I. 5W3H: The underlying framework for deconstructing problems using 7 dimensions
5W3H is not simply a "list of questions", but a "systematic disassembly tool" that transforms vague tasks into executable actions. The core is to cover the entire chain of "purpose - content - scenario - time - role - method - result" to avoid missing key information.
Why (): Anchor the "value origin" – instead of asking "Why do it?", ask "What core problem can this thing solve? Is there a more efficient alternative?" For example, before adding a new inspection process, it is necessary to confirm that "this process can intercept 90% of appearance defects, and the automated equipment can save 50% of the time compared with manual work." Otherwise, the action is redundant.
What (What is the matter): Clearly define the "content and objectives" - they should meet the SMART principle (Specific, Measurable, Achievable, Relevant, Time-bound). For example, "Increase the yield rate of Product A from 95% to 98% (monthly goal)" instead of the vague "Improve the yield rate".
Where (Where): Locate the "scenarios and resources" - Combine process nodes with resource distribution. For example, when solving the problem of "wrong warehouse shipments", it is necessary to clarify whether "the error occurs in the picking process (unclear storage location labels)" or "the packing process (no recheck)", and then carry out targeted optimization (such as adding electronic labels in the picking area).
When (When): Bind "Time and Checkpoints" - Not only write the "Start/End Time", but also associate the "Action - Result". For example, "Complete the design review (output the review report) in Week 1, conduct trial production (yield rate ≥ 90%) in Week 2", so as to avoid "going through the motions".
Who (): Define the "responsibility boundaries" - clarify the roles of "executor (operator), person - in - charge (supervisor), and supervisor (quality engineer)" to avoid "unclear responsibilities".
How (How to): Focus on "method effectiveness" – instead of listing steps, verify "whether the method can achieve the goal". For example, when it comes to "reducing welding defects", it is necessary to confirm that "increasing the amount of solder will not lead to cold solder joints" rather than blindly implementing the method.
How Much (What's the Price): Quantify "Cost and Results" – Covering "Cost (Investment: ￥100,000), Quantity (Monthly production: 1,000 units), Quality (Tolerance: ±0.1mm), ROI (Monthly savings: ￥50,000)". Without quantification, there is no persuasiveness.
In short, 5W3H turns "assumptions" into "verifiable facts" and ensures that each step has clear standards.
II. 8D and 5C: Standardized Process for Solving Quality Problems
When batch problems occur (such as customer complaints or a sudden increase in the defect rate), a structured process should be used instead of "making hasty decisions" — 8D is the "comprehensive version", and 5C is the "simplified version". The core of both is a "closed - loop from emergency response to root - cause treatment".
1. 8D Report: An 8-step Logic for Cross-functional Problem Solving
8D uses the wisdom of the team to replace individual experience, and each step has a clear output:
① Establish a group: Cross - functional (R & D, production, quality, procurement) to avoid the "departmental wall". For example, to solve the problem of "battery bulging", R & D (design), production (assembly), and procurement (raw materials) need to participate together.
② Problem description: Describe it specifically using 5W2H (Who/What/When/Where/Why/How/How Much). For example, "On March 15, 2024, the customer reported that 100 units of Model A mobile phones (Batch No. 240301) had swollen batteries, with a defect rate of 10%."
③ Containment action: Rapidly isolate the risks, such as "stop the production line to inspect the raw materials of this batch and recall the unshipped products" to prevent the problem from spreading.
④ Root cause: Use the fishbone diagram and the 5 Whys method to deeply dig out the root cause (not the superficial cause). For example, the superficial cause of "bulging" is "excessive liquid injection volume", and the root cause is "the metering pump of the liquid injection machine has not been calibrated for 3 months".
⑤ Permanent countermeasure: Address the root cause, such as "Change the calibration cycle of the liquid injection machine to 1 month and add review of calibration records."
⑥ Implementation confirmation: Verify the effect with data, such as "After 1 month of implementation, the deviation of the liquid injection volume decreased from ±5% to ±1%, and the bulging rate was 0.1%."
⑦ Prevention of recurrence: Standardized countermeasures, such as updating the "Operating Manual for Liquid Injection Machine" and training workers, to avoid the recurrence of problems.
⑧ The case - closing commendation team summarizes experiences, such as "an overly long calibration cycle is a key vulnerability and needs to be included in the annual review".
