(2021) The 11th Issue
Compiled and issued by ChangZhou Plastics Factory Co.,Ltd June 4, 2021
In order to fully reflect the work progress and staff performance of ChangZhou Plastics Factory Co.,Ltd, and further strengthen the enterprise's spiritual and cultural development to effectively boost the building of enterprise's cultural system and create a positive working atmosphere, it is hereby decide to edit and compile this communication upon review.
▲The quality control circle activities have been developed in Japan since they were launched in the 1970s. This kind of autonomous quality control circle activity is the best way to motivate employees to participate in management and self-management. Since my country introduced quality control circle activities from Japan in 1978, quality control circle activities have sprung up in an endless stream, and related industries have undergone earth-shaking changes.The overall quality level of its products has been significantly improved. With the development of the times, how to promote quality control circle activities in the new century is a practical problem facing contemporary quality management workers. Innovation and development are the themes of the times, and are also suitable for the development of quality control circle activities.
The quality control circle activities focus on traditional problem-solving methods to solve the daily problems of the company. Use Deming's PDCA method to select quality control circle issues, analyze the causes of the problems, determine the main reasons, and formulate countermeasures to solve the problems, and implement countermeasures, check the effects, formulate consolidation measures and promote their standardization. If it is necessary to enter the next cycle, continue to improve the countermeasures.
The innovative quality control circle activities are the optimization of new products, new processes and new services, and are the focus of the development of the current quality control circle activities. Through continuous innovation and reengineering within the enterprise, the internal processes of the enterprise are optimized and the continuous innovation of the enterprise is improved. Ability to further improve the core competitiveness of the enterprise.
The quality control circle activities focus on changing the corporate culture, establish an independent management and positive corporate culture, put forward reasonable improvement suggestions, and work together to solve various problems encountered in the work. Through the development of quality control circle activities, Form a motivation for positive change.
"The only constant is change." First of all, employees must transform their ideas and concepts, and only by constantly adapting to changes can they keep up with the pace of development of the times; secondly, employees must transform from actions, only by constantly learning to fly and improving themselves. Quality can participate in the competition of the times and become a useful member of the organization. Furthermore, the organization must become a learning organization, also accelerate the pace of change. If you do not accelerate the speed of change, you will face the threat of death. Change alone is not enough, but there must be speed to win with speed. Through quality control circle activities, improving the organization's ability to change and reshaping corporate culture are the development themes of enterprises in the new situation.
As we all know, the QCC activity has been a great success in Japan, but the situation in China is different. Many companies have carried out this activity, but the results of the activity are not convincing, especially in terms of full participation of all employees. Praised achievement. Under this circumstance, some people even assert that QCC activities have no vitality in China.
Based on the experience of enterprises in carrying out improvement activities in recent years, the claim that QCC activities have no vitality in China is unfounded. Many companies have established a mechanism that can continue to promote QCC activities and have achieved good results.
A company with more than 2,000 employees, each department has established two to three QCC activity circles, and these QCC activity circles are called subject groups, and each subject group consists of 3 to 6 members. After the completion of the project, the activity circle was announced to be dissolved and a new activity circle was established. So far, nearly 20 issues have been solved, and obvious economic benefits (tangible effects) have been achieved. The awareness and ability of employees have also been greatly improved. One of the improvement topics of the activity circle is "Improvement to reduce the power consumption of the injection molding machine". After the team members have recorded and investigated the power consumption of the injection molding machine and observed on-site, they found that the injection molding machine has abnormalities (product defects, etc.) when the injection is stopped. The motor is still running and consuming electricity.They designed and produced a small induction controller by themselves, which was installed on dozens of injection molding machines. Once the injection molding machine stopped shooting abnormally, the sensor would immediately start and shut down the motor. This one item alone can save this company more than ¥300,000 per year. More than 10 topics published at a QCC results presentation brought a total of nearly 2 million yuan to the company. The company’s Hong Kong chairman said excitedly after hearing the announcement: “The tangible effect of 2 million yuan is certainly gratifying. And more importantly, activities can help us cultivate better employees and employee teams.”
In short, as long as the promotion methods are appropriate, QCC activities can also bear fruit in Chinese companies, and Chinese employees can also actively participate in QCC activities.
In order to make more people have a correct understanding of QCC activities, it is necessary to summarize some of our experience in successfully promoting QCC activities.
A group composed of people on the same job site who carry out quality improvement activities autonomously and spontaneously is called a QCC (Quality Control Circle) group. These groups are an important part of the company's quality control activities. Under the principle of self-inspiration and mutual inspiration, various quality statistical methods are used, and all employees participate in the method. Activities that continuously improve performance on the job site are called QCC activities.
