“Everyone’s project, everyone quality, everyone’s cost” is one of the important management concepts for FHS Group to successfully promote various projects. There is a contradictory, unified, and interdependent relationship between project, quality, and cost. As the main department promoting the implementation of “everyone quality”, the Quality Center shoulders unprecedented responsibilities.

Adhering to the management philosophy of “everyone quality,” starting from 2021, the Quality Center began using the BI (Business Intelligence Navigation developed by FHS) system to collect quality cost data from various departments. Regular quality weekly meetings were held every two weeks, during which each department reported independently, and in-depth discussions, analysis, and improvements were conducted on the cost losses of each week and month. Through the form of quality weekly meetings, quality and cost are beginning to be valued in the form of data, which also heralds the arrival of the FHS “era of everyone quality.”

How to understand “Everyone Quality”?

Let’s first understand what quality is? The ISO (International Organization for Standardization) defines quality as the sum of characteristics that reflect an entity’s ability to meet explicit or implicit needs. For FHS, our understanding of quality is that the non-standard automation equipment we design, and produce can meet the requirements of customer technical agreements, including explicit and implicit requirements. It must also comply with legal regulations, industry rules, and other requirements to ensure customer satisfaction.

What is quality management? The ISO International Organization for Standardization defines quality management as the coordinated activity of directing and controlling an organization in terms of quality. For FHS, quality management is about focusing on quality from the source of design. From the inspection of incoming materials to the production and assembly process, and then to the quality of debugging, quality management runs through the entire process from design to after-sales service. This process requires mobilizing all employees to participate and focusing on customers through a series of management activities. The management concept of “everyone quality” is a reflection of FHS quality management activities and also reflects the principle of “all staff participation” in the seven quality management principles of the ISO9001 quality management system.

Why promote “everyone quality”

The concept of “everyone quality” was introduced at FHS around 2018, when we were collaborating with several global clients. And now the project delivery requirements have taken several steps higher than before. Throughout the entire development and acceptance process of the production line, we encountered difficulties such as short lead times, heavy tasks, and high after-sales costs. From feeling the stones and crossing the river to paying tuition fees, we have summarized our experiences and lessons, and deeply realized that the imperfect quality management will directly affect the success or failure of projects. We have also realized the importance and necessity of promoting the “everyone quality” management concept.

If quality issues occur frequently, it will lead to a continuous increase in project costs. From the interpretation, design, processing, inspection, assembly, debugging, and acceptance of customer specifications, if the process and quality are ignored, various problems will arise. A series of problems, including design, procurement, processing, inspection, assembly, debugging, and after-sales, ultimately boil down to quality issues. As long as quality issues occur, there will be certain losses in labor costs, material costs, and time costs. The ultimate solution to the problem requires the cooperation of personnel from all departments to work together to solve it. The process of jointly solving problems will also reflect the role and value of “everyone quality”.

What does “everyone quality” need to be done?

FHS non-standard equipment is basically standardized from the scheme and design stages, and the process quality is achieved through procurement, inspection, assembly, debugging, packaging, and transportation. Each link needs to control its own quality to ensure the smooth delivery of the project. A project is achieved through the joint participation of various departments, and is completed by each employee within each department. The final quality is reflected in the job responsibilities, abilities, and performance of each employee. Fully controlling the quality of equipment requires the hard work and dedication of every employee. We believe that in order to control quality well, it is most important to ensure that the management philosophy of “everyone quality” can deeply penetrate into the hearts of every employee.

We suggest promoting from the following points:

