01. What details at the execution level need to be paid attention to in quality assurance?

Dr. Deming is a world-renowned quality management expert. The PDCA theory he proposed has made great contributions to quality management in all walks of life.
Everyone is familiar with this management method and it is used to establish long-term goals of improving products and services. What implementation details need to be paid attention to here?

First, it is necessary to establish the current problems and long-term plans. It is necessary to have short-term goals, as well as long-term continuous actions and policy guarantees for improving products and services, and avoid gusty management.
Enterprises must strive to remain competitive and make long-term business plans, and quality is an important starting point and tool. Using a clear vision and organizational strategy to achieve quality goals is a practical and effective implementation method from large to small.
So how to do it specifically?
1. It is necessary to have standard iterations that keep pace with the times , and adjust your quality goals to follow the needs of market competition;
2. Change your product inspection model , from large-scale standard sampling to normal non-standard sampling;
3. Adjust Market strategy , do not choose suppliers or raw materials with poor quality control due to price competition;
4. Improve the operation instructions for each business process and position,
split business processes and process steps in a modern way, and strengthen job training and Guidance;
what should be noted here is that a lot of training is just a formality, such as new employee training, which talks about some general and general knowledge and involves too little specific work; the
training we emphasize means that after a period of time, Training can only be terminated if the yield rate or qualification rate of the current process work reaches the level emphasized by the organization. Otherwise, training will continue or personnel will be replaced; 5. Actively play the guiding role of PM and management. Supervisors and managers at every
level
should Be able to be familiar with the problems existing in current business processes, links, and nodes, and be able to use statistical methods to distribute possible problems according to their probability of occurrence and effectively check the business results; 6. Once areas for improvement are identified, action must be
taken
No Any excuse can put people into positions they don't know how to perform. The vast majority of so-called people who have nothing to do or people who don't do things well are caused by being placed in unsuitable jobs or due to poor management.
For example, Zhang San often missed punching in when clocking in and out, causing problems with the attendance data. Therefore, Zhang San suggested to the company to cancel the attendance rules for executives at the same level as himself. From then on, Zhang San no longer had to clock in and the attendance data was restored. Normally (to give a popular example, you know_ ⁾ managers
have the responsibility to find out why employees are not proud of their work. The project manager responsible for quality management and quality assurance, as a quality leader, should be bold and resolute, and point out that quality is everyone's responsibility, and team spirit is a key factor in achieving improvement. Everyone should make decisions when making decisions. Quality must be considered and the spirit of excellence must be promoted.
The project manager's job is not to supervise, but to lead with leadership. The goal of management is to help people, machines and equipment do better jobs, rather than to formulate a plan and act as a supervisor to keep an eye on the execution results.
7. Set effective goals rather than slogans.
Quality management usually sets certain indicator lines at the enterprise level to motivate the team to achieve overall goals. However, at the execution level, indicators, slogans, images, and posters that motivate employees to improve productivity must be abolished. , because these are often outside the control of ordinary employees, these promotional materials will only cause resentment among team members;
shouting slogans is not as good as setting actual job instructions and helping solve the problems of grassroots employees through practical problems and processes.

02. How can non-technical project managers do a good job in quality assurance?

The above measures focus on helping the project management PM to implement and implement quality control and quality assurance. But the question is, if you are not born in a major and have no skills, how can you do a good job in quality management, process control, product What about quality?
Product principles and manufacturing techniques cannot be learned in a short period of time; they require theoretical foundation and long-term social practice.
To solve this problem, we must first open up our thinking .
Quality control is not about letting project managers or project managers intervene in the production process as the guide of the production process; it is about perceiving the product as a product deliverer and user experience officer, and using quality standards and scientific statistics and metrology standards to Measure the product.
To describe it in everyday language, you don’t need to know how to refrigerate to evaluate a refrigerator.
Changes in the production process and status, adjustments to technical parameters, and process optimization are determined by the technology or production department. You must put aside the constraints of technology and view products and processes as market consumers .
The PM project manager's perspective is the customer's perspective, even the most picky customer's perspective, which is to advance the customer's needs into the manufacturing process, process development process, and even into the research and development process.
I abandon what I can't do, what I can't do well, and what I need to study for a long time to figure out; I look at solving process problems, process problems, and quality problems that arise in production or processes from the most simple and direct perspective that everyone can understand and understand. Question:
The project manager PM must do a good job in quality management. The key is to manage the technical people. The R&D implementation process must be standardized, clear, unambiguous, and transparent, so that even people who do not understand technology can see it clearly. I can give you a rough idea, just like 5S management on site. If you have never done production, you can see the material flow process and whether there is a production order on site if you stand on site for a while.
The core of management lies in the control of human behavior. The transparency of the process refers to the improvement of control means. The purpose of management has never changed . This is my deep experience as a project manager for nearly 20 years.

