Post-reading feeling: When reading this book, it makes people feel breathless after reading it. The content is simple and the examples are clear. It is a starting brick for quality people or people who are interested in quality to understand quality. I am not doing quality work related to the manufacturing industry, but after working for a few years, I feel more and more that some fields and knowledge are interlinked and complement each other. By chance, after reading a few articles on quality management, I fell in love with this field instantly, and felt that I had found a way forward, so I decided to study it carefully. This book is easy to read and focuses on the ideas and concepts of quality. Dr. Bao Yixin has basically been working in the field of quality, and his work practices are basically the world's top quality companies. They regard quality as their life and the foundation of their business operations. Quality has existed in nature since the birth of human beings, but we have not been able to really discover and understand it, just as from the ancient terracotta warriors, ceramics, swords and other extraordinary craftsmanship, we can spy out the ancient Chinese nation The ultimate pursuit of technology and quality. When it comes to quality, Japan, which is also an Asian country, cannot be ignored and leads the world. The history of quality development in Japan is worthy of our Chinese people to study and learn, and absorb it and integrate it into our Chinese cultural concepts. In contemporary China, due to material dissatisfaction, it has been reforming and opening up for 40 years. While material is gradually satisfied, it seems that the most fundamental culture of the nation is missing, one of which is quality culture, which is the spirit of craftsmanship. The ultimate pursuit of quality must be the construction and cultivation of a quality culture, which cannot be achieved overnight, let alone quick success. Just like the development of high-end technology, it requires several generations or even the entire nation to devote themselves to it step by step. It is hoped that the state will make overall plans for related matters, and that Chinese entrepreneurs will return to the inheritance and development of quality culture, and that everyone will participate in the construction of quality culture and continuously improve the quality of Chinese manufacturing. We believe that the 21st century will be the century of quality in China, and we hope that all Chinese people will work together. come on! ! !
The key knowledge of each chapter is as follows. If you are interested, you can simply understand it. If you need to read the paper version, it is recommended that you buy it online (non-advertising):
Chapter 1 How to Understand Quality
Quality does not equal customer satisfaction
Customer Satisfaction = Actual Value / Expected Value
Why Quality Awareness Matters
Foxconn President Terry Gou's famous words about quality are as follows:
1. What is the quality - that is, customers are willing to buy from you at twice the price, and they are very happy.
2. Quality is the starting point of value and dignity, and it is also the lifeblood of the company's survival.
The introduction of quality, to avoid disrupting the original rhythm, requires a working " beat "
what is quality management
Dr. Deming's 14 -point analysis, divided into three categories, people, system, leadership;
The highest state of quality management
Do not accept defective products, do not manufacture defective products, do not flow out defective products, the ultimate goal of built-in quality.
Chapter 2 The Craftsman Spirit of Quality Management
What is the spirit of craftsmanship
Perseverance in work, attention to detail, perfection, perfect experience;
Reflections on Terracotta Warriors
The ancient Chinese people already had the thinking of quality management, such as visual management, process sampling inspection, and retrospective management.
Chapter 3 How to Develop a Quality Policy
What is a strategy
The indirect route is the most promising and economical form of strategy. Strategy definition: direction, timing, extent; quality and corporate strategy complement each other.
Customer Satisfaction Measurement
For the Kano model, the first is a must-have type, the second is a performance bonus type, and the third is a surprise and excitement type.
Four Typical Strategies
Built-in quality, early detection and early resolution, standardization, and organizational ability; taking a house as an example, the roof represents all-round customer satisfaction, and the two pillars supporting the roof (built-in quality and early detection and early resolution) are the two major safeguards for user satisfaction , Standardization and organizational capabilities are the two cornerstones. Built-in quality is a three-no policy (accepting defective products, not producing defective products, and not releasing defective products). Early detection and early resolution are an early warning mechanism. The first is to reduce dependence on people, the second is to increase production efficiency, and the last is to continuously improve; organizational ability refers to the ability to work together, such as the swarm intelligence of bees and ants; in terms of swarm intelligence, humans are still far behind.
