指标而忘记了目标，有时候还得发挥机制的作用。
1）质量风险的预防和控制
这是质量管理的高阶层级，所有质量人都应该往这方面去努力，这样既有助于升职加薪，还能帮助及时“甩祸”。哈哈！ 数字化转型网www.szhzxw.cn
举个例子：身为质量人员，假如你及时预警了风险，提出了解决建议，然而他人不接受或者解决不了，而导致后面出现了问题，这个祸还好意思让你来背嘛？
预防和控制风险的主要策略就是：风险识别、风险应对、风险监控。这是衡量质量人是否有提前参与到业务中来的重要表现，否则，大概率只能做一个事后警察。
2）质量问题的解决
出了质量问题去解决是治“已病之病”，是避免不了要背祸的，此时，只好认了，然后积极主动拉通问题解决。
这里，再分享一个“甩祸”技巧：先确认问题，把所谓的质量问题归类为：技术问题、测试问题、物料问题、生产问题等，反正在我的眼里：根本就没有所谓的质量问题，哈哈。
然后，组织相关方解决当下问题，最后在技术和管理双归零的方向上去做闭环。
当然，理想的做法肯定是：我们要严控产品全生命周期管理的关键步骤、活动，不让它出现疏漏，才是治“未病治病”。 数字化转型网www.szhzxw.cn
2. 管人：管人的能力和意识
产品都是人做出来的，是否会产生风险和问题，取决于做事人的能力和意识。
1）能力问题
很多时候，人的能力问题，特别是其他部门人员的能力问题，质量人是很难去干预的，这是许多质量人的痛点，说起来也是一言难尽哈。
或许我们能做的就是回过头来搞搞流程，通过流程把最佳实践沉淀下来，避免个人英雄主义的影响。但是我要强调一下：流程并不能解决能力问题，流程对能力是有要求的，需要进行适配。
Anyway，我认为质量人要多去现场，尊重专业、但更要尊重当下的业务、尊重事实、和业务部门共情，不能坐在办公室为了做质量而做质量，搞一堆数据和报告又如何呢？拉通解决问题才是目的。
2）意识问题
只有当企业员工有了质量意识，在工作中他们才会主动考虑工作质量、产品质量、过程质量，就会想方设法寻找解决问题的途径，产品质量才能得到保证。
长期还是要通过培育和促进企业质量文化的形成，进而提升全员质量意识，要持之以恒，这和我们做流程工作一个道理。 数字化转型网www.szhzxw.cn
二、场景对话：
（问）制造型企业质量变革到底怎么搞？
（答）质量变革本质是企业整体运营的变革，是一项系统复杂的工程，需要分阶段、分优先级、分步推进。但是，当一个行业趋势向下，产品缺乏创新，市场趋于饱和时，多数企业都不太可能投入较多资源去做大的变革。制造型企业质量变革的策略: 大处着眼，小处着手。其实简单、易行，才能有效推动，员工有能力执行才是最重要的。
例如：当下，我们许多民营企业还是依靠检验来管控质量，那些挂在墙上的“质量是设计出来的&质量是制造出来的，不是检出来的”都成了口号，因为我们在设计（制定标准）和执行（按标准作业）方面还有很大的欠缺。建议大多数制造型企业应该围绕这两个方向去思考如何提升产品质量，别把过多的精力和有限资源浪费在研究那些看似高大上的方法论工具上，错把工具当目标将是一条不归之路，内卷的市场更要回归业务的本质，脚踏实地，从业务痛点入手，带领团队做几个不大不小的质量专项改进才会比较明智。
（问）质量体系到底有没有用？
（答）根据笔者过去二十年来在职场的所见所闻，质量体系真正能运用并让其产生价值的企业却寥寥无几，从ISO9001认证到IATF16949认证，看似是为了保证产品质量，实际上却变成了一场商业化买证的闹剧，抖音上随便一输入体系认证就弹出广告提示：“保证一天拿证”。它根本无法真正保证产品的质量水平，也许有人不认可，但这就是事实。 数字化转型网www.szhzxw.cn
ISO9001认证号称是质量管理体系的国际标准，但实际上它只是一套复杂的文件和流程，让我们花费大量时间和资源来整理各种手册和程序，却无法确保产品的实际质量和性能。
IATF16949认证自称是汽车行业的质量管理体系标准，但实质也只是为了满足一些客户的要求和规定，我们被迫投入大量的精力和成本，只是为了通过这个认证，而对产品的真正质量提升毫无帮助。
那么，做质量体系到底有没有用？我的回答是有：除非是企业推行全员质量管理，且文件内容的制定要by不同业务场景和实际工作相结合，各部门、人员各司其职，这套体系才会体现它的价值，不然就是摆设，有时还有反面效果。到最后，那个所谓的体系就是某个部门、或者某个人的事情，为了应付客户审核临时突击整理资料。
例如：质量要素，要融合于全生命周期实施过程管控；质量方法，要融合于业务流程体系，而不是独立建设，如APQP应该融合于研发体系，不然就是两层皮。
笔者早年在制造型大厂干了多年的全面质量管理工作，早就认识到许多企业搞质量体系的虚假本质。它们只是一场为了满足市场和客户需求的繁文缛节，无法真正解决产品质量的核心问题。我们应该摒弃这些商业化买证的虚假体系（客户体系稽核会稍微好一点，但大多数也是走过场，因为真正的稽核是要去现场Audit，体系建设都在朝精益管理方向发展）。回归到业务的本质，关注真正的问题解决和质量改进，通过实际的措施和行动，为产品质量带来真正的提升和保障！ 数字化转型网www.szhzxw.cn
（问）我们老板不重视质量怎么办？
（答）首先，我想没有哪一家企业的老板敢说自己不重视质量，只是他们不知道该如何落实，不信你可以去问问看。我们民营企业，大多数老板都是干销售或技术出身的，很少是干质量出身的，所以给他们最好谈钱，要把质量成本通过业务改善转化成钱才行。因为老板再忙，对钱一定是感兴趣的呀，要让他们理解提升质量能给经营上带来什么收益，让老板感受到质量工作的价值。避免为了质量而质量，割裂了质量与成本，质量与交付，质量与利润，质量与经营，人为制造了太多的冲突与无解……
不少质量经理人还经常感觉委屈，而老板却不买账，思考干了这么多年质量，也是质量经理、质量总监、质量VP的Title，是否真正搞清楚：