2. 5C Report: A Simplified Problem-Solving Tool
The 5C is the "rapid response template" proposed by DELL. Its core is to cover the key links (description, containment, cause, correction, verification) with five "C"s. Five guidelines need to be followed:
Accurate: Do not use vague words (e.g., 15 defective units instead of many).
Clarity: Clear structure (each part is separated by a subtitle);
Conciseness: Eliminate redundancy (e.g., The meeting determined countermeasure XXX instead of We held a meeting).
Complete: Include the reproduction steps ("Charge to 100% + Leave it for 24 hours = Bulging");
Consistency: Unify the format (e.g., "Problem - Containment - Cause - Correction - Verification").
III. Seven QC Tools: A Quality Toolkit That Speaks with Data
The core of QC techniques is to "replace experience with data", which is divided into the "old seven" (basic data processing) and the "new seven" (complex logic sorting).
1. The old seven QC tools: Analytical tools for basic data
Fishbone diagram (Cause-and-effect diagram): Find the root cause - Take the problem (e.g., "surface scratches") as the "fish head", find the "fish bones" (causes) from 6 dimensions of "people, machines, materials, methods, environment, and measurement", and then dig deeper using the 5 Whys method (e.g., the root cause of the "scratches" is "burrs on the conveyor belt rollers").
Stratification method: Classification statistics - Stratify by "shift, aircraft model, and supplier". For example, "The defect rate of Shift A is 2%, and that of Shift B is 5%", which indicates that there are problems with the operations of Shift B.
Pareto Chart: Focus on the key points - Sort by "number of defects/losses" to identify the "20% of defects that account for 80% of the problems" (e.g., "screen scratches" account for 40% of the total defects), and avoid trying to tackle everything at once.
Checklist: Collect data - Design a standardized form to record "defect type, time, and quantity". For example, record "10 scratches, 5 deformations" during the inspection to make the data traceable.
Scatter diagram: Examine the correlation - Use coordinate points to show the relationship between "temperature" and "yield" (e.g., the yield is the highest when the temperature is between 25 - 30°C), providing a basis for process adjustment.
Histogram: Examine the distribution - Group the data (for example, divide "size 10±0.1mm" into 10 - 0.08, 10 - 0.06...), and determine whether it follows a normal distribution (a normal distribution indicates a stable manufacturing process).
Control chart: Monitor the process - Enclose the data with the "center line (mean value) and control limits (±3σ)". If a point goes beyond the limits, it indicates "abnormality" (such as equipment failure), and immediate adjustment is required.
2. The new seven QC tools: Logical tools for complex problems
Relationship diagram method: Sort out complex causal relationships - Connect "problems" and "reasons" with arrows (e.g., "Decrease in customer satisfaction" → "Delivery delay" → "Chaotic production plan") to see the full picture of the problem.
KJ method (affinity diagram): Summarize scattered views - Write down employees' feedback ("Equipment breakdown, insufficient training, chaotic processes") on cards and group them ("Equipment issues, personnel issues, process issues") to identify the concentrated pain points.
System diagram method: Decompose the target - Break down "Improve customer satisfaction" into "Reduce the delivery delay rate and decrease quality complaints", and then further break it down into "Shorten the delivery cycle from 7 days to 5 days" to make the target achievable.
Matrix diagram method: Multi-factor pairing - Observe the effects at the intersections of "rows (materials)" and "columns (processes)" (e.g., the yield rate of "Material A + Process 1" is 98%), and select the optimal combination.
PDPC method: Predict risks - From the "initial state" to the "target state", list the "paths" and "risks" (e.g., for the "new product introduction" path: design → trial production → mass production; risk: low yield rate in trial production), and formulate countermeasures in advance (e.g., prepare 2 suppliers).
IV. 10S and the Five Constant Practices: The Basic Discipline of On - site Management
10S and the Five Constant Principles are tools for "improving efficiency through environmental organization" - 10S is an extension of 5S, and the Five Constant Principles are a simplification of 5S.
1. 10S: From Habit to Continuous Improvement
10S adds "Safety, Saving, Service, Satisfaction, and Persistence" on the basis of "5S (Sort, Set in order, Shine, Standardize, Sustain)".
Sorting: Distinguish between necessary/unnecessary (discard expired raw materials);
Sorting: Fix the location and quantity (place two screwdrivers in the upper left corner of the workbench).