The basic concept of quality:
1. The quality is ultimately determined by the customer;
2. As long as it is affected by my work, it is my client;
3、最简单的质量定义就是永远不要造成客户的不方便；
4、质量越好，成本越低；
5、企业没有质量就没有成长；
6、顶级的质量是通过自我内建实现的；
7、质量的基本理念是上游管控，早发现，早解决；
8、持续改善质量永远没有终点；
设计质量月活动
内建质量策略里重要的一环。
一、确立活动主题；
二、设计相对应的活动口号；
三、设计相关活动（工程师改进论文大赛、生产线品管圈小组质量改进竞赛、一线员工发表《自我质量改进宣言》）；
制定质量KPI
KPI本质上分为两类：过程和结果；结果都是由过程产生的。有很多KPI之间是不相容的。KPI的真正目的是及时展现缺失和风险，进而督促被考核人“早发现早解决”。关联不大的指标加入KPI里。回归基本面的质量资源配置KPI，也就是人、机、料、法、环的KPI组合。
第四章 质量管控的基本手法
主要介绍背后代表的观念及使用的手法。
点检表
最简单最有效的质量管控方法，也是最容易被人忽视的方法。点查表需要不断维护，不断更新。
目视管控
是通过眼睛观察的一种管控方法，目前已经广泛的使用于工厂管理。目视化尽量多用图表，一张图胜过千言万语。
现地现物
丰田解决问题的基本原则，相信工厂70%的问题都可以现场解决。国内很多领导基本不去现场。
推移图
推移图虽不属于统计学范畴，却是执行统计流程控制的工具之一。解决系统的两种常见方法，一是做实验，二是统计法。
柏拉图
帕累托图，也就是2/8原则；接近二八原则时，改进的效果更加明显。
五个为什么
多问“五个为什么”是解决问题思路里非常重要的一个理念或方法；这里的五未必是五，是多问。问题通常有两种：发生端原因和流出端原因；也就是过程分析的方法。
PDCA循环
质量的改进永无止境，PDCA正是推进持续改进的重要方法之一。重要P（PLAN），计划。螺旋式持续改进。
第五章 解决问题的思路
从提问开始
质量部门要做的就是掌控好解决问题的流程和时间表。流程中的重要思想及方法论，信息流（信息流的管理是质量部门在解决问题时最重要也最责无旁贷的工作）、组织（问题解决小组、总指挥、事权专一）、步骤（六西格玛的DMAIC、8D问题求解法、麦肯锡的七步，基本大同小异，运用之妙、存乎一心）。
丰田的八大步骤
1、澄清问题（先把问题定义清楚）；2、拆解问题；3、设定目标（最好能彻底解决）；4、原因分析（最难的，不是技术上的，更多是企业文化上的）；5、找解决方案（PDCA方法，5W2H方法）；6、导入解决方案（确认、确认、再确认，不达目的，誓不罢休，迅雷不及掩耳速度导入时，容易成功）；7、监控解决流程及结果；8、结果流程标准化（最容易被忽略的一步，落实两件事情：1、取得他们的认可，协助推动标准化实施；2、解决方案横向拷贝到其他部门或产品，请他们自查，避免重蹈覆辙）；
第一次就把问题做对
PDCA的终极目标，据统计，产品上市后的超过一半的质量问题都是开发后端由于大量的设计变更造成的，变更本身不是问题，关键是它产生的涟漪效应，带动了其他相关部件设计、制造工序等的变更。人类不善于管理改变。
沟通、沟通、再沟通
语言代笔着人类文明的进步，但也是冲突发生时最先拔出的武器。沟通是人性的问题。沟通是一门大学问。
确认、确认、再确认
领导的职责有两个，一个是指导，一个是确认；出现错误时，大部分的责任是在领导，原因有两个：1、领导有责任确认下属弄清楚任务的细节和目的；2、下属在执行任务时，领导有责任确认他使用的数据、方法等是不是正确。
