How Do I Measure Acceptable Quality Level?

Quality philosophy is to use philosophical thinking to solve the quality problems encountered by human society in the process of development. The quality management science is getting more and more attention. Quality philosophy, as a branch of quality management science, is playing an increasingly important role in the development of human civilization. The science of quality management can be divided into two parts: natural science of quality management and quality philosophy.

Quality philosophy

Right!

Quality philosophy is to use

The philosophy of quality philosophy is increasingly accepted by most people. For example, the "zero defect" quality philosophy of Mr. Crosby, the world's quality, has swept the world and has played a great stimulating role in human life.

In 1952, I worked as a junior technician in the quality department at a Crossley company, testing motors and testing gearboxes. This is the beginning of my career as a quality professional.

I want to do all I can to learn about quality control so that quality is my career. So I joined the American Society for Quality Control, read every book I could find, and attended every course I was asked to attend.

But I do remember clearly that the entire operation is based on "it is impractical to try to do everything right", and is based on "compromise must be an integral part" in each case on.

Since nothing can be completely correct forever, I guess everything is logical. I recognize that quality is a desirable characteristic; quality is obtained through inspection and testing; and the standards of implementation are acceptable levels of quality.

Several years have passed before I have doubts. I started to realize that all of this is a way of seeing things in a self-fulfilling way. We issue orders for materials at acceptable quality levels. We conducted a sampling test and found some problems. We put the product in stock. And this product is not the right product. Although I do not have a deep understanding of the exact meaning of management, I realize that quality is the product of policy. If we do not plan to do many things in the right way, the results will be incorrect.

To change this, I suggest we move away from acceptable levels of quality and start focusing on zero defects. This means meeting the requirements completely, rather than wasting time figuring out how far you can go from the requirements. I declare that we are the source of the problem, not the chance rate.

Quality professionals attacked me, saying that I was unrealistic and ignorant. Nor did they take the time to ask what my thoughts really meant. They are so immersed in the inevitable imagination of mistakes and eclecticism. They have no other imagination of mistakes and compromises, but just call it "economics of quality."

In 1965, I joined International Telegraph and Telephone (ITT) as the quality director of the head office. This worldwide group company provides a first-class laboratory. We immediately established the quality policy of the head office: "We will provide our customers with defect-free products and services on time." Soon I became a quality professional at Telegraph and Telephone and then opened a school for the supervisor. We have confirmed that it is possible to manage quality through prevention. "

I authored the book "Quality Free" between 1977 and 1978. The idea is that if someone buys, I can start a consulting company to help them. So in July 1979 I founded Philip Crosby Associates in Davente, Florida. Many companies came to us. They are tired of paying the wrong costs for quality and they want to manage quality. None of these companies are in trouble. They are all profitable companies, but they know what will happen in the future. IBM, 3M, and other companies have participated, with more than 1,500 companies spreading around the world.

Before learning how to deal with quality, the barriers to understanding must be removed.

"Basic Principles of Quality"

"Quality meets requirements"

This means that management must take the requirements set seriously and then insist that they be met every time. If you think that every requirement can be bargained, then the problem always exists. Now we say that if you want people to do things right the first time, you have to tell them what "things" they do. This applies not only to product requirements but also to service and administrative requirements. The traditional concept says that quality means constant evaluation and re-evaluation. That said, there is a situation where there is no idea what they should do.

"A system of quality is prevention"

Just as with diseases such as immunization and other preventive methods, we must learn how to prevent problems that do not meet the requirements and cost too much. Traditional concepts focus on inspection after the product is completed. What we want to do is to improve the system work according to products and services.

"Quality standards are zero defects"

Giving people standards and making them believe that treating mistakes as a normal part of business life would backfire and insult their intelligence.

"The cost of nonconformity"

How much does it cost to do something wrong? In a manufacturing company, the cost of doing the wrong thing is to reduce sales revenue by about 25%; while the service company spends half of its operating costs on the cost of doing the wrong thing. This is real money. The traditional report is an index that gives the defect level or some defect levels to continuously improve this result. Nothing is flawless in this way, and management will never know when to be upset and to be elated.