Sweeping: Clean equipment/environment (wipe the machines after work every day);
Cleaning: Standardized process (Formulate the "On-site Cleaning Operation Manual");
Literacy: Develop habits (workers take the initiative to tidy up the workbench).
Safety: Eliminate potential hazards (post "No hands in" signs beside the machines);
Saving: Reduce waste (save water and electricity, reduce the scrapping of raw materials);
Service: Awareness of internal customers (production provides traceable records for quality);
Satisfaction: Pursue customer/employee satisfaction (customers are satisfied with the quality, and employees are satisfied with the environment);
Perseverance: Continuously implement (conduct 10S inspections monthly and select excellent teams).
2. Five S Method: Focus on basic management
The Five Constant Practices is "another expression of 5S" and emphasizes "daily perseverance".
Regular organization: Conduct regular sorting (sort the warehouse every Friday);
Regular rectification: Fix the position (hang tools on the designated hooks);
Regular cleaning: Clean every day (wipe the desks after work);
Regular standardization: Standardization (Formulate the "On-site Management Specification");
Always practice self-discipline: Consciously abide by the rules (actively organize the work area).
V. Five TS Manuals: The Core of Quality Control in the Automotive Industry
The "Five Manuals" of TS16949 (Automotive Industry Quality Management System) are quality tools covering the entire process from design to mass production.
FMEA (Potential Failure Mode and Effects Analysis): Prevent failures - Predict "failure modes" (such as "engine block cracks"), "consequences" (engine scrapping), and "Risk Priority Number (RPN)" before design. Prioritize the improvement of high - RPN projects (e.g., RPN = 10×5×3 = 150).
MSA (Measurement System Analysis): Verify measurement reliability - Evaluate "repeatability (the error when the same person measures the same part)" and "reproducibility (the error when different people measure)". If the total error ≤ 10%, it indicates that the measurement system is qualified.
SPC (Statistical Process Control): Monitor variation - Use control charts to monitor "dimensions and yield". If a point goes beyond the limits, it indicates an abnormality (such as equipment failure), and immediate adjustment is required.
APQP (Advanced Product Quality Planning): New product introduction - Develop a quality plan (such as design review and trial production verification) from "concept" to "mass production" to ensure compliance with customer requirements.
PPAP (Production Part Approval): Verification before mass production - The supplier submits "production parts, inspection reports, and process documents" to the vehicle manufacturer. Mass production is allowed after the parts are confirmed to be qualified.
VI. Eight Rules for Detecting Abnormalities and Three Rules for Confirming Stability in SPC: The Traffic Lights of Process Monitoring
The core of SPC is to distinguish between "common variation" (normal fluctuation) and "special variation" (abnormal fluctuation). The eight criteria for identifying abnormalities are the standards for "identifying anomalies", and the three criteria for confirming stability are the basis for "confirming stability".
1. Eight criteria for identifying special causes: Identify abnormal fluctuations
2/3A: Two out of three consecutive points are in the A zone (±2σ to ±3σ) —— The variation increases (e.g., the equipment precision decreases).
4/5C: Four out of five consecutive points are outside Zone C (outside ±1σ) – Trend variation (e.g., temperature increase);
6 consecutive points: 6 consecutive points increasing/decreasing —— Process drift (e.g., tool wear);
8 Lack of C: No single point falls within the "C zone" (within ±1σ) for eight consecutive points - the distribution broadens (e.g., the tolerance of raw materials increases).
9 Unilateral: 9 consecutive points on the same side - mean shift (e.g., the machine - setting size increases);
14 Alternation: Alternation above and below 14 consecutive points - periodic variation (e.g., equipment vibration);
15 consecutive Cs: 15 consecutive points fall within the "Zone C" – too little variation (over - control);
1. Out of bounds: 1 point is outside the Area A (outside ±3σ) – seriously abnormal (e.g., equipment failure).
2. Three principles for process stability judgment: Confirm the process stability
25 consecutive points within the control limits: basically stable;
For 35 consecutive points with at most 1 point out of bounds: Acceptable;
For 100 consecutive points, at most 2 points are out of bounds: Long-term stability.
VII. Seven Techniques of IE: The Underlying Logic of Efficiency Improvement
The core of IE (Industrial Engineering) is "optimizing processes and reducing waste". The seven techniques cover the entire chain of "process - time - motion - equipment - materials - environment":
Program analysis: Optimize the process - Remove the "unnecessary checks before installing the battery", combine "taking the casing and taking the motherboard", and reduce the process time.