何为质量?
质量与管理的逻辑是什么？
质量到底如何服务于经营？
例如：站在业务流程的视角，把因为产品设计、研发验证、物料采购、生产制造事故造成钱的损失一定要算出来，让老板感觉到肉痛，我想他们应该会逐步开始重视质量。
三、回顾总结：
最后，用过去与一位企业管理者交流时的感悟做一下总结：质量管理——思想不通，行动就不可靠。建议企业一定要对全员灌输质量理念：任何人都必须对自己的工作成果负最大的责任（责任到人），而不是由质量部门或公司领导来负责。 数字化转型网www.szhzxw.cn
翻译：
Talk about quality control stuff
This month, I participated in several routine communication meetings between the quality center and the manufacturing center of the company. In the middle of the meeting, I was also dragged by my quality colleagues to participate in a special discussion meeting of a customer’s quality change. I have some insights that I have been wanting to share. Today is the last day of September, around this topic open to talk about quality management things. 数字化转型网www.szhzxw.cn
Looking back over the past decade, private enterprises have become an indispensable and important force to promote China’s economic development, and the number of private enterprises has also increased several times. However, in recent years, with the improvement of production capacity in all walks of life, creating an oversupply of market products, consumers’ requirements for product personalized demand and quality have gradually increased, in the fierce market competition environment, product quality and reaction speed are also more and more attention. However, the quality management theory has not been much development and breakthrough. Over the past few years, when I communicate with some external enterprise managers, I find that many people’s quality management concept is still stuck in the past quality inspection stage and statistical quality control stage.
At present, the external environment is complex and severe, the domestic market tends to be saturated, and the products of all walks of life lack innovation, especially the manufacturing enterprises where the author is located, everyone is looking for opportunities to reduce costs:
In many cases, if the quality of R&D is improved, many of our problems will be solved, and the profit will be increased (thus achieving the purpose of reducing costs). The premise is that the top management of the enterprise needs to recognize that only by adhering to high-quality development can we get rid of disorderly low-price competition in the current internal volume market.
Before getting into this topic, let’s share a few basic concepts:
Concept interpretation:
First of all, what is quality management?