"Make the right choice besides understanding"

We have seen thousands of companies engaged in various operations successfully learning to manage quality. They turned quality management into their advantage, saving a lot of money and eliminating operational confusion. It's not difficult to do it, it doesn't cost a lot, and everyone starts to become a hero. So the question is: why doesn't everyone do this?

The answer is that management still has the dilemma of bad information that it has absorbed in its years of formation. In the MBA school, quality "experts" and traditional beliefs still insist that quality is a variable, employees are a problem, and quality is purely luck. They haven't thought about it, they are just repeating past teachings.

Quality is actually an option. The company can decide whether there is quality or not. In addition to understanding the principles, there are several things to include:

1. All work is a process. The entire company is responsible for the final output. Individual outputs and inputs can be measured using ordinary systems and understood by everyone.

2. People need permission to do things right. Employees at all levels need to be considered as "chefs" for developing and writing recipes. They can make the same fried eggs every time as required. They don't need inspectors to lean on their shoulders. They know how to measure their own work and get Correct the action and keep the process flawless.

3. Management must always be a witness to the promise that users will indeed receive what we sell to them. No more deviations, differences or the like. Quality is no longer something special that offers market superiority. This is unity. If it is not unified, then the company cannot operate.

4. The company needs a formal approach to a quality process that works from the start. I have listed 14 things that must be done, but the team should determine hundreds of actions based on the list.

I can't think of any reason why people insist on setting up technical obstacles, why they must obey the skills they have formed, and make the quality so complicated. As individuals, if we want to be accepted by society, we must learn to pay attention to personal hygiene (clean shirts are not enough); we must learn to honor all promises (not just a few selected); we must pay Bills (not just those that threaten us); we must treat people kindly (not just those in the same class as us). Like companies, we cannot selectively meet what we expect, and ignore what we find difficult or monotonous.

"Easy identification"

Repeatedly: Quality is the product of policy, both for individuals and for companies. If the policy is to always identify what is appropriate or inappropriate, then nothing will be reliable. In "Quality Without Tears", I show a description of a company that is troubled by quality.

It's easy to tell if this works:

1. They never offer users the same product as they agreed to provide. After all, there are some differences.

2. They have a "remedy" organization to help users deal with non-compliance and disappointment.

3. They do not have a clear implementation standard. They talk about excellence, or quality, or something not specific.

4. They don't know what it will cost. The cost of non-compliance is not in their accounting system.

5. They think all of this is the fault of others.

The company can change quickly. Although within a year can take a big step to reverse the situation. Become a normal company within three years. No one will remember old practices for five years. But management must take quality seriously, and setting up only complex skills is trivial to the necessary cultural change.

For more than 30 years, two former General Electric engineers, the brothers Will Feigenbaum and Don Feigenbaum, have been working to make the operations of large companies more rational. Although Will Feigenbaum is not as famous as the late Edward Deming or Joseph Juran, he is also one of the founders of American Quality Science. Deming appeared as a visionary. Juran was a teacher of the quality movement, but Feigenbaum, who wrote the book "Quality Control" 45 years ago, is the only real practitioner of the movement.

The brothers are taciturn, hardworking, pragmatic and conservative. Due to Weir's humility, Meade, chairman of Tenneco, named him a "secret leader". The two brothers did not like the commercial wooden slang and acronyms, and dismissed the momentary management fever and talked about the financial speed ratio. Their method of work is to analyze each step of the business process.

At one point, Will Feigenbaum was hospitalized a few weeks ago to replace both hips. A few weeks later, Dana Mead, the chairman of Tenneco, saw that the 75-year-old quality authority walked slowly into the headquarters of the Houston company 2900 kilometers away from home to participate in the regular meeting.

