QMS-Cloud Quality Says Quality- 8 Subvert your cognition, the digital transformation of small and medium-sized enterprises is easier to succeed

Digital transformation is not only not far away, but it seems to be very close to the life of each of us. Especially in recent years, more and more companies have started or are preparing for digital transformation due to various reasons such as the government's call and support, market competition, and the company's own development needs. Even for a small manufacturing enterprise with a scale of one or two hundred people, it is not uncommon to introduce five or six management software at the same time. Not to mention large enterprises with more abundant resources in all aspects.

 Of course, during this process, some companies have successfully introduced and embarked on the fast track of digital development; inevitably, many companies have spent money, manpower and time, leaving only a feather in the ground. Some people may say that large companies with "more people and more people" + "well-informed" must have more foresight and motivation to carry out digital transformation, and are more likely to succeed.

Is that true? The actual situation may subvert your cognition, and the result is just the opposite.

Let's take the digital transformation of quality management as an example.

Why are small and medium-sized enterprises more likely to succeed than large enterprises in the introduction of quality management software?

As the saying goes, a coin must have two sides. The same goes for strengths and weaknesses of a business, and in some cases strengths can become weaknesses and vice versa.

• The boat is small enough to turn around . It is difficult and time-consuming for large enterprises to achieve transformation. Importing a software will undoubtedly have a certain impact on the company's existing processes and working methods. Large enterprises have more solidified processes. It is much easier and faster to boil a glass of water than a bucket of water.
• Decision making is fast. In small and medium-sized enterprises, the general boss directly decides, the decision-making chain is short, and the decision-making efficiency is high. Large enterprises can only be described as "hehe".

• The market supply situation is relatively good. It is relatively good, but the total social supply is still seriously insufficient. The organizational structure process of small and medium-sized enterprises is relatively simple. There are standard products on the market that can basically meet the needs of enterprises, and they can be used immediately and launched quickly. The organizational structure and process of large-scale enterprises are more complicated, and there are no standard products that can be used directly in the market, which requires customized development. Customized development requires the company to have a dedicated person to sort out the detailed requirements and implementation logic, and the cost of customized development products is high and there are many problems. , It is difficult to continuously upgrade and maintain many problems, and the success rate of going online is extremely low. Large companies are faced with the dilemma of wanting to use standard products, but none that meet their needs; wanting to customize development, but the level of resources for custom development is too poor to find a suitable supplier. It is also a kind of trouble to have money that cannot be spent.

• Implementation resistance is small. Small and medium-sized enterprises have relatively simple staffing, and the resistance to system implementation is small, and the boss can stick to it all at once. Large companies have many and complex personnel, and with many people, there are more ideas. The more ideas, the more excuses. The project progress will be hindered by various seemingly reasonable details, ranging from being delayed to being unfinished.

• Greater willingness to change. Most of the small and medium-sized enterprises are private enterprises, with a stronger sense of crisis, more aggressiveness, more interest in new things, and easier acceptance of new things. Large enterprises will seek more stability, and the willingness and cost of change will be higher. Even if you want to change, you have to hold repeated meetings to discuss, do pilot projects, and queue up. This is the inevitable result of a company that grows bigger.

• more pragmatic. Small and medium-sized enterprises have relatively more pragmatic requirements when importing quality management software. This is because the owners of private companies usually participate in the process in person, and they are often more concerned about solving the core practical problems, paying attention to cost-effectiveness, and not pursuing ostentation. Large-scale enterprises, with many levels, many personnel, and many suggestions, tend to pursue large and comprehensive solutions. Unavoidably, there will be more unrealistic and relatively virtual needs, which occupy resources to solve key problems, resulting in seemingly everything. But the main line is not strong, more flowers, less fruit.
• For large enterprises, the phenomenon of commons is even more serious. A camp made of iron, soldiers of flowing water. The big deal is to change jobs. If you have work experience in a large company as your background, it will be easier to find a job with a higher salary. As for the present, it is good to finish my job, and I do more and make more mistakes.
   
• The proportion of successful cases of SMEs is higher . The most unfinished projects are often the projects of these large companies, and the amount often starts at a few million, and tens of millions is common, or even more. This may be the least known thing to outsiders in the industry . What's even more weird is that neither Party A nor Party B would say that the project failed in publicity, but they each knew what was going on:

*One MES costs several million, but only one workshop, one simple report, and only a few lines of data can be generated in 3 minutes after clicking the mouse.

*Buy 10 modules, only one or two modules can be used.
*The system is just simple field accumulation, without solid business knowledge support, the desired statistical analysis cannot be realized at all.
* The system abstraction is not good, and even a slight change in the enterprise has to be done twice, and so on. In the future, I will write a separate article introducing various failure cases.