第六章 重大质量事故处理
危机处理的关键
除了流程和方法外，自信、能力、冷静是危机处理中关键的关键；
重大质量事故种类
有流程而且发生质量危机时基本能够按照流程走的只有丰田。原因有两个：1、尊重流程；2、培训到位。一个企业的危机处理不一定要靠高阶领导，重要的是所有员工都了解流程，且具备随时随地出来指挥的能力和胆识。重大流程处理：1、接受信息端必须是单一窗口；2、另一个重点是当危机到达某一程度时必须启动升级机制；3、最后一点是失效，首要任务不是解决问题，而是止血。
成为危机处理小组
危机发生后，第一是立即成立危机处理小组；第二是小组应该指定某一会议室作为集会场所；第三，小组开会很重要，定时就是定心。报告分两种，一种是每天追踪的数据；另一种是单项或临时任务；
重大异常处理，第一是CPR小组，重大问题解决小组；第二是QIN，质量危机通报；汇报问题时，最好采用单一、统一的表格。
做好危机复盘
真正的经验和智慧来自失败的教训，教训的总结来自复盘。复盘做的到位的还是丰田，还是企业文化的问题。是个人或者团队自动自发完成的。为什么很多企业做不到问题复盘，主要原因有两个：1、没这习惯；2、与企业文化有关；
第七章 质量人才的培育
质量人才的必要特质
预防重于治疗；做质量工作的人必须具备下面的几个特质：1、细密的心思；2、敏锐的观察力；3、思考原因，不人云亦云；4、果断行事，不拖泥带水；5、善于沟通；6、人品端正；企业建立预防观念，防患于未然。
培养人才从慎选开始
整个问卷是基于情景模式设计的。，所有围绕着七个维度的问题，小组成员通过他们阐述的故事来判断他们的能力。丰田认为说故事是最有效的评估方法。
七个维度：1、识别问题的能力；2、执行力；3、带领团队的能力；4、管理人力资源的能力；5、领导能力；6、公司文化适应；7、多样化员工；这种基于情景模式设计的集体模式，是最有效的评估方法。
个人的觉悟和修炼
个人的觉悟和修炼，一个是工作热情；另一个是思考的意愿。唯有不断地思考才能不断地进步，唯有全员都动脑筋思考问题、解决问题、改进现状，才是推动整个公司不断向前进步的最重要动力。丰田有两个核心价值观：尊重员工和持续改进。丰田检讨问题时的基本精神是不责怪人，他们认为员工犯错只有两个原因：1、经验不足；2、主管没有尽责。
第八章 质量管理者的领导力
如下八项领导力是漫长工作生涯的重要体会，是一路经历、实践、沉淀，不断修正，最终奉行不悖的领导准则。
人比什么都重要
员工是最好的资产。性格决定命运。领导者必须具备发掘部署潜能的慧眼。
易得罪人的质量领导
负责人的领导往往需要固执、坚持己见。
什么是好领导
好领导尊重下属，倾听他们的心声，进而发挥他们的积极性和智慧。具备三点：1、身先士卒；2、遇事沉着冷静；3、关心下属，倾听他们的心声。
运用整体思维
做重大决定前一定要运用整体思维，不要忽视细节。
勤思好学，适才适所
领导要勤思好学，注意表层下的真相，要发掘下属的潜能，适才适所，才能把戳人才。
勇于认错，勇敢无畏
热情和乐观会让你的力量倍增，勇气十足，用于承认错误会让下属更爱戴你。
将问题简单化
优秀的领导几乎永远都可以将问题简单化。通过争执、辩论和质疑，利用科学、客观、系统的方法，找到问题的根源，然后总结出一个每一个人都能理解的解决方案。需要领导喜欢把事情搞得很复杂，两个原因：1、天赋不够；2、故意；
耐得住寂寞
好的治疗领导要能耐得住寂寞。主要是两个方面：1、一种是为了物质的诱惑；2、为了做痛苦的决定；
总结下身为质量管理人的领导力：
1、为人正直；2、目标明确，勇于负责；3、爱护、尊重下属；4、整体思维；5、勤思好学；6、乐观进取，百折不挠；7、勇于认错，勇敢无畏；8、从纷乱中快速简单化；9、淡泊名利。