I believe many people are familiar with the definition of QCC and QCC activities, but many companies and management practices that have successfully promoted QCC activities tell us that QCC activities have undergone new developments.
On the one hand, the scope of QCC activities today is expanding. It is no longer limited to quality control, but also involves other aspects of business management, such as efficiency, cost, delivery time, safety, and so on. On the other hand, today's QCC activities are not only voluntary activities of employees, but also an important part of employees' job activities. Only those companies that organically combine autonomous and spontaneous QCC activities with QCC activities as part of their job activities can achieve good improvement results.
QCC activities have new developments in activity content and activity format, so QCC activities are often called subject improvement activities.
Based on experience, we have truly realized that in order to successfully promote QCC activities, the company must have the following conditions.
Companies that have successfully promoted QCC improvement activities all have one thing in common, that is, business leaders are firm supporters of improvement activities. They not only have a good awareness (attitude and knowledge) for improvement activities, but more importantly, they have a firm will to advocate and continue to promote improvement activities for a long time.
In order for a computer parts manufacturer to comprehensively promote QCC activities, the board of directors has decided to allocate hundreds of thousands of RMB as activity funds and bonuses, and regularly convenes and actively participates in QCC activities results presentation meetings. Leaders have such courage and determination, how can employees not be eager to try?
In order to transform the will of corporate leaders into the actions of corporate employees, the active promotion of the QCC activity promotion department and the middle-level management cadres of each department is essential. There are many forms of effective promotion, and you can directly participate in the QCC team and carry out activities with team members to solve problems; It can also provide necessary human, material and financial support for team members; it can also provide training and counseling to team members on a regular basis.
No matter how good an improvement activity is, if there is no active participation of employees, then it will lose its meaning, and the same is true for QCC activities. The active participation of grassroots employees can be achieved through the following two aspects.
First of all, try to get more key employees to participate in QCC activities, give full play to their ingenuity, and improve their ability to solve problems. Secondly, we must try to mobilize the enthusiasm of ordinary employees to participate, so that more employees can experience a sense of accomplishment from the improvement activities, and strengthen their awareness of problems and participation.
A good atmosphere for improvement is also an important condition for effective QCC activities. We cannot expect that in a dull and boring scene, there will be employees silently carrying out QCC improvement activities. Therefore, we must rely on various effective propaganda tools in the enterprise (kanban, newspaper, radio, television, etc.) and in various appropriate occasions, in various forms, actively promote improvement activities and create a positive and good atmosphere for improvement activities.
In order for QCC activities to continue to be carried out and achieve fruitful results, it is necessary to carry out effective project management on the improvement issues in QCC activities.
We have to select those topics that are meaningful, have a sense of mission, and have a positive impact on the company's operations as the topics of the QCC activity group. In the process of selecting topics, it is not only necessary to give play to the spirit of independent innovation of employees, but also to encourage them to independently select improvement topics (independent activities) from various existing problems in the company. They should also be guided to actively undertake some key issues (job activities) in business operations.
In order to make the activities of the QCC team effective, it is very necessary to implement project management and project follow-up on these project teams. There are usually three forms of follow-up of subject improvement projects. The first is plan diagnosis, that is, the QCC team is required to complete the production of the improvement plan within a certain period of time, and the promotion department and business managers will diagnose the plans prepared by each QCC team. Confirm the feasibility of the plan, and make constructive suggestions for amendments when necessary. The second is process diagnosis, which is to confirm the progress of the improvement project on a regular basis (for example, once a month) according to the plan requirements, coordinate and guide the difficulties encountered in the improvement activities and some matters that need to be coordinated, and help or if necessary. It is recommended that the team revise and improve the direction of activities. The third is the result diagnosis, which is to confirm the results brought by the activity and guide the staff to summarize the improvement results.
It is worth noting that all diagnostic activities must adhere to the concept that the process of diagnosis is the process of serving the QCC team at the top of the enterprise, and comprehensive support should be provided to the team members.
Regularly convening presentations is a very effective way to strengthen the driving force. In the process of tutoring companies to carry out QCC activities, we usually require companies to hold an improvement announcement meeting every three to four months, and agree on the date of the meeting in advance and inform it widely.
Presentation is a very good form of activity. First of all, it can provide employees with a platform for presentation, allowing employees to show themselves at the presentation, experience a sense of accomplishment, and exercise their ability to summarize and publish. More importantly, in order to show the excitement at the conference, before the arrival of the conference, the group and group members will feel an invisible and positive pressure.
In short, it is impossible to achieve QCC activities by relying solely on employees' self-initiated activities. Effective methods must be adopted and effective advancement must be taken. The implementation of project management for improvement issues is a proven and good method.
Contact us now for a bespoke solution