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Toyota recall-inspired "process management" experience

  what are the "result"? It is said, is bigger and stronger corporate results. Actually not bigger and stronger corporate results. The late management guru Peter Drucker says it well: "enterprises aims to create customer", this way understood, and realize customer value creation is to do business, "result", rather than "bigger and stronger". Moreover, the enterprise is built to last, business is a complicated systematic project, fundamentally complex process into a simple "result".

"process control" really comes from for Dr Deming quality management made an outstanding contribution to the world, its main points "14 points" (Deming?s 14 Points) became an important theoretical basis for process management and control.

1. Create products and services to improve long-term objectives: top management must return from the short-term goals are lost, return to the building in the right direction in the long run. Or as a permanent objective to improve products and services, insisting that, it needs to be reform and innovation in all areas.

2. Adopt a new philosophy: absolutely not tolerate shoddy materials, poor operation, defective products and lax service.

3. Cease dependence on mass inspection to achieve quality standards inspection is in fact prepared to have defective, test it is already too late, and the high cost and low efficiency. The right way has been to improve production processes.

4. The abolition of "lowest-bidder" approach: price itself has no meaning, just makes sense relative to quality. Therefore, redefined the management principles, purchasing will change. Companies must be able to establish long-term relationships with suppliers, and reduce the number of suppliers. Departments have used statistical tools to judge the quality of vendors and their products.

5. Constantly to improve production and service systems, and never stopped: in each activity, the need to reduce waste and improve quality, whether for procurement, transportation, engineering, methods, maintenance, sales, distribution, accounting, human resources, customer service, and manufacturing.

6. Establishment of modern methods of on-the-job training: training must be planned for, and must be acceptable to the established work standards. Statistical methods must be used to measure training effectiveness.

7. Modern methods of supervision: supervisors must make top managers knew the areas requiring improvement. When you know, management must take action.

8. Banish fear: everyone should have the courage to ask, ask questions and express their views.

9. Break the walls between departments: each sector should not only focus on immune and team spirit. Interdepartmental quality circle activity will help improve the design, service, quality and cost.

10. Removal of staff by measurement of objectives: stimulate employee productivity indicators, posters, slogans, images must be abolished. Many tie changes are often outside the control of the General staff, so these materials can lead to resentment. Is not required to set measurable goals for their employees, but the company itself to have such a goal: never improve intermittently.

11. Cancel work standards and quantitative quotas: quotas focus on quantity, not quality. Piece-work system is not good, because it encourages manufacturing defects.

12. Elimination of factors hampers the work of grass-roots workers smooth: any of the factors leading to the dignity of the employees lost their jobs must be eliminated, including unclear what constitutes good performance.

13. Establish a rigorous education and training programs: due to improvements in quality and productivity will result in some changes to the number of jobs, so that all employees would continue to receive training and retraining. All the training should include basic statistical techniques used.

14. Create a drive every day more than 13 senior management structure.