Become a member of the quality team: Turn "glory" into solid deeds
The "sense of honor" of joining the quality team has never been just an empty slogan on the surface. Instead, I can finally stand at a crucial position in the "product trust chain" and turn "users' peace of mind" into actionable steps with my own hands. The weight of quality work is hidden in each inspection report stamped with the "qualified" seal, in every process optimization that blocks potential hazards, and behind the expressions of users who "feel at ease without even looking at the instruction manual" when they get the product. It is not just the title of a "supervisor" but the responsibility of "using certainty to combat uncertainty". For example, the "10% sampling inspection rate" for a certain process on the production line is not determined arbitrarily but is the conclusion after statistics of the defective rates of 500 batches in the past three years. For another example, the "high and low temperature cycle test" that finished products must undergo is because users may use the products in Northeast China where the temperature can be minus 20 degrees Celsius or leave them in the trunk in the South where the temperature can reach 40 degrees Celsius. These "responsibilities hidden in the numbers" are the real reasons why I feel "honored".
For the subsequent "effort", I want to break it down into four specific and actionable steps:
Firstly, thoroughly understand the rules — not just rote - learn the clauses of ISO 9001, but ask why. For example, the company requires third - party testing for raw materials because there was a batch of materials where the supplier concealed the indicators, resulting in the recall of the entire batch of products. Another example, the torque requirement in the assembly process is 8N·m, and it's not good enough to be approximate. This is because if the torque is too small, it will become loose, and if it's too large, it will crack. Only by understanding the lessons behind the rules can you avoid becoming a machine that only follows the process.
Secondly, plunge into the "scene" to find problems. Quality problems are never just the "defective rate" on paper, but the "real scenarios" at the front line. For example, the "scratches on the shell" of a certain product are not due to the workers' "carelessness", but because the tooling fixture has not been replaced for three months and its worn edges scratched the shell. Another example is the "malfunctioning buttons" reported in after-sales service. It's not that the quality of the accessories is poor, but that the "torque did not meet the standard" during assembly, resulting in poor contact. Only by following senior colleagues to the production line to observe operations, check materials in the warehouse, and listen to users' complaints in after-sales service can one get to the "root" of the problem, rather than just looking at the "surface phenomena".
Thirdly, learn to speak with data – the most taboo thing in quality work is making judgments based on feelings. For example, if the defective rate of a certain batch has increased by 2%, you can't simply say the workers weren't serious. You should use the SPC control chart to find out that the equipment parameter has drifted by 0.5mm. Another example is when customers complain about abnormal noises. You can't rely on listening to the sounds. You should use a vibration tester to measure that the frequency is 120Hz, which corresponds to the pitch deviation of a certain gear. Data is the common language of quality work. Only by clearly stating the problems with data can you make R & D and production departments willing to cooperate in solving them.
IV. Be a collaborator rather than a supervisor – Quality is not about picking faults from the opposite side but doing things well together with everyone. For example, if a certain part in R & D and design is prone to wear, I should take the defective rate data of the past 6 months to discuss with them the cost of replacing it with a wear - resistant material. For example, if there is a bottleneck in the production line, I should adjust the process together with the workshop director instead of saying You didn't follow the SOP. The goal of quality is to make the product more reliable rather than proving who is wrong.
As a newcomer, what I most want to "borrow" from you all are the "internal skills" that aren't written in the manual.
For example, "hidden rules" - for a certain type of products exported to Europe, the color "red" cannot be used on the packaging because the country where the customer is located believes that red represents "warning", and these are not mentioned in the manual.
For example, in the "skills for handling customer complaints" - when encountering an emotionally excited user, instead of saying "Our process is fine" at first, we should first show empathy by saying "If I were you, I'd also find it troublesome", and then use data to explain, "The problem lies in the tolerance of a certain component. We've adjusted the equipment, and it won't happen again next time."
For example, "working in harmony" - when communicating with the purchasing department about incoming material issues, saying "Let's look at where there are problems in the supplier's inspection report" can promote problem - solving more effectively than saying "The materials you purchased are unqualified."
Another example is "priority judgment". When faced with two problems, "shell scratches" (which affect the user experience) and "electrical insulation" (which is related to safety), which one should be solved first? The answer is "solve safety problems first". These "judgments not written on paper" are the "real thresholds" of quality work, and I have to learn them slowly.
The glory of "becoming a member of the quality team" is not the end, but the starting point for the "small things" I have to do every day: studying a page of standards, visiting a site, calculating a set of data, and asking one "why". Quality work requires "patient effort" and there is no shortcut. I want to work with everyone to make every detail solid and every improvement thorough. After all, the words "quality" are never just spoken; they are achieved through action.
I hope you can give me more guidance in the future. I come with an "empty cup", waiting to hold more "genuine things".