Time analysis: Establish standards - Use a stopwatch to record "installing the motherboard takes 30 seconds" and set "2 minutes for each unit's assembly time" as the basis for the production plan.
Motion analysis: Eliminate redundancy—Move the screwdriver from the upper right corner to the upper left corner to reduce the time for "turning around and reaching out" (from 3 seconds to 1 second).
Assembly line analysis: Balancing the cycle time — The cycle time of the assembly line is 1 unit per minute. If installing the screen takes 70 seconds (the bottleneck), then add workers or optimize the operations.
Operation analysis: Improve equipment utilization rate - Calculate "Operation rate = Actual operating time / Planned operating time" (For example, if the planned operating time is 8 hours and the actual operating time is 6 hours, the operation rate is 75%), and reduce downtime (such as regular maintenance).
VIII. ISO9000: The Universal Language of Quality Management Systems
ISO9000 is the "globally recognized quality management framework", with the core being "consistency between what is said, written, and done". The key points can be summarized as follows:
1 essence: Consistency in speaking, writing, and doing — If the document states "Clean the equipment daily", it must be actually carried out.
1 Center: Focus on customers – All activities should meet customer needs (e.g., the delivery time of 7 days cannot be postponed), and measure customer satisfaction regularly.
Two basic points: Customer satisfaction + Continuous improvement —— Use the PDCA cycle (Plan-Do-Check-Act) to improve quality.
Four Everything: Everything should have someone in charge, follow regulations, have evidence for verification, and be under supervision – to avoid management loopholes.
Six documents: Procedures that must be established—Document control, Record management, Internal audit, Non-conforming product control, Corrective/preventive actions.
The underlying logic of quality knowledge
The core of all quality tools is to "transform quality from 'chance' to 'certainty'". From "decomposing problems" using 5W3H, to "solving problems" with 8D, and then to "systematic management" through ISO9000, all aim to "replace randomness with structuring and replace experience with data".
For enterprises, quality is the "competitiveness" - only when products are stable and reliable will customers choose you; for individuals, quality knowledge is the "universal skill" - mastering these tools can solve problems more efficiently and enhance your value in the workplace.
Step 2: Establish a company-wide "compliance" cross-functional team
RoHS compliance is not a task for a single department, but a systematic project that requires the collaboration of the entire chain, including design, procurement, production, quality, legal affairs, etc. Therefore, a cross - departmental compliance team covering the whole company must be established. The team needs to have a core structure of "led by senior executives + professional division of labor":
Person in charge: To be held by a corporate executive (such as the Quality Director or the Vice President of Supply Chain), responsible for integrating resources, promoting decision-making, and ensuring that compliance work is given sufficient priority.
Design department: Get involved in the early stage of product R & D, incorporate the requirements for RoHS-restricted substances into the material selection criteria (for example, give priority to lead-free solder and cadmium-free plastics), and avoid non-compliant materials from the source.
Procurement department: Address the compliance requirements of suppliers, incorporate RoHS requirements into procurement contracts, and ensure that suppliers understand and cooperate.
Quality department: Responsible for compliance testing, process monitoring and problem tracing;
Legal department: Interpret the latest RoHS regulations (such as the revised clauses of RoHS 2.0) and assess compliance risks.
Production department: Ensure that the production processes (such as welding and assembly) do not introduce non-compliant substances (for example, avoid using lead-containing flux).
The core value of a team lies in breaking down departmental barriers. For example, only when the design department selects compliant materials can the procurement department accurately connect with suppliers; only when the production department operates in accordance with compliant processes can the quality department verify the results. If the team is only operated by the quality department alone, there will inevitably be disjointed problems such as "the design department selects non - RoHS materials, the procurement department fails to impose constraints on suppliers, and the production department conducts illegal operations".
Step 3: Develop a RoHS Compliance Declaration
The RoHS compliance declaration is a legally binding written commitment issued by an enterprise to customers and regulatory authorities, and it is the "external business card" for compliance. The core points of it need to be clear and specific, and vague expressions should be avoided:
Product scope: Clearly define the covered product categories (e.g., "This statement applies to all consumer electronic devices produced by our company") to avoid ambiguity.
Regulatory basis: Mark the RoHS version that is complied with (e.g., "Complies with EU Directive 2011/65/EU and its amendment 2015/863"), and ensure alignment with current regulations.
