质量管理失败的十个主要原因 Quality management of the ten major causes of failure 质量管理是企业管理的重要组成部分,其重要作用众所周知。然而,在实际生产经营中,质量管理这张答卷却并非每个企业都能出色回答。依笔者所见,其中主要原因有10个。
Quality management is the important part of enterprise management, its important role as everyone knows. However, in the actual production and management, quality management this paper is not each enterprise can better answer. See according to author place, one of the main 10 reasons.
Vision refers to gain insight into the future to decide the enterprise will become what the enterprise vision, it can identify potential opportunities and puts forward the target, realistically reflect the interests of the future. Vision provides enterprise where to development, enterprises how to develop a plan of action and enterprise implementation plan required the organization structure and system order. A lack of foresight led to the quality rejection in the strategy, the enterprise goals and priorities are not clear, the quality 's role in the company are not easy to understand. In order to win from the doing, enterprises need to change their way of thinking, creating and constantly improve the quality of the environment.
Misunderstanding of customer intention, lack of advance the sense of customer service, although improved some work but did not add to customer value, will also lead to the failure of quality management. For example, the transmission company obsessed with punctual delivery, and strive to time increased from 42% to 92%, but make managers surprise company lost the market, the reason is that the company emphasizes the time did not have time to answer customer calls and explain products. Customer satisfaction is a dynamic and continuous changes of the target, in order to quality management must focus on understanding the expectations of customers, development projects to meet or exceed customer needs. A foreign company claims to dissatisfied customers to provide full compensation, the company paid the price, but revenue is soaring, employee turnover rate is from 117% to 50%.
Investigation shows, most quality management activities of the failure is not technical but management reasons. All quality management authority have a consensus: quality management the biggest obstacle is a lack of quality improvement of top manager 's contribution. Management contribution means through the action of top-down communication company ideas, so that all the staff and all the activities are focused on continuous improvement, it is a practical method. Only move the mouth or public speaking is not suitable for quality management, managers must participate in and related to quality management in every aspect of work and stay. In a survey of 70% of the production supervisor to admit, they now spend more time in improving customer satisfaction factor. However they put these responsibilities delegated to the middle-level managers, and said it was not clear whether these efforts and success. Imagine, so the quality of management to succeed?
Company a lot of money in quality management training, however a lot of enterprises and did not get fundamental improvement. Because of too much quality management training is to be of no great importance. For example, the staff studied the control chart, but do not know where, they soon forget the. Can say, no goal, no focus of training is actually a kind of waste, which is also the quality management of a failing factors.
Many enterprises can not calculate the cost of quality, also do not calculate improvement project benefits, even if the calculation of quality cost of enterprises are often only visible to the costs ( such as security ) and easy to calculate the costs ( such as training fee ), and completely ignored the relevant primary costs, such as loss of sales and customers leaving the intangible cost. Some enterprises did not calculate the quality improvement of the potential benefits. For example, did not understand the customers away and brought potential sales loss. Foreign research shows that: the dissatisfied customer will tell 22 people are not satisfied with, and a satisfied customer will tell 8 people satisfaction. Reduce customer leaving rate of 5% can increase the profit of 25% ~ 95%, 5% increase in customer retention can increase the profit of 35% ~ 85%.
Organizational structure, measurement and compensation in quality management training, publicity and no attention. If the enterprise still is existing cumbersome bureaucratic hierarchy and sealing functions, no matter how many quality management training are of no use. In some companies, the role of the manager is not clear, quality management responsibility is often given to middle managers, this led to a power struggle between the quality team, quality team lacked quality overall grasp, is the result of debate and confusion. A flat structure, decentralization, inter-departmental working hard on quality management success is a must. The success of the enterprise to maintain open communication form, the development of the whole process of communication, eliminating the barriers between departments. Research shows that: the power of cross-sectional group achieved by a quality improvement results can be achieved within the Department, group of the results obtained from 200% to 600%.
之七:质量管理形成了自己的官僚机构
Seven: quality management has formed its own bureaucracy
In the quality management activities in the process, usually the quality management of authorization in a quality privileged. Quality is a parallel process, has its own rules, standards and reporting staff the new bureaucratic hierarchy and structure, unrelated to quality reporting as normal. The quality of the privileged gradually large permeability, become costly and not the result of huge monster. The quality of the bureaucrats to their daily lives apart, do not know the truth, but become the barriers to quality improvement.
之八:缺少度量和错误的度量
Eight: the lack of measurement and error of measurement
The lack of measurement and error metric is the leading cause of quality management failure for another reason. Inappropriate measures that encourage short-term behavior and the loss of long-term performance, a sector of the improvement to loss of another department expense. For example, choosing the right price improved procurement department performance, but to the manufacturing sector has brought great quality problem. Enterprises have no reference as the hunter in the night playing the game, the result just lay a, and occasionally a result, is more likely to be a huge loss. The company needs and quality improvement on performance metrics, including process measurement and results of measurement. The success of a company is a customer-based measurement and monitoring of the quality improvement process.
Strategic objective, performance measurement and reward or recognition is supported by three pillars of enterprise quality improvement. Change the idea and pattern transformation requires significant changes in behavior, behavior in a large extent by the recognition and reward system effect. Enterprise how to recognize and reward employees is the main part of the transmission company strategic intent. To make quality management efforts productive, enterprise should acknowledge and reward good performance, so that the quality improvement a reality.
The current accounting system to quality management of the failed bears much responsibility. It distorts the quality cost, do not know its potential impact. For example, with adverse product related costs such as guarantee, not even considered quality cost; scrap, rework is regarded as the common enterprise management fee.