I. A little episode before the meeting: Today, I became the boss of the boss
Just as I was walking past the boss's workstation with a cup of hot coffee in my hand, he stared at the Excel table header on the computer without even looking up and said, "Brother Qiang, come here and help me check if this VLOOKUP formula is wrong?" I leaned over and clicked on the cell. Suddenly, he looked up and smiled, "I'm used to it. I was chatting with the newbies about the project yesterday, and I just got used to calling like that." Unexpectedly, when I was packing up my computer after work, he suddenly poked his head out from his workstation and said, "Boss, still working overtime? Do you want me to bring you a cup of iced Americano?" The USB flash drive in my hand almost slipped into the drawer. It turned out that his address system got "cross - wired" today, and he mistook me for his "boss". This wave of "role - swapping" is more refreshing than the coffee this morning.
II. Why create "QAKE Decameron"?
The system group is going to write "The Decameron of QAKE". It's not to meet the "work report KPI" - but to gather the real fragments of the QAKE system promotion. Just like "The Decameron" written by Boccaccio in the 14th century, which vividly depicts the various social classes; our "Decameron" is to record the "flavor of life" of each KE person - in - charge and each department: Some are eager to take improvement actions, some bang the table to urge for training, and some hold documents and "take advantage of the situation" to get signatures. These moments that don't follow the "script" are the "living evidence" for our global QAC audit. After all, the audit doesn't look at the "perfect PPT", but the "real things being done".
III. The Fourth SIP Audit of QAKE: A Kick - off Meeting That "Defies the Convention"
The first meeting on November 22nd was originally planned to end in half an hour, but it actually lasted a full 60 minutes. It wasn't that the host was long - winded; it was that the heads of each KE "jumped at the chance to speak".
KE8's "debt - collection": Holding up a red - marked notebook and flipping to page 7, saying, "The improvement actions on the IQA side have been delayed for two weeks. You must give a definite answer today. The process card of KE8 is here. The teams below keep asking 'When can we proceed?' I can't just say 'Wait until IQA is available', can I?"
KE2's "settling accounts before autumn": He slapped the table and said, "Don't wait until 'after autumn'. Settle the accounts this week! For departments whose training progress fails to meet the standard, I'll go to your workstations with the list next Monday to'monitor' — it's not that I want to scold anyone. If it's delayed any longer, I won't be able to make excuses for you during the review."
KE5's "seize the opportunity to sign": Holding a stack of "Process Confirmation Forms", he squeezed into the middle of the conference table and said, "All department heads are here today. Seize this opportunity to sign. Usually, I have to make three trips to get your signatures. Don't dodge today."
"On - site interrogation" of KE7: Asking the person - in - charge of the steering assembly department, "How's the progress of the improvement of on - line materials that you mentioned last week?" The guy from the assembly department immediately sat up straight and said, "We'll start a 'crackdown' next Monday. For those with more than three types of spare materials on - line, we'll directly take photos as evidence, and team leaders will also be included in the assessment." As soon as he finished speaking, the whole room fell silent - this was for real.
IV. The "Three Soul-Questionings" of KE1: The auditors didn't let us off, and we don't intend to let ourselves off either
In this review, KE1 couldn't "get away with it" - the auditor stared at the documents and threw out three "heart - piercing" questions. All of KE1's responses were "practical moves":
1. The responsibilities of the BACKUP OWNER need to be "implemented": "It's written that 'assist the main person - in - charge', but to what extent should the assistance be provided? What are the assessment criteria?" The person in charge of KE1 touched the edge of the notebook and said, "Within this week, refine the responsibilities to 'check the work progress of the main person - in - charge once a week' and 'handle all emergency matters when the main person - in - charge is absent'. The assessment is directly linked to the quarterly performance. Come up with a draft tomorrow, ASAP."
2. Regarding the satisfaction should be in writing in the matrix chart: Is there a record of the satisfaction of the factory-level KE leaders with the department heads? KE1 flipped through the schedule: By November 30th, each factory-level leader should submit the ‘Department Head Satisfaction Evaluation Form’. For those with dissatisfaction, directly list the items for rectification—no negotiation
3. The system merger should be reversed: Do you want to integrate QAKE into ISO? KE1 suddenly raised his voice. Don't get it wrong! In the future, it will be QAKE that encompasses ISO! We should build a ‘big QAKE’, not a ‘small ISO’ — this is the core direction, and no one should waver
V. Afternoon KE1 Meeting: Rewards, Teams, and Details - None of Them Can Be "Floated"
The KE1 meeting at 3:30 p.m. was even more explosive than the one in the morning:
Reward system: "If you have the ability, go for 100,000": When the system group presented the PPT of the "QAKE System Reward System", the person in charge of KE1 tapped on the table and said, "Don't think 10 points of reward is a lot - isn't it just 100,000? If you have the ability, go for it! As long as you meet the standards, money is not an issue. The issue is whether you have the ability." This set of regulations will be signed next week. No one should try to "slack off".
TeamWork activity: "Create QAKE with NK characteristics": KE16 came up with an "out - of - the - box idea" - each KE team should come up with a name, set a slogan, and establish goals. For example, KE16 wants to be called "Spider - Man". The slogan is "Shoot to the end, inspection has no limit" (here, "shoot" means to capture problems and capture rectifications). The goal is "KE16 can be seen in every corner of improvement." The person - in - charge of KE1 clapped his hands and said, "Just do it like this! Don't copy the P&G template. We need our own 'down - to - earth charm' - let the German auditors see the 'different NK'."
Details are king: "German auditors' eyes are like microscopes." KE1 held up the past reports of German auditors and said, "Last year, an auditor squatted beside the production line and counted the number of screws by the line for 10 minutes. Their obsession with details is 'world - famous'. Our 5S is not just about sweeping the floor. Tools in the toolbox should be arranged according to their sizes. Labels on the filing cabinets should be pasted with millimeter - level precision. Hand sanitizer bottles in the restroom should be lined up. These 'little things' are actually the 'bonus points'."
VI. Audit site: Some people disappeared and some people ran out of battery while taking photos
The audit site is even more lively than the meeting room.
- Group A went to the warehouse with the auditors and didn't come back for half a day. It's estimated that they are checking the "scraps" in the inventory.
- The auditors in Group B went into the laboratory and even had lunch inside. They should be checking the "decimal points" in the experiment records.
- Group C was even more relentless. They carried cameras and toured the workshop three times, taking pictures of everything from the production line to the sink in the restroom. Finally, the camera battery showed a red light. Well, they had enough footage for a short video today.
Finally: Waiting for your news leads of QAKE
The above is the content of the first issue of "QAKE Ten - Day Talks". If you see the "new things" in the progress of QAKE, such as a KE team coming up with a more interesting name or a department performing a "divine operation" in 5S, you are welcome to call the hotline 8864 to reach me.