The core logic of enterprise standardization: Three - fold practice centered on the implementation of standards
I. Implementation is the "fundamental task" of enterprise standardization - The closed-loop logic of the three major tasks
The three core tasks of enterprise standardization (formulating standards, implementing them, and supervising implementation) always form a logical closed-loop around "implementation": Formulating standards is the "preparatory work" for implementation, supervising implementation is the "quality guarantee" for implementation, and implementation itself is the key to realizing the value of standardization.
1. Formulate enterprise standards: The essence is "to undertake the implementation and transformation of superior standards."
The vast majority of standards formulated by enterprises are not "original creations" divorced from existing regulations, but are aimed at more efficiently implementing superior standards (national, industry or international standards). For example:
- In the quality system certification, the "Quality Manual" and "Procedure Documents" compiled by enterprises transform the "general quality management requirements" of the GB/T 19000 - ISO 9000 series of standards into "operable rules" that fit the entire process of the enterprise's R & D, production, and after - sales service. For example, the "process approach" is refined into the "design review process" and the "purchase verification process", making the abstract standard requirements become specific work steps.
- The formulation of product model specifications is based on the framework of general basic standards such as reliability, maintainability, and electromagnetic compatibility. Combining with the technical characteristics of the enterprise's products (such as the adaptability of military products to extreme environments and the lightweight requirements of consumer electronics), the "model naming rules" and "parameter limitation ranges" are refined. In essence, it is to transform the "principle requirements" of general standards into the "technical thresholds" for the enterprise's products.
- The management standards for externally purchased equipment (such as the "List of Selected Externally Purchased Materials" and the "Incoming Inspection Specification") transform the national/industry standards for externally purchased equipment (such as GB/T 4937 for electronic components) into the enterprise's "basis for procurement implementation": clarify which models meet the current standards, which batches need to undergo salt spray tests (corresponding to GB/T 2423), and which suppliers' products can meet the standard requirements - ensure the compliance of externally purchased parts by the enterprise standards "inheriting" the superior standards.
2. Implementing standards: A "systematic project" across the entire chain
Implementing standards is not about "reading mechanically from the script," but rather a full - process work covering "understanding - transforming - executing - collaborating":
Standard transformation: Conduct tailoring and supplementation on superior standards. For example, tailor the general environmental test requirements in national standards into specific test items of high temperature + rain + sand and dust for enterprise outdoor equipment; supplement the vague process requirements in industry standards into process operation instructions that can be implemented in the workshop (such as control the welding temperature at 250±10℃ and the tensile force of solder joints shall not be less than 5N).
Organizational collaboration: Implementing standards requires cross - departmental cooperation. For example, when the design department modifies the drawings, it needs to confirm the new material standards with the procurement department. When the production department adjusts the process, it needs to confirm the inspection standards with the quality department. All these require standardization personnel to take the lead in coordination to ensure that all links are "aligned with the standards".
Resource guarantee: It includes personnel training (such as explaining the operating points of the new process standards to workers), information transmission (such as promptly notifying all departments that "a certain standard has been invalidated"), and material preparation (such as purchasing testing equipment that meets the new standards). Without any of these links, the implementation of standards may become a mere formality.
3. Supervision and implementation: Implement the "last line of defense" for quality
Supervision is not about "finding faults" but ensuring the real implementation of standards through "verification".
- For example, product testing is itself a core part of standard compliance. Conducting a salt spray test according to GB/T 10125 is to verify whether the product meets the corrosion resistance standard; conducting sampling inspection according to GB/T 2828 is to verify whether the batch products meet the quality standard.
- Supervision is also a feedback mechanism: Through inspections, problems in the implementation of standards (such as a workshop failing to implement the new process standard) are identified, and timely corrections are made to ensure that the standard requirements are implemented without deviation.
In short, formulation is for better implementation, and supervision is to ensure the quality of implementation. Among the three major tasks, "implementation" is the core. Only by centering around this core can enterprise standardization truly support production and operation (for example, improving product consistency by implementing quality system standards and reducing procurement risks by implementing material standards).
II. Continuous compliance with standards: Amplify the value of standardization through "time precipitation"
1. The underlying logic of continuous compliance with standards: The "time attribute" of the standard system
The standard system is not a static "collection of documents" but a dynamic "process system" – it iterates continuously over time (old standards are invalidated and new standards are introduced), and the implementation of standards is "the process of transferring the content of standards into enterprise processes and products." The "duration" of this process directly determines the effectiveness of the standards:
- For example, if an "energy-saving process standard" is only implemented for 3 months, it may be changed just when the workers have just become familiar with it, and a stable energy-saving effect cannot be achieved. If it is implemented for 3 years, it can become the "operating habit" of the workers, and the cumulative energy consumption can be reduced by more than 30%.
2. Understand the value of continuity with the formula: Matsuura Shiro's standardization effect model
Japanese standardization scholar Matsuura Shiro proposed: E = W1 × W2 × f(I)
- E: Standardization effect;
- W1: Spatial effect (Departments/stages covered by the standard. For example, if R & D, production, and after - sales are covered, W1 = 1; if only R & D is covered, W1 = 0.3);
- W2: Time effect (the execution proportion within the standard effective period. If the standard validity period is 5 years and it has been implemented for 5 years, W2 = 1; if it has only been implemented for 2 years, W2 = 0.4);
I. f(I): Rationality of standard content (e.g., whether the standard fits the actual situation of the enterprise).
This formula clearly shows that even if the standard content is excellent and widely covered, without "time accumulation", the effect will be diminished. For example, when an enterprise implements the "Supply Chain Management Standard", if W1 = 0.8 (covering procurement, logistics, and supplier evaluation) and f(I) = 0.9 (the standard meets the enterprise's needs), when W2 = 0.5 (implemented for only 2 years), the effect E = 0.8 × 0.5 × 0.9 = 0.36; when W2 = 1 (implemented for 5 years), the effect E = 0.8 × 1 × 0.9 = 0.72 - when the time doubles, the effect doubles.