1. Quality awareness
   All employees need to realize that quality is the lifeblood of a company. The quality of the equipment, whether it has customers or markets, determines the source of profit for the enterprise, the long-term development of the enterprise, and also determines the personal interests and career development of employees. Only through the quality of products can we win the trust of customers, create a better corporate reputation, and establish the brand image of FHS.
2. Quality prevention
   Focusing on the customer, thoroughly and comprehensively interpreting the specific requirements of the customer, identifying both explicit and implicit requirements, and standing from the customer’s perspective to think, solve, and handle problems. When encountering problems or doubts, timely communication with the customer is maintained to reach consensus. Establish a preventive awareness of quality, starting from the design phase, getting things right the first time and preventing from the source, will make it easier to control the quality of equipment during the process.
3. Quality specifications
   Quality management needs to follow the workflow in order to have a systematic approach. Only in this way can the work between each department, process, and procedure in the entire company be carried out in an orderly and efficient manner. If work is not carried out in accordance with procedural standards, the chances of errors will increase, and the quality of equipment cannot be guaranteed.
4. Quality improvement
   Establish a continuous improvement awareness of “everyone quality”. There is no best quality, only better. Quality improvement is a continuous and continuously improving process that should follow the PDCA model and form a closed-loop control. Only in this way can our equipment quality continue to improve, and only through continuous improvement and innovation can we continuously enhance the comprehensive competitiveness of our company’s brand.
5. Quality cost awareness
   Establish cost awareness of quality. Ensuring equipment quality and pursuing profits are the eternal goals of enterprises. For enterprises to develop, they must pay attention to production costs, but cost and quality are closely related. If the quality is well managed, the cost of the product can be minimized. However, if the product quality is poor and customers frequently complain and require repairs, the cost will increase. Excessively improving product quality can lead to over-quality, which also increases production costs. Therefore, stricter quality does not always benefit the enterprise. Hence, during production, we require each process and link to be strictly carried out according to customer standards, so that we can minimize costs and improve market competitiveness.
   In summary, the implementation and implementation of the “everyone quality” management concept cannot be separated from the hard work and dedication of each employee. In summary, the implementation of the “everyone quality” management concept relies on the hard work and dedication of every employee.

Stage achievements of “everyone quality”

Since the management concept of “everyone project, everyone quality, everyone cost”, remarkable achievements have been made:

1. Continuous promotion of quality weekly meetings
   Since its implementation, the quality weekly meeting has always been held on time and on time. We have not relaxed our efforts in the fight against the epidemic from home. During the period of working from home during the epidemic, the quality weekly meeting was held as scheduled through online meetings, and the results of the meetings were stable. In March of this year, we also redefined the quality objectives based on the quality reports of various departments, which greatly improved the quality of the meetings. These all stem from the importance placed on quality by everyone and the implementation of the FHS “everyone quality” management concept.
2. Quality management system process sorting
   Led by project management and coordinated by the quality center, we have continuously upgraded and improved the quality management system processes in the “Project Management Procedure”. The program file takes the project as the main line and clearly defines project initiation, scheme handover, design initiation, assembly initiation Record the actions and outputs of each department during each stage of FAT pre-acceptance and SAT final acceptance. Under strict implementation, the improvement effect of quality processes was particularly significant.
3. Implementation of total quality management
   Under the self-promotion of the management requirement of “everyone quality”, the scope of work of the Quality Center has been continuously extended and the focus has increased. It not only participated in the interpretation and review of the Spec in the scheme stage of new projects, but also prevented parallel implementation of client OPL, and opened CAR for major problem points. The review meeting for repeated appearance inspection before shipment and the review meeting for packaging and transportation methods in the export project of a certain flipping packaging line all reflected the importance that each department attached to quality. During this year’s epidemic, the work of the Quality Center has also been steadily carried out. Taking advantage of the scarce working hours from home, we have revised and improved packaging and transportation standards, collected CE information, and organized online quality training.
   
   By listing the above representative cases, it is enough to demonstrate that we have been working hard on the implementation of the “everyone quality” management concept, and in the process of doing so, we have driven the enthusiasm and enthusiasm of all employees, unified their thinking, unified their pace, and played their maximum value in achieving the same project goal.

Summary

Everyone quality” is the goal and state of quality management, and it is also the corporate culture that FHS has been promoting since the top management. Within the company, we can fully feel that everyone’s concept and awareness of respecting quality are constantly improving. At the same time, I believe that the company can continue to develop and grow with the help of the industry trend. Through the implementation of the management concept of “everyone project, everyone quality, everyone cost”, it gradually becomes a benchmark for enterprise quality management in non-standard industries. Every FHS person can know that the quality of FHS is designed, produced, inspected, planned, managed, and evaluated by customers. At the same time, it also ensures that every FHS employee understands that FHS quality management is the responsibility of everyone. Everyone needs to care about quality, value quality, and create quality. Ultimately, everyone can enjoy quality and the benefits it brings to the company.