The status quo is that small and medium-sized enterprises are more likely to succeed in digital transformation and have more advantages than large enterprises.

The next topic, should small and medium-sized manufacturing enterprises introduce digital quality management software?

Eating what is in the bowl and thinking about what is in the pot, all living people are the same. Enterprises are human enterprises, so enterprises cannot be exempt. For the vast number of small and medium-sized manufacturing enterprises, on the one hand, they must resist the competition of new entrants, and at the same time hope to enter new markets, obtain new market space and higher profits.

But the reality that we have to face is that new markets are often occupied by companies with larger scale, more strength, and relatively higher levels of personnel skills. Small and medium-sized manufacturing enterprises have to defend on one side and attack on the other. How can they achieve both offense and defense? And also to solve the above-mentioned pain points in the internal quality management of the enterprise? Upgrading to digital management is undoubtedly a trick that allows small and medium-sized enterprises to quickly narrow the gap or even surpass it.

Especially now that customers are paying more and more attention to the quality management capabilities of suppliers. Through the introduction of digital quality management software, they can prove that although they are small, they have all internal organs. Although it is small, its quality management ability is not inferior to that of large enterprises, and its management methods are more advanced.

It not only helps enterprises to quickly improve and prove their quality management capabilities to customers, improve quality management efficiency and improve the company's quality management image, but also makes it easier for enterprises to win customers' favor and orders, and helps small and medium-sized enterprises to achieve cornering overtaking. It is an offensive weapon.

What pain points can the introduction of digital quality management specifically solve?

The following are just a few examples:

• Insufficient professional quality personnel, high turnover rate of personnel, loss of quality standards and inconsistent standards cause unstable quality, resulting in a large number of defective products or customer complaints;
• Quality inspection standards exist in the memory of individual employees, and deviations occur during inspection execution, or when the employee asks for leave or resigns, it affects the normal inspection, and even affects the normal production cycle;
• The inspection data has been transcribed many times by paper, excel, etc., resulting in information entry errors, low efficiency, and affecting quality judgment and quality analysis;
• The frequency of material delivery is high, and the inspection tasks of inspectors are increased. Additional personnel are required or inspectors are required to complete inspections on time and lead to data falsification;
• Good steel is not used for good blades. Materials with different quality levels cannot be treated differently, and all materials can only be inspected equally, causing a lot of precious time to be spent on materials without quality problems, and materials with quality problems are not allocated enough energy to manage them, with half the effort ;
• A very small number of employees have a close relationship with suppliers, and artificially "release water" during inspections;
• Some employees were assigned to inspection tasks for which they did not have sufficient inspection qualifications, and were unable to conduct correct inspections, resulting in incorrect inspection results;
• It is difficult to find data records. When a customer or a third party comes to audit, they will frantically search for the report, which may even affect the audit results and lose customers;
• The quality management personnel cannot know whether the on-site employees have carried out the inspection according to the requirements, and the progress of the inspection, and cannot effectively supervise the inspection and make timely scheduling arrangements;
• Quality management personnel spend a lot of time collecting data and making quality reports, and have no time for quality analysis and improvement;
• Different customers have some regular/fixed testing requirements for different materials, which is difficult to control, resulting in omissions, customer complaints, and even product recall risks;
• The data is delayed, and the quality situation of the previous week/month will not be known until the next week or next month, or the raw material/supplier/production line that affects the product quality cannot be known in time, and feedback and improvement cannot be made in time, resulting in more defective products occurrence, the cost of quality remains high;
• Unqualified products, customer complaints, etc. have not been dealt with in a timely manner, the processing tasks and personnel cannot be effectively tracked, and the closed-loop management of effective quality improvement has not been carried out, resulting in more unqualified occurrences or customer complaints again, affecting customer satisfaction;
• The quality management level of peers is higher than that of our company. When competing with peers, we are always at a disadvantage, unable to get orders, or can only produce some low-end and low-profit products;
• Due to customer requirements, it is necessary to submit Pp and Ppk for key quality characteristics of some products every month, which consumes a lot of manpower and material resources;
• Some quality characteristics cannot be directly measured, and need to be calculated twice, which is inefficient and error-prone, which affects the judgment of the test results;
• ……..

Are these problems unique to small and medium-sized enterprises, but not large enterprises?

Whoever solves these problems first will gain an advantage in the competition.

This kind of situation has already begun to appear. The same type of products are also produced. With the blessing of digital management, small and medium-sized enterprises have begun to make those big companies that are arrogant but backward in management gradually feel ashamed and ashamed.

Digitalization is making small and medium-sized enterprises become fast fish in the market, and they are seizing the territory of the original big fish.

Digital management tools are becoming a weapon for small and medium-sized enterprises to attack.