3. Three key actions for continuous compliance with standards
(1) Choose the right timing for standard implementation: "Start as early as possible" to reduce transition costs
For new standards that must be implemented (such as mandatory environmental protection standards and safety standards), the implementation should be initiated as soon as possible after the standards are issued. For example, when a new "plastic restriction order" is introduced in a certain industry, if an enterprise adjusts its packaging materials (from non - degradable plastics to pulp molding) half a year in advance, it can avoid production capacity interruption caused by a hasty replacement after the standard is implemented. On the contrary, if preparations are not made until the standard is implemented, the products may be recalled for failing to meet the standards due to the fact that material suppliers cannot keep up and workers are not properly trained.
(2) Maintain "inheritance": Avoid the waste of "starting from scratch"
Inheritance has two meanings:- Inheritance between old and new standards: Retain the reasonable parts of the old standards (such as the "sampling ratio for product reliability tests") to avoid readjustment.- Inheritance among similar objects: For two smartphones designed successively, both implement the same electromagnetic compatibility standard. The latter one continues with the "antenna design requirements" of the former one, thus saving R & D and testing costs.In essence, this is the "principle of standardization and unification" - by continuing with reasonable requirements, redundant work is reduced and the process is kept stable.
(3) Optimize the management of standard validity periods: Address the pain point of "frequent transitions"
Currently, China's standards implement the "abolition and replacement system" (when a new standard is introduced, the old one becomes invalid immediately). This approach is necessary for mandatory standards (safety and environmental protection), but for "non-core standards" (such as the rules for numbering internal enterprise documents and the standards for arranging warehouse materials), frequent transitions will lead to waste (for example, newly printed documents need to be reprinted, and materials that have just been adjusted in the warehouse need to be rearranged).
Suggestion: Implement the combination of abolition replacement system + version system — Use the abolition system for mandatory standards and the version system for core standards (e.g., Document Numbering Rules V1.0V/V2.0, allowing enterprises to make a gradual transition). Even under the current system, enterprises can apply to extend the validity period of standards that do not affect quality (e.g., an enterprise can apply to extend the Warehouse Material Placement Standard for 2 years) to reduce waste.
III. Establish an implementable standard-compliance mechanism: Transformation from "requirements" to "responsibilities"
i. Activate the "dual driving forces": external pressure + internal demand
The impetus for standard implementation comes from two aspects:
External drivers: Regulatory requirements (e.g., the "Standardization Law" stipulates that enterprises must implement mandatory standards), market demand (customers require products to meet CE/RoHS certification standards), and industry guidance (industry associations issue guides for standard implementation) — however, industry guidance is currently weakening, and enterprises need to actively utilize external drivers (e.g., use customers' demand for "green products" to promote standard implementation).
Internal motivation: Production requirements (e.g., the development of new products needs to implement the "new material standards"), quality system requirements (e.g., the establishment of ISOQMS requires the implementation of process method standards) — for example, an enterprise takes the opportunity of "establishing a quality system" to push the design department to change the drawings and replace the old material standards with the current ones; incorporate the "drawing management standards" into the operating documents of the quality manual to ensure compliance in drawing management.
2. Clarify "post responsibilities": Ensure that the standards are "implemented" by specific individuals
For the implementation of standards to take root, it is necessary to "transform the standard requirements into job responsibilities". For example:
Chief engineer (the first responsible person): Take the lead in constructing a full - process standard system (covering R & D, procurement, and production); Approve the annual standard implementation plan (for example, in 2024, focus on implementing the "Green Manufacturing Standard and Supply Chain Management Standard"); Coordinate cross - departmental standard implementation issues (if the design department thinks the standards are too strict and the production department finds the operations difficult, the chief engineer should organize demonstrations for balance); Approve enterprise standards (enterprise product model specifications) and standard implementation documents (new material replacement plans); Assume leadership responsibility for illegal and irregular acts in standard implementation (such as producing with invalid standards).
– Standardization Specialist (Executor): Participate in establishing the standard system (sort out the design/test standards to be implemented in the R & D process and the process/inspection standards to be implemented in the production process); Organize cross - departmental coordination (e.g., hold a "Materials Standard Alignment Meeting" with the design and procurement departments); Organize standard training (explain the key points of new processes to workers and the changing points of standards to designers); Manage the timeliness of standards (regularly update the "List of Current Standards"); Review the compliance of design drawings with standards (check whether the material grades are current and whether the test items cover the standards); Take responsibility for technical issues in standard implementation (e.g., if unqualified products are caused by using obsolete standards in the drawings due to lax review).
Conclusion
The essence of enterprise standardization is to "transform the requirements of standards into the actions of the enterprise". Only by centering around the core of "implementation", magnifying the value through "continuous compliance with standards", and implementing it through "clarifying responsibilities" can the standards truly penetrate into all aspects of enterprise operations, improve quality, reduce costs, and enhance competitiveness.