The theory about total quality management was proposed in the United States in the early 1960s, but then it developed greatly in RB, forming an effective total quality management method system. By the 1980s, Americans had to introduce the concept of total quality management from RB to improve the product quality of American companies in order to achieve excellent results in competition with RB companies.

In the late 1970s, China began to reform and open up. While introducing advanced production technology from abroad, it also introduced advanced enterprise management concepts. The concept of total quality management, which is the so-called TQC, was introduced in that period. In March 1980, the State Economic Commission issued the Interim Measures for Total Quality Management of Industrial Enterprises to industrial enterprises across the country, which was based on the comprehensive quality management idea of ​​RB. The "regular understanding of national construction and people's life needs" mentioned in it reflects the "customer-centered" view in the theory of total quality management, and "educating all employees to establish quality first" reflects the requirement of "all employees to participate". At that time, Chinese industrialists had the spirit of knowing shame and being brave, and were able to put down their posture and learn all advanced things.

Globally, the theory of total quality management has not stagnated. In the following decades, various new quality management methods have emerged continuously. The most important event is the formation of the ISO9000 system in 1987. ISO9000 has similarities and differences in prior TQCs, but it is undeniable that many of the ideas and practices have made great progress compared to TQCs before the 1980s.

In the era when Feng Xiaochen served as the director of the Major Equipment Office, it has become a new fashion for Chinese enterprises and even institutions to obtain ISO9000 certification. According to incomplete statistics, in the first few years of the new century, more than 50,000 enterprises and institutions across the country have obtained ISO9000 international quality management system certification certificates.

Feng Xiaochen had been widely exposed to quality certification knowledge during his company inspections and was very familiar with the certification system and certification procedures. What he recommended to Xu Xinkun was a complete system that was dressed in the 1970s TQC cloak, but actually wrapped in later ISO9000 certification ideas. Compared with the TQC activities being carried out across the country at that time, this system has clearer concepts and more advanced methods.

Feng Xiaochen came to Xinmin Factory in the name of solving the quality problems of hydraulic valves, but from the beginning he did not limit his work goals to one or two products. He knew that it would not be difficult to create one or two hydraulic valves that meet quality requirements if he adopted the past work method that was not cost-effective, but it was meaningless.

From a small perspective, Linbei Heavy Machinery will mass-produce large excavators in the future, and the hydraulic valves required are not one or two, and it is impossible to complete them with this kind of sporty work every time. If the Xinmin Factory cannot establish a sustainable quality management system, then the stability of product quality is a mirror, and Linzhong's large excavators can only seek foreign hydraulic parts matching.

From a broad perspective, the entire Chinese industrial production system faces the urgent requirement of upgrading. Meng Fanze borrowed Feng Xiaochen from the Metallurgical Bureau and sent him to Xinmin Factory. It was definitely not to let him solve the quality problem of a specific product, but to let him try and verify the modern management concept he mentioned in a realistic enterprise like Xinmin Factory, practice various modern management methods, and achieve the goal of leading the whole, so as to drive more enterprises to transform their management in order to welcome the tide of international industrial competition.

Feng Xiaochen is not the leader of Xinmin Factory, and it is impossible for him to work on behalf of Xu Xinkun and He Yongxin. He visited the workshop of Xinmin Factory, had in-depth exchanges with workers, and gradually figured out the organizational structure of Xinmin Factory. He realized that as an old factory manager who once had a glorious history, He Yongxin has now been burdened by his reputation and has lost his willingness to make progress. He may even become a resistance in the promotion of new management concepts. Although Xu Xinkun was criticized by everyone as an outsider, he has a positive attitude towards reform. As long as someone can provide him with some help, he can become a practitioner of new ideas.

In addition to the differences in personal values, Xu Xinkun has another thing that He Yongxin does not have. As a new leader, Xu Xinkun was in the Xinmin Factory because he did not know how to produce. If he could not make a difference, he, the top leader, could only live in a mess and wait for death. He Yongxin did not have such pressure. For He Yongxin, the more successful He Yongxin, the more beneficial he is, the more he is. Change will only become a threat to him, not his opportunity.