That's the work ethic of Weir and his 70-year-old brother Donald. They founded Universal Systems, a Massachusetts-based company with annual revenue of $ 20 million. As heads of the company, the two Feigenbaum brothers already have an enviable list of customers: Tannico, Pacific Union, Citibank, Pirelli, 3M, and Johnson & Johnson Holdings .

Their job is to remove the "failure cost" from the operation, the total cost of not doing the right thing. Weir points out that eliminating certain inefficiencies-such as a shortcoming or an overly complex process-reduces overall production costs. "That way, you spend less on inspections, complaints, and product service. And when you reduce the cost of failure, you improve customer satisfaction with you," the Brothers Feigenbaum estimated. In most large US companies, the cost of failure accounts for an average of 25% of total sales. In some world-class companies, the cost of failure is less than 10%.

In 1991, the cost of Tannico's failure reached 22%, or $ 2.9 billion. The late Mr. Michael Walsh, then chairman of the company, invited the brothers Fegenbaum and them Engineer team. In one department, the brothers found that the company wasted 20% to 40% of the raw materials used to make auto parts. They simply changed the feeding method to eliminate waste. Since 1991, Tannico has reduced its total cost of failure by $ 1.8 billion and has generated an additional $ 900 million in operating income.

As far as they are concerned, Vail and Tang together have unparalleled simplicity. Weir and Tang have always avoided the title of "consultant". They see themselves as engineers and pay attention to the substantive details that make the business flourish. For them, management is not an art, but a science. They divided the business into unrelated details and studied them one by one.

Under their guidance, Tannico has improved its operations, earning an additional $ 250 million in annual operating income; Citibank has significantly increased customer retention by improving the bank's credit card business; Pacific Union since 1988 , Improving railway passenger time, maintenance and passenger services, eliminating more than 700 million US dollars of "failure costs" each year; DEERE now designs, produces and sells tractors and other industrial equipment using systems created by Feigenbaum. CUMMINS Motors heeded Feigenbaum's advice and repelled competition from Komatsu in Japan.

When the brothers were young, their father, Samuel Frederick, an accountant who started his own accounting firm, advised Vail to give up college and ask him to go to General Electric after graduating from Pittsfield high school. The public went to the apprenticeship as a craftsman.

During his tenure at General Electric, Vail received three degrees, including a PhD in economics from the Massachusetts Institute of Technology. He quickly advanced to become a quality manager at Schenectady, GE at the age of 23.

After completing military service in the Navy in 1946, Tang also joined General Electric as an engineer. He eventually became the company's manager of the jet engine business. In 1961, Tang left General Electric and became general manager of consulting company International Systems. In a sense, he has been an advocate of value engineering-an exploration of whether parts and products can be produced more cost-effectively. In 1968, Weir, who was then the head of global manufacturing and quality control at General Electric Company, also abandoned the office on the 34th floor of Park Avenue in New York and founded General Systems in his hometown with Tang.

Both brothers have 42 years of GE experience and extensive business relationships. On the first day they opened, they received a call from Volvo, Sweden, which brought them their first businesssystem engineering in two years. Volvo's success has given them the opportunity to work for companies such as Fiat, Pirelli, Renault, Alfaromeo and Volkswagen. In the United States, two companies run by former General Managers, Memorex and Copeland, which are engaged in compressor manufacturing, were also their earliest customers.

On each task, the brothers worked closely with the customer to guide the customer through an engineering methodologytheir "technology" to examine every part of the business process. "The first step is to figure out what failure costs are and measure them very clearly. What you have to do is teach people a way to change value and cost." The business at Tannico Shipyard In order to win the support and enthusiasm of employees, the cost of failure is often posted on the whiteboard. Tang said: "When people see a certain method working, it will move people to the next level."

Even after the peak of quality control as a management, the company's business did not decline. Weir said, "Many 'quality' managements at that time were mainly training and speaking, and what we were going to do was implementation, which never stopped."