Restricted substances requirements: List the concentration limits of all restricted substances (e.g., "Lead ≤ 0.1%, Cadmium ≤ 0.01%, Mercury ≤ 0.1%"), which directly correspond to the relevant regulatory standards.
Validity period and responsible person: Indicate the effective/expiration date of the statement and the enterprise contact person (e.g., "This statement is valid until December 31, 2025. Contact person: Zhang San, Phone: XXX") for easy traceability.
The significance of the declaration lies in establishing a trust link: for customers, this is the core basis for selecting suppliers. If an enterprise fails to issue a compliance declaration, customers may directly rule out cooperation. For regulators, this is the "primary evidence" for inspections. If a product fails spot - checks, the declaration will serve as the basis for judging whether the enterprise has "intentionally violated regulations".
Step 4: Build a RoHS compliance implementation plan
The implementation plan is to transform compliance goals into actionable and traceable guidelines. It needs to be designed around the four major elements of "goals - responsibilities - time - resources":
Stage goals: Break down long-term compliance into short-term measurable milestones (e.g., "Complete compliance assessments for all suppliers within 3 months", "Achieve RoHS certification for the entire product line within 6 months").
Responsibility assignment: Clearly define the responsible department and person for each task (e.g., "The supply chain assessment is the responsibility of Li Hua from the Purchasing Department" and "The testing process is the responsibility of Wang Fang from the Quality Department").
Time nodes: Set a deadline for each task (e.g., "Complete the supplier questionnaire survey by March 31, 2024" and "Complete the initial product testing by June 30, 2024").
Resource guarantee: List the required human, material and financial resources (e.g., "The procurement department needs to add 1 compliance specialist", "The quality department needs to purchase ICP-MS testing equipment").
Risk response: Anticipate possible obstacles (e.g., "The supplier refuses to provide compliance documents", "The test results fail to meet the standards"), and formulate solutions (e.g., "Suspend cooperation until the supplier makes rectifications", "Replace with alternative materials").
The implementation plan needs to be dynamically iterated - hold a compliance meeting quarterly to review the progress and adjust the goals (for example, after the regulations are updated, the newly added restricted substances need to be included in the plan) to avoid the situation where "the plan fails to keep up with the changes".
Step V: Assess the relevance of the supply chain to RoHS
The supply chain is the "source risk point" for RoHS compliance — more than 90% of the restricted substances in products come from the materials provided by suppliers. The assessment needs to be carried out around two major dimensions: "material risk + supplier capability".
Material risk classification: Determine the probability of non - compliance based on the material type (for example, solder paste and printed circuit boards are "high - risk" because they are likely to contain lead; ordinary packaging materials are "low - risk").
Supplier compliance ability: Evaluate their compliance awareness and management level (such as "whether there is a dedicated compliance team" and "whether materials are tested regularly") through questionnaire surveys and document reviews (such as the supplier's RoHS statement and test reports).
Quantification of relevance: Combine material risks with supplier capabilities using a "risk matrix" (e.g., "high-risk materials + low-capability suppliers" = "extremely high relevance", requiring key control; "low-risk materials + high-capability suppliers" = "low relevance", allowing simplified management).
The core of the assessment is to identify "high-risk links" - such as electronic components sourced from non-EU regions or new suppliers that have never collaborated before. These have a higher probability of material violations, and on-site audits or sampling inspections should be carried out as a priority. If the assessment reveals that the cadmium content of the plastic parts from a certain supplier exceeds the standard, the supplier should be immediately required to make rectifications. Otherwise, it will be directly removed from the supply chain.
VI. Step: Screen and manage qualified suppliers
Selecting the right suppliers is the "first line of defense" for RoHS compliance. A full - process mechanism of "access - review - dynamic management" needs to be established:
Access criteria: Suppliers need to meet three major conditions —— ① Provide a valid RoHS compliance statement; ② Have a complete internal compliance system (e.g., pass the ISO 14001 certification); ③ Be able to provide third - party testing reports (e.g., RoHS testing certificates from SGS, TÜV).
Review process: First, conduct a "document review" (verify the authenticity of statements and test reports), then carry out an "on-site review" (check the supplier's production process and material storage environment, such as "whether compliant materials and non-compliant materials are stored in separate areas"), and finally perform a "sampling test" (verify the actual compliance of materials).