It was precisely because Feng Xiaochen saw this that he chose Xu Xinkun as his spokesperson. He first successfully aroused Xu Xinkun's fighting spirit with his words, and then began to sell his thoughts and knowledge to Xu Xinkun. He applied the routine of ISO9000 certification in later generations in the construction of the quality management system of Xinmin Factory, and combined with the many experiences and data accumulated by Yu Chun'an in previous production management, he compiled this quality management plan distributed in the venue. Many of the concepts and formulations in this plan were enough to make the authority of quality management at that time amazed.

After completing the plan, Feng Xiaochen carefully designed a series of plans for Xu Xinkun. He asked Xu Xinkun to report to the Provincial Department of Machinery to the Provincial Department of Machinery to report the report materials on the comprehensive quality management of Xinmin Factory through Cai Deming's relationship, and then asked Xu Xinkun to promote the Department of Machinery to hold a live experience promotion meeting at Xinmin Factory. At this point, He Yongxin naturally fell into a passive position. Whether he was actively responding or passing the blame negatively, Xu Xinkun could win.

Things were developing more smoothly than Feng Xiaochen and Xu Xinkun had imagined. After learning that the provincial department was about to promote the experience of Xinmin Factory, He Yongxin's first thought was to clear his responsibilities. He first abandoned Tao Yu and asked Xu Xinkun to cut off one of He Yongxin's wings without bloodshed. Then he was willing to risk offending Li Huidong and pushed Xu Xinkun to the position of introducing his experience.

The reason He Yongxin did this was because he believed that Xu Xinkun could not make a good introduction to his experience this time, and would only make a fool of himself on the spot and become a victim of the provincial and department's hiding the scandal. He never expected that Xu Xinkun was prepared. He had the excellent comprehensive quality management plan compiled by Feng Xiaochen for him, and the speech prepared by Feng Xiaochen, which could ensure that his explanation was accurate, easy to understand, and could achieve interesting results. You must know that in that era when the country was just opened, most people had very limited knowledge. Feng Xiaochen casually found a few jokes to come in, which was enough to make the factory managers feel eye-opening.

"The second requirement of total quality management is to participate in all employees. In the past, we believed that quality management was the business of the quality inspection department, and the flaw detectors used to take the flaw detector to find faults. The view of total quality management believes that traditional quality inspection is just a post-event remedy. When quality problems arise, finding defective products can only be a stop loss, and the waste that should occur has already occurred.

Total quality management requires quality improvement work to be carried out before and during the process, so that every cadre and worker should participate in the quality improvement action. Moreover, this participation is long-term and continuous, not by engaging in one or two movements or shouting one or two slogans. We must establish a learning-oriented organizational culture, that is, we must promote the spirit of learning in the enterprise. We must take the QC group as the core of learning, be responsible for organizing the study of cadres and employees of the entire factory, and promote knowledge sharing among employees.

Among enterprises in developed Western countries, there is an important position called Chief Knowledge Officer. In English, he is a CKO. This person is not a factory director, a chief engineer, or a chief accountant. His task is to connect the knowledge of the entire enterprise, turn everyone's knowledge into the knowledge of the entire enterprise, and then turn the knowledge of the entire enterprise into everyone's knowledge. Knowledge can produce a double effect when exchanged with each other.

In our past management tradition, there was also a practice of helping and learning from each other, but over the years, this practice has gradually faded and has been abandoned by many companies. We must restore such traditions in the process of total quality management and transform it with the concept of modernization to standardize, institutionalize, and mature..."

Xu Xinkun's speech became smoother and smoother. In addition to the content prepared by Feng Xiaochen for him, he also added his own sexual performance. He had experience in political work. When he was a political commissar in the army, he also had ideological education, ability training and other work, and had certain experience in management. He integrated these experiences into the explanation, and occasionally interspersed with jokes, idioms, etc., which caused the audience to burst into knowing laughs.

"Who said that Old Xu doesn't understand management? His understanding of quality management is definitely in the top three in our mechanical hall system."

"I think, except Director Li, no one can match him."

"I used to think that Lao He should be told about this report. Now it seems that Lao He may not be better than Lao Xu."

"It's not necessarily not, it's absolutely impossible. I know that Lao He's two brushes are fine. He can't play with the foreign game such as total quality management."

"Isn't it? I studied quality management in the School of Administration for two months a while ago. Why do I think that the professors in the School of Administration are not as good as Lao Xu?"

"Today's live meeting is worth it!"
Chapter completed!