The essence of quality management is management. It is based on the people-oriented whole-department, whole-staff, whole-business process enterprise management. Simply put: set the goal, grasp the process, take the result; Team, team, build culture. It sounds simple, but there are still many managers who don’t understand what quality is. Even think that quality management is a matter for the quality department, here is a further explanation: 数字化转型网www.szhzxw.cn
Quality is every action throughout the product life cycle management process, therefore, product quality should be differentiated by different products and different customer business scenarios!
For example: What quality elements should be controlled for each key action of the product lifecycle management process? How to control it? Is validation controlled? Then from the generated data to find problems, solve problems, do technology and management to zero. It is essentially research and development management, procurement management, production management… Therefore, quality management can never be done alone. Must grasp the process, the process of good results are not necessarily good (and not where to go), but the process of poor results must be poor.
Secondly, how to manage the quality management?
Focus on quality objectives. Quality planning + quality control + quality assurance + quality improvement
Therefore, in order to do a good job in quality management, the first step: we must do a good job in product quality planning. So, how to do a good job of product quality planning? This is the pain point of many quality people today, simply put: it is to set product quality goals, specify the necessary activities and related resources to achieve the goals. The specific details here I will not expand one by one, people who have done quality can understand. 数字化转型网www.szhzxw.cn
Finally, what does quality management manage?
In charge: in charge of product quality risks and problems.
Quality risk and problem are the two grips of quality management. All the tools and countermeasures you use are closed loop landing through these two grippers. However, there is a key, must be said: quality management from the product (customer) needs to start, it is recommended that quality people must participate in the technical risk review before the project, to understand the customer’s quality requirements for the product, to avoid the review for indicators and forget the goal, sometimes have to play the role of the mechanism.
1) Prevention and control of quality risks
This is the high level of quality management, and all quality people should work hard in this respect, which is conducive to promotion and salary increase, and also helps to “dump trouble” in time. Ha-ha!
For example: as a quality personnel, if you timely warn the risk, put forward a solution proposal, but others do not accept or can not solve, and lead to the problem behind, this disaster still have the courage to let you back? 数字化转型网www.szhzxw.cn
The main strategies of risk prevention and control are risk identification, risk response and risk monitoring. This is an important performance to measure whether the quality person has participated in the business in advance, otherwise, the high probability can only be a police after the event.
2) Solution of quality problems
The quality problem to solve is to treat the “disease of the disease”, is to avoid the back of the disaster, at this time, had to admit, and then actively pull through the problem.
Here, and then share a “disaster” technique: first confirm the problem, the so-called quality problems are classified as: technical problems, testing problems, material problems, production problems, etc., anyway in my eyes: there is no so-called quality problems, haha.
Then, organize the relevant parties to solve the current problem, and finally close the loop in the direction of technology and management double zero.
Of course, the ideal approach must be: we must strictly control the key steps and activities of the whole life cycle management of the product, and do not let it appear negligent, which is to treat “no disease”.
Manage people: Manage people’s ability and consciousness
Products are made by people, whether there will be risks and problems, depends on the ability and awareness of people doing things. 数字化转型网www.szhzxw.cn
1) Ability problem
Many times, the ability of people, especially the ability of other departments, quality people are difficult to intervene, which is the pain point of many quality people, it is also difficult to say.
Perhaps what we can do is to go back and work on the process through which best practices are sedimitated and individual heroism is avoided. But I want to emphasize that the process does not solve the problem of capability, and the process has requirements for capability and needs to be adapted.
Anyway, I think quality people should go to the scene more, respect the profession, but also respect the current business, respect the facts, and empathize with the business department, can not sit in the office to do quality for the sake of doing quality, what about a bunch of data and reports? Pulling through to solve the problem is the purpose.
2) Problems of consciousness
Only when employees have a sense of quality, in the work they will take the initiative to consider the quality of work, product quality, process quality, will try to find ways to solve the problem, product quality can be guaranteed.
In the long run, it is still necessary to cultivate and promote the formation of enterprise quality culture, and then enhance the quality awareness of all staff, and persevere, which is a truth that we do process work. 数字化转型网www.szhzxw.cn
Scene dialogue:
(Q) How to make quality change in manufacturing enterprises?
(A) The essence of quality change is the change of the overall operation of the enterprise, and it is a systematic and complex project, which needs to be promoted in stages, priorities and steps. However, when an industry trend is downward, product innovation is lacking, and the market is saturated, most companies are unlikely to invest more resources to make big changes. The quality change strategy of manufacturing enterprises: focus on the big picture and start small. In fact, simple and easy, in order to effectively promote, employees have the ability to execute is the most important.