What customers pay for is experience. The Feigenbaum brothers saw the same inefficiencies in many companies around the world. The chairman of Pacific Union Railways believes that Feigenbaum can reduce derailment fees by as much as 50%, from $ 84 million to $ 38 million. "

No wonder the two brothers couldn't see why they should retire. Tang said, "It's better to be busy than to be idle, or we won't be happy."

Reviews:

When many quality management campaigns are limited to training and speaking, what the Feigenbaum brothers want to do is follow through. By dividing the management content into irrelevant details, one by one, in order to eliminate certain inefficiencies-such as a defect or an overly complex process, thereby reducing the total cost. The two other successes of the Feigenbaum brothers are the extremely professionalism and the good at winning the support and enthusiasm of employees, all of which have led people to climb up one slope after another.

The big art is the Tao, the small skill is the art. Quality management is never just a technical issue. No matter how advanced the quality management tools are, it is the scope of the art. Without the support of the quality culture and work philosophy, there can be no continuous improvement of quality and the long-term of the enterprise. development of.

Quality is a sinner for all ages. For countless corporate managers, she is a beggar for evil, causing their empire to fall.

Falling flowers are intentional, and the flowing water is ruthless;

The quality is not like the factory building, equipment, technology, etc., which can be purchased with money. She has no independent form, and seems invisible, intangible, and illusory, but she exists at all times and truly plagues the rule of the corporate kingdom. By.

She is an elf, infiltrating every job in the enterprise.

The only viable way to treat quality is to respect, care, a serious attitude to everything, a work philosophy that rejects errors and defects, and there is no other way out.

In the development of quality management, humans have developed various quality management tools: Quality Circle Control (QCC), Statistical Process Control (SPC), Total Quality Management (TQM), Taguchi Quality Engineering, Quality Function Deployment (QFD), ISO9000 A series of standards, 6 management method and so on.

Faced with the unsatisfactory quality, many business managers make a lot of fuss about various quality tools, stir up the quality tools, it is dazzling and inconsistent; however, they depart from the most essential thing of quality work, that is, quality work It's not just a question of tools, it's a question of quality philosophy.

The big art is the Tao, the small skill is the art. The tools of quality management, no matter how gorgeous they are, are actually technical categories, and the essence of quality management lies in quality culture. This is the avenue, and the avenue is intangible, and it is reflected in the small and small work. , Reflected in the behavior habits of employees at all levels, there is no point of noble and gorgeous elements and color.

As far as quality tools are concerned, without the support of the good and bad, insisting on the quality philosophy of quality above everything else and rejecting defects, any kind of quality tool (or even the systematic use of any tool) can transform an enterprise The quality management of the company is pushed to the extreme, and the company is moving towards a virtuous circle.

The foundation of quality management lies in a good quality culture. Without the support of quality culture, no matter how good the quality tools are, there is no soil for survival. No avenues exist, no trails. If quality tools are not integrated into the culture, there must be no flowers and plants. Even if they are charming, they can only be furnishings, and they will never be fruitful.

Everything is inseparable from the word seriousness, everything is just the word seriousness, and the quality is the same.

Quality-SPC, six sigma, TS16949, MSA, FMEA while fiddling with gorgeous quality tools, tirelessly searching for ways to improve quality; while at the same time tolerating constant errors in work and various defects on the product, ignore the problems, Fundamentally contrary to the philosophy of quality.

No matter what kind of quality tool, it is by no means a panacea. It can only make good enterprises take off with the support of excellent quality culture. It can never leave the culture to bring the enterprise back to life.

Throughout the road of improving the quality of Japanese companies, we can give us useful inspiration:

Before the 1950s, Japanese products were synonymous with inferior quality and crude manufacturing. But since the 1950s, Japan has begun to implement the quality concept of quality above all. They use SPC to cultivate employees' rigorous and serious work attitude, use 5S to eliminate bad habits, create a beautiful environment, use QCC to tap the potential of employees, and stimulate the creative spirit. Using TQM to control every process of the quality loop and advocate the idea of comprehensive cooperation.

