Quality should be something that permeates the soul of every employee in the enterprise. Every department and every person should first think, "What I produce is not just products; we produce quality attributes!"

The benefits of a project depend on whether the quality of the project deliverables is high, whether the cost is low, whether the duration is short, and whether the risks are acceptable! Under the same conditions, the higher the quality requirements, the higher the costs incurred; conversely, high costs do not necessarily lead to high quality.

Many enterprises emphasize high standards while also stressing low costs and low investments, and they want to compress time and speed up progress. In the end, a well-structured project becomes a mishmash. The ideals are grand, but the reality is stark!

The result of low-cost projects is that the quality of the project deliverables is poor, which affects the quality of the produced products and fails to ensure the reasonableness of operating costs.

For a normally operating factory, everyone hopes for benefits and profits. Where do benefits and profits come from? Of course, it is from controlling costs. However, controlling costs does not mean blindly reducing the consumption of raw and auxiliary materials or even lowering the quality of raw and auxiliary materials, nor does it mean blindly reducing spare parts inventory and equipment maintenance costs, and it certainly does not mean blindly reducing the number of workers, increasing their working hours, or even lowering their wages.

In well-managed enterprises, there are mountains of documents and meetings every day, one deviation after another, one document after another being upgraded and trained. The huge quality system is busy all day long, completely unrelated to the production workshop, which is still working hard to increase output and reduce costs!

Many enterprises set indicators for "output, sales, costs, and profits" at the beginning of the year, and even issue indicators for "energy saving and consumption reduction, and cost reduction" to every department and every link.

If this continues, product quality will inevitably be compromised, and pursuing so-called low "cost" without "quality" is no different from "moths flying into the flame," leading to self-destruction!

There are also some powerful and wealthy enterprises that put great effort into product quality, using the most advanced production processes, the most expensive equipment, the most automated control systems, and the best raw and auxiliary materials in the world. This is certainly understandable; having money allows for indulgence!

Everyone can think about how many of your daily "deviations" are due to inappropriate control strategies, excessively high internal quality standards, or overly narrow control ranges for process parameters, tying yourself up tightly with one rope after another, causing pain with every movement. What seems like strict management often results in either huge losses or a facade of strictness with laxity behind the scenes, ultimately leading to nothing.

Any quality control is based on quality risks and existing technical means. We certainly encourage innovation, but it should not be blind and pointless to raise standards. "Emphasizing data integrity, implementing computer control with audit tracking functions throughout the production and inspection processes"—can quality really be improved?

Without good quality, there is no good market; without good quality, there is no good price; without good quality, one can only fall into the quagmire of low-cost, low-price competition, ultimately losing all quality and benefits, and ending up closing down!

A good quality system must involve quality personnel from the stage of process proposal, have a complete quality team during the process design stage, and quality personnel must participate in the entire GEP implementation process of the project construction to have sufficient familiarity and understanding of the entire hardware system.

At the same time, quality personnel must participate in the transfer from R&D to production, participate in process design, participate in product launch, and the entire subsequent production process. Only then can they understand the product itself, understand the control of key quality attributes and key process parameters. Only by understanding the entire process of product quality formation can they better manage quality.

The only task of the daily quality management system is to ensure that the entire factory system maintains a verified state, to monitor daily production processes and product quality, to review production processes and product quality, to control changes, and to handle deviations and implement corrective and preventive measures!

To do all this well, one must first understand scientific knowledge management and quality risk management, controlling all aspects of "man, machine, materials, methods, measurement, environment" at a "reasonable" level based on the current level of scientific knowledge development and the acceptable level of quality risk, rather than "showing off the lower limit" or "showing off love" in a high-profile manner!

Quality is designed!

Quality is produced!

Quality is not inspected by QC!

Quality is even less something that quality management personnel supervise on-site!

Quality has never been produced by "quality management"!

Quality should be something that permeates the soul of every employee in the enterprise. Every department and every person should first think, "What I produce is not just products; we produce quality attributes!"

When will we no longer need people to supervise people, and everyone can consciously fulfill their quality obligations?

When will we no longer need QC inspection results, and every production worker can proudly say, "This batch I produced is definitely qualified!"?

When will we no longer need specialized quality personnel to handle quality issues, but instead eliminate quality problems on the production site at the first opportunity?

When will we no longer need to deal with a large number of deviations, and we can foresee all possible risks and potential problems in advance, formulate preventive and corrective measures in advance, minimize the occurrence of adverse events, and if they do occur, we already have a plan, so there is no need to argue every day about who should report the deviation, whether the deviation should be recorded, or whether it should be disclosed to the inspectors!

Ultimately, when the "quality system" is still there, but we do not need specialized quality personnel, or only need very few quality personnel, when we can focus on "production management" and all aspects that serve production management without needing to emphasize "quality management," our product quality will be better guaranteed!

Just like communism, let us continue to strive in this direction! "Effective and efficient" quality management is a long way to go, and we are still on the road!