For example: at present, many of our private enterprises still rely on inspection to control quality, and those hanging on the wall “quality is designed & quality is made, not checked out” have become slogans, because we still have a great lack of design (setting standards) and execution (operating according to standards). It is suggested that most manufacturing enterprises should focus on these two directions to think about how to improve product quality, do not waste too much energy and limited resources on the research of those seemingly lofty methodological tools, the wrong tool as the target will be a road of no return, the internal volume of the market should return to the essence of the business, down to earth, from the business pain points. It is more sensible to lead the team to make a few small and special quality improvements. 数字化转型网www.szhzxw.cn
(Q) Does the quality system really work?
(A) According to what the author has seen and heard in the workplace over the past two decades, there are very few companies that can really use the quality system and make it produce value. From ISO9001 certification to IATF16949 certification, seemingly to ensure product quality, in fact, it has become a commercial farce to buy a certificate, and an advertisement will pop up whenever you enter the system certification on Tiktok: “Guaranteed to get a certificate in one day.” It does not really guarantee the level of quality of the product at all, and some people may not recognize it, but this is the truth.
Iso 9001 certification claims to be the international standard for quality management systems, but in reality it is just a complex set of documents and processes that make us spend a lot of time and resources putting together various manuals and procedures without ensuring the actual quality and performance of the product. 数字化转型网www.szhzxw.cn
IATF16949 certification claims to be the quality management system standard of the automotive industry, but the essence is only to meet some customer requirements and regulations, we are forced to invest a lot of energy and cost, just to pass this certification, and the real quality of the product is not helpful.
So, is it useful to do a quality system? My answer is yes: unless the enterprise implements the quality management of all staff, and the formulation of the document content is combined with different business scenarios and actual work, and each department and personnel performs their duties, this system will reflect its value, otherwise it is a decoration, and sometimes the opposite effect. In the end, the so-called system is a department, or a person’s business, in order to deal with customer audits temporarily collated data.
For example, quality elements should be integrated into the whole life cycle to implement process control; Quality methods should be integrated into the business process system, rather than independent construction, such as APQP should be integrated into the research and development system, or it is two layers of skin. 数字化转型网www.szhzxw.cn
In my early years, I worked in the total quality management of large manufacturing factories for many years, and long ago realized the false nature of many enterprises to engage in quality systems. They are just a red tape to meet the needs of the market and customers, and can not really solve the core problem of product quality. We should abandon these fake systems of commercial purchase of certificates (customer system Audit will be slightly better, but most of it is a formality, because the real audit is to go to the site Audit, system construction is moving towards lean management). Return to the essence of business, focus on real problem solving and quality improvement, through practical measures and actions, bring real improvement and protection to product quality!
(Q) What if our boss doesn’t value quality?
(A) First of all, I think no business owners dare to say that they do not pay attention to quality, but they do not know how to implement, do not believe you can ask. In our private enterprises, most of the bosses are from sales or technology, and few are from quality, so it is best to talk about money for them, and it is necessary to convert quality costs into money through business improvement. Because the boss is busy, he must be interested in money, so that they can understand how to improve the quality of the business can bring benefits, so that the boss feel the value of quality work. Avoid quality for the sake of quality, separating quality and cost, quality and delivery, quality and profit, quality and management, artificially creating too much conflict and no solution… 数字化转型网www.szhzxw.cn
Many quality managers often feel wronged, but the boss does not buy it, thinking about the quality of so many years, but also the quality manager, quality director, quality VP Title, whether it is really clear:
What is quality?
What is the logic of quality and management?
How does quality serve the business?
For example: standing in the perspective of business process, the loss of money caused by product design, research and development verification, material procurement, manufacturing accidents must be calculated, so that the boss feels the pain, I think they should gradually start to pay attention to quality.
Review and Summary:
Finally, with the past communication with a business manager perception to make a summary: quality management – thought impassability, action is not reliable. It is suggested that enterprises must inculcate the concept of quality in all employees: everyone must take the greatest responsibility for their own work results (responsibility to people), rather than being responsible for the quality department or company leaders. 数字化转型网www.szhzxw.cn
本文由数字化转型网（www.szhzxw.cn）转载而成，来源 流程变革与创新；作者：吴作林：编辑/翻译：数字化转型网宁檬树。
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