Japanese companies have adopted the most basic PDCA guiding ideology of quality management in every process of quality management for many years. They have not got any gorgeous components, but have achieved world-renowned achievements. The fundamental problem is not the advanced nature of the tools, but the quality. The working habit lies in the employees' work philosophy. Their quality improvement does not rely too much on quality tools, but rather a quality culture-the natural result of a culture of seriousness, responsibility, and rejection of defects. Under the support of quality culture, supplemented by appropriate quality tools, quality improvement is natural. Natural results.

The Buddhist saying goes: Heart is Lingshan. Buddha emphasizes piety, not deep Buddhism.

Deming said: Quality doesn't need to be amazing. Quality is in the ordinary little bit of work, quality is in doing everything seriously, not in gorgeous quality tools.

The problems at this level have been solved, and a positive quality culture atmosphere and a philosophy of quality work have been formed, and everyone cares about quality, rejecting defects and mistakes. The problems at this level of technology must be resolved and solved, and companies take an active interest in the quality of work Improvement, actively seeking methods and ways for quality improvement, even if you do not have tools, you will create quality tools in your work, but quality tools are not self-sufficient.

The practice of quality is just like the practice of Buddhism. Lingshan is not in Xitian, but heart is Lingshan.

A thousand years of silent black stone in Mecca can attract people to worship and become the source of the cohesion of hundreds of millions of believers; quality is a belief, and it also requires devotion and worship, and the cohesion of the autonomous power of employees at all levels.

Quality management is not as easy as turning on the faucet. Quality is not a technology, but a philosophy, a habit, and a company's lifestyle. This is exactly what Dr. Deming taught to the Japanese and made the Japanese world. Level of quality.

The improvement of quality is not the depth of the technique, but the infiltration of the Tao-quality is in ordinary work.

(Abstract: "World Standardization and Quality Management" 2002 09)

Deming's quality philosophy is mainly concentrated in the 14 points of management that he proposed, and these 14 points have become an important theoretical basis for total quality management in the 20th century. The main points of Deming Management 14 are as follows:

1. Have a long-term goal to improve your products and services, not just a short-term view of immediate interests. To this end, various resources must be invested and tapped.

2. There must be a new management idea, no delays or errors and defective products are allowed.

3. There must be a way to build quality into the product from the beginning, instead of relying on inspection to ensure

Dr. Taguchi's Quality Philosophy and Method

Dr. Taguchi's Philosohpy and Methods

With the development of quality science, people have gradually reached a consensus: Preventiveness is the core of modern quality management. Quality is not derived from the qualified inspection of the manufactured products, nor is it only obtained by controlling the production process to reduce unqualified products; this is like controlling the Yellow River, and the middle and lower reaches cannot effectively control the water quality. Measures can be taken at the source and upstream to effectively achieve the desired goals. From this, Dr. Taguchi Taguchi developed his ideas and used the unique philosophy of the East to form his own quality philosophy, that is, in the initial development and design stage of the product, by selecting design parameters around the set target value and minimizing variation through experiments Therefore, quality is built into the product, so that all products produced have the same and stable quality, which greatly reduces losses and costs. In other words, the customer's quality specifications are decomposed into design parameters to form the expected target value, and finally a high-quality, low-cost and stable and reliable "quality and cheap" product is developed.

Dr. Taguchi applied mathematical statistics and economics to quality management engineering, and developed unique quality control technologies, such as brainstorming, OA, and parameter design methods. He founded "Quality Engineeting" (QE). , Also known as "Taguchi Methods" (Taguchi Methods), has been widely used in countries around the world.

QE mainly includes two aspects:

"Off-line" QE belongs to the stage outside the production line. It mainly studies the quality control methods for product quality, low cost, and stable and reliable product development and design and production process design. Dr. Taguchi divided the product design into three stages: system design (system selection), parameter design, and tolerance design.

"On-line" QE belongs to the production stage of the product, and mainly studies the quality control technology in the production site. It includes the diagnosis and adjustment of the process, the design of preventive maintenance methods, and the inspection and treatment of products.

