The theory of total quality management was put forward in the United States in the early 60s of the last century, but then it has been greatly developed in RB, forming a set of effective total quality management methodology. Pen ~ fun ~ cabinet www.biquge.info to the 80s, Americans instead want to introduce the concept of total quality management from RB to improve the quality of American enterprises, in order to obtain excellence in the competition with RB enterprises.

At the end of the 70s, China began to reform and open up, and while introducing advanced production technology from abroad, it also introduced advanced enterprise management concepts. Total Quality Management, also known as TQC, was introduced during that period. In March 1980, the State Economic Commission issued the "Interim Measures for the Total Quality Management of Industrial Enterprises" to the national industrial enterprises, which was based on the total quality management idea of RB, which mentioned that "often understand the needs of national construction and people's lives" reflects the "customer-centric" viewpoint in the theory of total quality management, and "educates all employees to establish the idea of quality first" reflects the requirements of "full participation". At that time, the Chinese industrialists had the spirit of shame and courage, and were able to put down their bodies and learn all advanced things.

Globally, the theory of total quality management did not stand still, and in the decades that followed, various new quality management methods continued to emerge, the most important of which was the formation of the ISO9000 system in 1987. There are similarities and emphases between ISO9000 and the previous TQC, but it is undeniable that many of the ideas and practices in it have made great strides over the TQC before the 80s.

In the years when Feng Xiaochen served as the director of the major equipment office, it has become a new fashion for Chinese enterprises and even organs and institutions to obtain ISO9000 certification, according to incomplete statistics, in the first few years of the new century, more than 50,000 enterprises and institutions have obtained ISO9000 international quality management system certification.

Feng Xiaochen has also been extensively exposed to the knowledge of quality certification when he visited the enterprise in the past, and is very familiar with the certification system and certification procedures. What he recommended to Xu Xinkun was a set of systems that were dressed in the TQC of the 70s, but actually wrapped in the ISO9000 certification ideas of later generations, which were more clear and more advanced in methods than the TQC activities being carried out across the country at that time.

Feng Xiaochen came to Xinmin Factory in the name of solving the quality problem of hydraulic valves, but he did not limit his work goals to one or two products from the beginning. He knew that it would not be difficult to build one or two hydraulic valves that met the quality requirements if he had worked in the same costless way as he had done in the past, but it didn't make much sense.

From a small point of view, Linbei Heavy Machinery will mass-produce large-scale excavators in the future, and the hydraulic valves needed are not one or two, and it is impossible to rely on this kind of sports work every time. If Xinmin Factory can not establish a set of sustainable development of the quality management system, then the stability of product quality is a flash in the pan, Lin Chong's large excavators can only seek foreign hydraulic parts matching.

In general, China's entire industrial production system is facing an urgent need for upgrading. Meng Fanze lent Feng Xiaochen from the Metallurgical Bureau and sent him to Xinmin Factory, definitely not to let him solve the quality problem of a specific product, but to let him try and verify the modern management concept he talked about in such a realistic enterprise as Xinmin Factory, practice various modern management methods, and do it to lead more enterprises to be reborn in management, so as to meet the tide of international industrial competition.

Feng Xiaochen is not the leader of Xinmin Factory, and it is impossible for him to work on behalf of Xu Xinkun and He Yongxin. He visited the workshop of Xinmin Factory, had in-depth exchanges with the workers, and gradually figured out the organizational structure of Xinmin Factory. He realized that He Yongxin, as an old factory director who had a glorious history, was now burdened by fame and lost his willingness to improve, and may even become an obstacle in the promotion of new management concepts. Although Xu Xinkun was criticized by everyone as a layman, he has a positive reform mentality, as long as someone can provide him with some help, he can become a practitioner of new ideas.

In addition to the difference in personal values, Xu Xinkun also has one thing that He Yongxin does not have. Xu Xinkun, as a new leader, because he didn't understand production, ******** in Xinmin Factory, if he couldn't make a difference, he could only eat and wait for death in disgrace. He Yongxin does not have such pressure, for He Yongxin, the more conservative, the more advantageous, change will only become a threat to him, not an opportunity for him.

Feng Xiaochen saw this and chose Xu Xinkun as his spokesperson. He first successfully aroused Xu Xinkun's fighting spirit with words, and then began to sell his thoughts and knowledge to Xu Xinkun. He applied the routine of the ISO9000 family certification in the later generations to the construction of the quality management system of Xinmin Factory, combined with the experience and data accumulated by Yu Chun'an in the previous production management, and compiled the quality management plan distributed at the venue. Many of the concepts and formulations in this plan were enough to amaze the quality management authorities of the time.

