The leaders below finally heard something new.
He scribbled notes in his notebook.
"So, what more effective management systems should the factory implement?"
"This is what we call 6S."
"Please turn to the first page..."
Regarding the 6S management policy.
All sorts of things.
Peng Changjiang spoke for nearly half an hour.
It wasn't just the top leader who was impressed.
Even Minister Xu was taken aback!
So that's how it can be done!
Things like cleaning, tidying up, and organizing.
They were so fresh, like live fish that had just been caught.
If every factory implements this.
The factory will be completely transformed.
The workers' skills will also be comprehensively improved!
In the past, it was always the foreman who would see a dirty spot and go to great lengths to persuade the workers to clean it up.
Now.
According to 6S principles, this work should be the most basic skill and integrity of a worker.
We must take the initiative.
Otherwise, production-related matters cannot be carried out.
If one position is locked, the others will automatically return to their original positions.
Brilliant!
The leaders below were deeply moved by what they heard.
We've come to the right place!
At the very least, these 6S features are extremely useful!
After explaining 6S, Peng Changjiang continued the course.
Let's start by talking about quality management.
He said:
"The requirement of total quality management is the participation of all employees."
“In the past, we thought that quality management was the job of the quality inspection department, relying on flaw detectors to find problems with flaw detectors.”
"However, the total quality management perspective holds that traditional quality inspection is merely a post-event remedy. By the time quality problems arise, finding defective products can only stop the loss; the waste that was going to happen has already occurred."
"Therefore, total quality management requires quality improvement work to be carried out before and during the process, and every manager and worker should be involved in the quality improvement action."
"We need to establish a learning-oriented organizational culture, which means promoting a spirit of learning within the company."
"QC groups should be the core of learning, responsible for organizing the learning activities of all cadres and employees in the factory, and promoting knowledge sharing among employees."
“In our past management tradition, there was also the practice of mutual help and learning, but in recent years, this practice has gradually faded and has been abandoned by many companies.”
"In the process of total quality management, we need to restore this tradition and transform it with modern concepts to make it standardized, institutionalized, and mature..."
Peng Changjiang spoke more and more fluently as he spoke.
There is absolutely no lag.
He talked for an hour straight.
It is evident that he has put in a great deal of effort to thoroughly study the management materials provided by Wu Changfeng over the past few days.
The senior leader stood up and led the applause, saying, "This is truly a good comrade! Selflessly sharing knowledge!"
Only Director Zhao felt a deep gloom in his heart, a gloom that could not be dispelled.
It’s over!
Factory Director Zhao was filled with sorrow.
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