Dr. Taguchi came to China to give a speech in the early 1980s, which strongly promoted the application of this method in China. The application areas involved electronics, chemical industry, optics, machinery, vehicles, weapons and other industries. Economic benefits.

The so-called concept of quality philosophy is not a shocking new concept. It actually uses the basic viewpoint of materialist dialectics we are familiar with to reveal the nature and laws of quality.

In the universe, there are many things, each with its unique characteristics, is different from others. However, these diverse phenomena, objects and materials have a common attribute that can be qualitatively distinguished and quantitatively determined. This property is called "quantity" in physics. Materialist dialectics states that there are only matter and matter movement forms in the universe, and the total amount of movement that exists in the universe is constant. "Motion cannot be created, it can only be transferred" (Engels' Anti-Dulin theory). Along with the never-ending movement transfer process, its quantity constantly changes, relatively fluctuating, increasing or decreasing. "A qualitative change suddenly occurs at a certain point of quantitative change" (ibid.). This quantitative change point that causes it to "suddenly change qualitatively" is called, in philosophy, Hegel's metric relationship joint point (hereinafter referred to as the joint point). That is to say, the sudden qualitative change of things is caused by the change of quantity, and when such a change in quantity must reach the metric of "joint point", things can make a qualitative leap suddenly, so that things are at their instant Shows its own essential characteristics that are different from other things. In other words, the essential characteristics of a thing are determined by the instantaneous state of the relevant quantities (not a single quantity, but a group of quantities) that participate in the quantitative change process at the moment of its joint point. A set of quantities that determine the essential characteristics of things at the same time in a specific correlation at the joint point is the quality stated in the concept of philosophy. From the concept of quality philosophy, we can draw the following views:

First, quality is formed in a process, and this process is its own quantitative change process.

Second, in the process of forming a quantitative change in mass, there are related quantities that interact with it from beginning to end and affect the evolution of the process. Physics call these quantities conditional quantities.

Third, the specificity of quality depends on the certainty of the relevant conditions. As soon as the conditional quantity changes, the specific value of the set of quantities of mass changes, and the nature of the thing changes accordingly, and it no longer shows its essential characteristics. Engels used water as an example to illustrate this point. He pointed out that under standard pressure, water changes from liquid to solid at zero degrees Celsius and from liquid to gas at one hundred degrees Celsius. It can be seen that at these two turning points, only a simple quantitative change in temperature can cause water. The qualitative change of state ("Anti-Durin Theory: Quantity and Quality"). In this example, atmospheric pressure and ambient temperature are conditional quantities that are closely related to the quantitative process of water state. Please note that in the example, Engels first assumed that "water is at standard pressure", which is only a qualitative change in the state of water caused by a simple variable of temperature. If the temperature changes, the atmospheric pressure also changes (this is completely complete in practice. It is true that the qualitative change point (joint point) of the state of water will be another scene, which is absolutely certain.

Fourthly, with the process of quantitative change of quality, the relevant conditional quantities penetrate into each other, cause each other to cause and effect, and constitute a specific evolutionary relationship with each other with a unique law of motion. Human scientific achievements have continuously discovered these laws of movement, revealed their evolutionary relationships, highly summarized and accurately described this relationship with mathematical models, and accurately expressed their respective quantities and their functional relationships using rigid expressions.

Fifth, the quality has transient dynamic characteristics. Conditional quantity is also a variable, a physical quantity that moves and moves endlessly. The instantaneous mass presented at the joint point must change accordingly. It will never happen overnight. In a single variable process, mass exists objectively at the moment it is formed. But fleeting. When the never-ending conditional quantity changes, the quality and the essential characteristics of the things it represents are not the same. This is the transient dynamic nature of mass. One can accurately describe the evolution law of the process and predict the development trend of quality, but it is impossible to capture this quantity, even if the process is a linear law. However, with the continuous improvement of human cognition, this specific set of quantities can be detected in a relatively close space-time range under relatively ideal and single environments and conditions.