Dynamic management: Selecting a supplier is not a one - time deal. Suppliers need to be re - evaluated annually. If a supplier violates regulations (such as failing the material inspection or not updating the declaration in a timely manner), a progressive penalty system of "rectification - verification - suspension of cooperation" will be immediately initiated.
For example, if a supplier has been required to make rectifications due to excessive lead content, the "usage process of lead-free solder" should be intensively inspected during the re-evaluation. If there is still no improvement, the cooperation should be directly terminated - to avoid "one violation, a lifetime of risks".
VII. Step: Establish a supply chain material declaration procedure
The Material Declaration (MD) is a "specification" of material components provided by suppliers to enterprises and a key basis for tracing non - compliant substances. The procedure needs to clarify the three major links of "requirements - implementation - archiving":
Declaration requirements: Suppliers are required to provide a declaration covering "names of restricted substances, concentrations, and uses" (e.g., "This batch of plastic parts contains 0.005% cadmium, used for shell injection molding") before delivering each batch of materials. Moreover, the declaration must be stamped with the official seal or signed by an authorized person.
Implementation rules: Enterprises need to verify the "authenticity" (for example, compare the lead concentration in the declaration with the test report) and "completeness" (whether any type of restricted substances is omitted) of the declaration. If the declaration fails to meet the requirements, directly reject the materials.
Filing management: All declarations shall be classified and stored according to "product batch + supplier". The storage period shall at least cover the "life cycle" of the products (for example, for electronic devices, the declarations shall be stored for 10 years), which facilitates subsequent traceability (for example, when a customer complains that a certain product has excessive lead content, the responsibility of the supplier can be traced through the declarations).
For example, the declaration of a batch of materials shows that "the lead content is 0.08% (meeting the standard)", but the actual content is found to be 0.12% (exceeding the standard) through testing. The enterprise can claim compensation from the supplier based on the declaration to avoid bearing compliance risks itself.
VIII. Step: Conduct limited testing and ensure the validity of the results
RoHS testing does not require "comprehensive inspection" (due to excessively high costs), but it is necessary to focus on high-risk and highly suspicious points while ensuring the reliability of the test results.
The core logic of limited testing: Prioritize the testing of "high-risk materials" (such as soldering tin and batteries), "materials from new suppliers" (whose compliance has not been verified), and "abnormal batches" (for example, when the supplier has changed the material formula).
Key points of detection: For the 10 types of substances restricted by RoHS (such as lead, cadmium, mercury, hexavalent chromium), use accurate detection methods (such as ICP-MS for heavy metals and GC-MS for organic substances).
Guarantee of result validity:
1. Equipment and personnel: Use calibrated testing equipment (e.g., send it to a third - party institution for calibration regularly). Testing personnel must hold relevant certificates to work.
2. Quality control: Use "reference materials" (such as a lead solution of known concentration) to verify the accuracy of the detection, and conduct "parallel sample testing" (test the same sample twice, and the result error should be ≤5%).
3. Report management: The test report shall include the four major elements of "sample information, test method, limit standard, and result judgment" to ensure traceability.
For example, for the solder paste of a new supplier, the lead content needs to be tested first. If the result meets the standard, the testing frequency can be reduced subsequently; if it does not meet the standard, it should be directly rejected and the supplier should be required to make rectifications.
IX. Step: Exchange RoHS compliance data with the customer
Customers are the end - demanders of RoHS compliance, and data exchange needs to be accurate, timely, and standardized.
Exchange content: Provide two types of data according to the customer's requirements — ① The enterprise's own RoHS compliance statement; ② Test reports of key materials (for example, if the customer is concerned about the mercury content of the battery of a certain mobile phone, a third - party test certificate for that battery needs to be provided).
Exchange method: Prioritize the use of standardized tools specified by the customer (such as the customer's supplier portal, EDIFACT electronic data interchange system) to avoid information omission caused by "email attachments".
Communication mechanism: Appoint a "Customer Compliance Interface Person" to be responsible for promptly responding to customer inquiries (e.g., "Reply to customers' RoHS data requests within 24 hours") and regularly updating customers on the compliance status (e.g., "Three new RoHS-compliant products were added this quarter").
For example, a major customer requires the submission of the "RoHS compliance rate of suppliers" data on a monthly basis. The enterprise needs to extract the percentage of "the number of compliant suppliers / the total number of suppliers" from the supply chain system and submit it in the customer's format. If the data is delayed or incorrect, it may affect the customer's trust in the enterprise and even lead to the loss of orders.