03. In addition to PDCA, what other recommended methods are there for quality management?

Then does the project manager PM have no other method for quality management besides PDCA?
no.
We have a method called SDCA cycle, English Standardzation Do Check Action, SDCA Cycle, which is standardization maintenance, that is, " standardization, execution, inspection, summary (cycle) ";
PDCA is the foundation and the source of quality management initiation; the continuous SDCA cycle Will ensure that the quality system operates effectively to achieve expected quality objectives.
Our daily lesson today is about quality assurance and standard maintenance.
That is to say, PDCA and SDCA are the two wheels for enterprises to improve their management level.
PDCA is the driving force to continuously improve the level of enterprise management, while SDCA is the braking force to prevent the decline of enterprise management level.
These two sets of standardized means are an important starting point for project managers to maintain business projects and management at a high management level. The
so-called standardization means that there are various norms in the enterprise, such as: procedures, regulations, rules , standards, essentials, etc. These standardized things are collectively called standards. Many people don’t know how to make standards. In fact, standards have no paradigm. What conforms to your production process and R&D management process is a standard; and formulating standards is
followed by The process of putting standards into action and continuously improving them is called standardization ;

04. What are the goals and requirements for quality assurance and standard maintenance as normal work?

After formulating many policies, issuing documents and promoting them, has the enterprise completed standardization?
no.
It is wrong to think that standardization has been completed just after the standards have been compiled or revised. Standardization can only be considered implemented after guidance, training, implementation, and improvement.
Therefore, quality assurance and standard maintenance are normal tasks. We have several goals and requirements.
Goal 1: Technical reserve - the best way to preserve skills and professional technologies. Otherwise, the company or organization will not have the accumulation of technology, skills and experience. Technology, skills and experience will be transferred with people. Once the personnel in key core positions leave, they will even lose their jobs. It creates risks that no one can understand or take over. For example, once a core manager leaves his post, it will cause a complete collapse of the R&D system; Goal 2: Improve
efficiency - convenience and compatibility, reduce changes, and reduce costs, especially It is the training cost and risk cost;
Goal 3: Prevent recurrence -methods to prevent problems from occurring and minimize variation. Regardless of changes in people, statistically significant risk points cannot be avoided. Intelligent long-term monitoring means prevention is better than improvement; Goal 4: Training and drills
- the delivery of corporate information, management content and business The basis and foundation for establishing a knowledge base.

05. Quality assurance and standard maintenance are ongoing. How to set standards?

Some people may ask, how to standardize? Our approach is also simple.
The first step: Look for problems that are different from the standards, and gather relevant employees to find out the problems that need to be improved; The
second step: Research the practical methods, collect the data of the practical methods, and organize them;
The third step: Find out the various reasons , find out every possible cause of the problem;
Step 4: Standardize and formulate solutions, find solutions based on the problem, arrange the process, and implement it immediately;
Step 5: Check the effects, collect, analyze, and check them The solution is to see whether the required expected results are achieved after a period of testing;
Step 6: Institutionalize the effective method. When the method is proven to be effective, standardize it into a work code, and all employees must abide by it. Randomly extract some results as the result of daily inspection of whether the quality assurance is effective;
Step 7: Review the effectiveness and develop new goals. When the main quality problems and quality goals are resolved, summarize the effectiveness and formulate solutions to other problems.

PDCA corresponds to initialization and quality improvement, and any new product, business or workflow is unstable in the early stage, so it needs to execute the SDCA cycle. The unstable system becomes stable through the SDCA cycle. Then our goal is achieved.

in conclusion. PDCA and SDCA are two major wheels for enterprises to improve their management level. They are important starting points for project managers to maintain business projects and management at a high management level .

How do project managers ensure quality and maintain standards? How do non-technical project managers do quality control?