Sixth, under the condition that the quantitative change rule and related conditions are the same, the characteristic value of the quality can be repeated many times or easily reproduced. However, since the "identity" mentioned here is only a theoretical prerequisite, the actual repetition and reproduction can only be approximate within a certain range. For thousands of years, it has been precisely this degree of "approximation" that people have been striving for.

Seventh, mass only exists in the entity. Engels said that "the diversity of quality in the world is unlimited, but its manifestation depends on specific things, without specific things and things, quality does not exist". From this point of view, it is entirely possible to draw a logical warning: all quality activities carried out without specific things and things are nothing but deceptive tricks.

In fact, the concept of quality philosophy has been widely used in human quality activities. Carefully study the theory and practice of international modern quality management, from TQC total quality management to ISO9000 (family) international standards, from the definition of quality and quality-related terms to the guiding ideas and implementation principles of quality management, quality assurance and quality control The basic point of view of the philosophy of quality is almost everywhere. Moreover, it is not difficult to see from the several revisions of the lS09000 international standard since its release that the concept of quality philosophy has become more profound, mature and perfect in the quality activities of contemporary countries.

It is true that due to ideological reasons, the pioneers of modern quality management represented by the United States, Japan, and Europe are unlikely to publicly announce the philosophical nature of the concept of quality, and it is impossible to reveal the nature of quality and law. However, these developed industrial countries have strong economic strength, advanced scientific theories, solid technical foundations, and unforgettable social quality consciousness and forced to establish in the fierce market competition that has become popular for hundreds of years practice. In this context, a batch of outstanding quality pioneers, with their wisdom and hardship, in different periods according to their national conditions

Various effective theories, viewpoints, principles and methods for improving quality have been put forward and verified, thus laying a foundation for modern quality management. It should be said that theoretical quality management is the comprehensive result of today's human science and technology. The source of science is always connected. Regardless of how these theories, viewpoints, principles, and methods are expressed, it is not difficult to find that they all come from one source: the concept of quality philosophy.

Since the reform and opening up, learning from the introduction of Japan's Total Quality Management (TQC) to the implementation of lS09000 quality management assurance (family) international standards has indeed played a significant role in improving China's product quality and quality management level. And seriously looking back on these two decades, it is not that there is nothing worth reflecting on. Today, as soon as possible to improve the backward situation of quality management to meet the challenges of the world, although it has been agreed by the Chinese people, it should be seen that the introduction of an advanced quality management is very different from the introduction of an engineering technology. Any advanced quality management is generally inseparable from the human and social environment that facilitates it. Even in developed industrial countries, they can refer to the basic principles of quality management to each other, and can also follow market standards for the needs of international trade exchanges. Provide for common ground to benefit each other. However, there are differences in the specific practices of quality management, and even some important points of view, such as the United States, Europe, Japan, Canada and even Australia. In fact, this is not surprising. The difference in quality management due to the different social and cultural environments of different countries is precisely the quality management that is rooted in this country and has the characteristics and vitality of the country.

In the historical process of modern quality management development, we are one step behind. But the basic idea of the philosophy of quality is no stranger to us. To apply the viewpoints and methods of materialist dialectics to understand the essence of quality and guide quality activities, it should be said that China has a deep ideological foundation and theoretical accomplishments. It's just because of our own reasons that we have not been able to use this good arrow for a long time to shoot the quality that has been forced around us. So many occasions, when it comes to quality and quality management, "the word must be called the West." It cannot be said that it is not a pity.

Use the ideological weapon of materialist dialectics with a clear mind and a clear banner, use the concept and viewpoint of quality philosophy to understand and grasp the essence, characteristics and laws of quality, discriminately absorb the essence of modern quality management abroad, and combine it with China s humanistic environment and society

Actually, creating quality activities with Chinese characteristics and earnestly improving China's quality situation is the responsibility of our quality colleagues today.