After completing the preparation of the plan, Feng Xiaochen carefully designed a chain plan for Xu Xinkun. He asked Xu Xinkun to report to the Provincial Machinery Department about the comprehensive quality management work of Xinmin Factory without He Yongxin's knowledge, and then asked Xu Xinkun to make the decision to hold an on-site experience promotion meeting in Xinmin Factory through Cai Deming's relationship. At this point, He Yongxin naturally fell into passivity, whether he responded positively or passively, Xu Xinkun could win.

The development of things went even more smoothly than Feng Xiaochen and Xu Xinkun imagined. After learning the news that the provincial department was going to promote the experience of Xinmin Factory, He Yongxin's first thought was to wash away his responsibility. He first abandoned Tao Yu and asked Xu Xinkun to cut off one of He Yongxin's wings without blood, and then he was willing to risk offending Li Huidong and pushed Xu Xinkun to the position of introducing experience.

The reason why He Yongxin did this was because he decided that Xu Xinkun would not be able to do a good job of introducing the experience this time, and would only make a fool of himself on the spot, and become a victim of the provincial department covering up the scandal. He never expected that Xu Xinkun came prepared, he had the excellent total quality management plan that Feng Xiaochen helped him compile, and the speech prepared by Feng Xiaochen, which could ensure that his explanation was accurate and easy to understand, and it could also achieve an interesting effect. You must know that in that era when the country was just opened, most people's knowledge was very limited, and Feng Xiaochen casually found a few jokes to come in, which was enough to open the eyes of the factory directors.

"The second requirement of total quality management is the participation of all employees. In the past, we believed that quality management was the business of the quality inspection department, and it was up to the flaw detector to find faults. From the point of view of total quality management, the traditional quality inspection is only a remedy after the fact, and when the quality problem appears, the only way to find out the defective product is to stop the loss, and the waste that should have occurred has occurred.

Total quality management requires that quality improvement work be carried out in advance and during the event, and every cadre and worker should be involved in the action of quality improvement, and this participation is long-term and continuous, not by engaging in one or two movements and shouting one or two slogans. We need to establish a learning organizational culture, that is, to promote the spirit of learning in the enterprise. It is necessary to take the QC group as the core of learning, be responsible for organizing the learning work of the cadres and employees of the whole plant, and promote the knowledge sharing among the employees.

In the enterprises of western developed countries, there is an important position, called the chief knowledge officer, in English is the CKO, this person is not the factory director, not the chief engineer, not the chief accountant, his task is to connect the knowledge of the whole enterprise, so that everyone's knowledge becomes the knowledge of the whole enterprise, and then let the knowledge of the whole enterprise become everyone's knowledge. Knowledge is something that can be multiplied by exchanging it with each other.

In our past management tradition, there was also the practice of helping each other and learning from each other, but over the years, this practice has gradually faded and has been abandoned by many enterprises. In the process of total quality management, we should restore this tradition, and use the concept of modernization to transform it to make it standardized, institutionalized and mature......"

The more Xu Xinkun spoke, the more fluent he became, in addition to the content that Feng Xiaochen prepared for him, he added his own impromptu play. He has experience in political work, and when he was a political commissar in the army, he also engaged in ideological education and ability training, and he has a certain understanding of management. He integrated these experiences into the explanation, and from time to time interspersed some small paragraphs, afterwords, etc., which caused the audience to laugh knowingly.

"Who said that this old Xu doesn't know how to manage? His understanding of quality management can definitely rank in the top three in our machinery hall system. ”

"I think that except for Director Li, no one else can compare to him. ”

"I originally thought that this report should be told by Lao He, but now it seems that Lao He may not be better than Lao Xu. ”

"It's not necessarily, it's absolutely impossible. Lao He's two brushes I know, it's no problem to grasp production, and he can't play the foreign game of total quality management. ”

"But isn't it, I also studied quality management in the School of Administration for two months a while ago, how do I think the professors in the School of Administration are not as good as this old Xu. ”

"Today's on-site meeting is worth it!"

From time to time, one or two sentences of these discussions will reach He Yongxin's ears. In fact, even if he didn't listen to what everyone was saying, the atmosphere on the field would be enough to tell him what was going on. This is a very energetic venue, everyone's emotions were mobilized by Xu Xinkun, everyone's faces showed excitement, suddenly, admiration, the person on the podium, in everyone's minds, is no longer a rookie in the industry, but a knowledgeable and experienced expert.