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How much difference exists in the quality management between China and Japan?

Since the beginning of the 21st century, Chinese enterprises have gradually established corresponding institutions and systems in accordance with the modern enterprise system, but there are still many unsatisfactory places in the implementation of management concepts and systems, resulting in losses and waste, which severely restricts enterprises. development of. After World War II, the Japanese economy, which was on the verge of collapse, quickly emerged. The secret of success lies in the effective quality management. It is very necessary to analyze the differences between the quality management of Chinese companies and Japanese companies, learn from Japan’s successful experience, and combine with China’s actual conditions to make positive improvements and improve the competitiveness of Chinese companies. metal shop near me

1, the quality of power difference analysis
The key to the success of Japanese companies is not only that they possess advanced technological means, but also that the pursuit of excellence is one of their core competencies and the source of their development. Chinese companies have many differences with Japanese companies in this regard. metal shop near me
1.1 Differences in Service Concepts
Japanese companies pursue the “customer first” business philosophy, and it is a basic demand not to let problems flow into the next process and market. With keen innovation and continuous improvement, we use high quality and high value-added products to win customers. Occupying the market is the guiding ideology for Japanese companies to carry out quality management. Most Japanese companies will meet customer needs and exceed customer expectations, gain customer trust as a business philosophy, and use it as a basis for researching and developing new products and evaluating quality management. For example, Ricoh adheres to the concept of “putting customers in the forefront, anticipating customer needs, responding quickly and building trust”, and using customer satisfaction as an evaluation index to carry out hierarchical customer satisfaction management. Not only that but also the subtle level of Japanese companies’ attention to customer needs is unmatched. They do not hesitate to conduct detailed market research and demand analysis at the expense of financial resources and manpower, and then develop marketable products to meet the differentiated needs of customers. metal shop near me
Although Chinese companies also talk about “customers first”, they are the short-term interests in operation. They emphasize technology conformance and customer demand. They severely impair customer relationships and hinder product and process improvement and service levels. improve. In relation to the development of product development and the expansion of reproduction, production is first and development is second. Flexible manufacturing cannot be performed to meet the urgent needs of customers. In the measurement of customer satisfaction, the lack of scientific methods cannot accurately measure the customer’s real feelings about the product or service, and cannot identify opportunities for improvement. This seriously hinders the upgrading of old products and the development of derivatives. It is also impossible to analyze and judge the changes and improve quality and improve quality. Can not win customer satisfaction and loyalty, resulting in loss of customers. metal shop near me
1.2 Progressive Spiritual Difference
Japan is an island country with a shortage of resources and a high population density. The reality of an embarrassing environment has created a national consciousness of crisis. This sense of crisis prompted the Japanese to continue to make progress. Japanese companies have spared no effort to find potential problems and set goals so that quality management always has a clear direction for improvement. The sense of crisis has strengthened the sense of responsibility of the employees of the company. The employees did not complete the work mechanically but did their best to complete it better and to innovate. Reasonable process design reduces ineffective labor and reduces costs, is its unremitting pursuit.
The employees of our country lack the market concept, lack the sense of crisis, lack the sense of responsibility and work hard. The general staff’s job is only to complete the current production task indicators, rather than focus on improving the quality indicators. The enterprise’s quality management is in a coping and passive state. It does not seek out problems or even covers up the problems. The problems cannot be effectively solved, and the problems become more and more exhausted.
1.3 Differences in collaboration
Many companies in Japan implement the system of permanent employment and annual performance. Based on the recognition of the consistency of individual and collective interests, Japanese employees regard the factory as their home and the group’s awareness and integrity are strong. This enables the smooth connection between departments and processes, and the work Orderly and efficient. metal shop near me
China’s corporate employees have large mobility, and employees’ interests and corporate interests are not close enough. Therefore, the lack of team awareness, the various departments, the process of their own governance, poor coordination, and often the quality of the management system does not work properly. Even in order to safeguard local interests, he does not hesitate to damage the overall interests.

2. Analysis of differences in basic management structure
2.1 Differences in institutional settings
Japanese companies set up organizational structures according to their work needs. The situation varies from company to company. The representative is the Deming winner, Yokogawa. The quality management organization of YHP is composed of the Business Department and the workshop as the Business Unit. The entire company, workshop, and business division have established the QTC promotion department for the promotion of quality management. The ministers are responsible for their respective duties. The department is under the responsibility of the QTC and is responsible for the daily affairs of the quality work. The company-wide, business headquarters and business divisions have established quality assurance departments and formed a complete quality assurance organization. Japan’s corporate quality management organization features: The comprehensive quality organization is directly led by the general manager, all employees participate in quality management, and the organization is perfect.
The situations in which Chinese enterprises set up institutions based on human capabilities are commonplace. Once personnel change agencies change, the functions of the departments are adjusted and the institutions are unstable. metal shop near me
2.2 Quality Duties Difference
2.2.1 Common Features of Japan’s Corporate Quality Responsibilities
(1) The general manager of the company is responsible for the company’s total quality. Generally, a managing director is responsible for quality work;
(2) The quality assurance department is fully responsible for product quality and has absolute power. Due to quality issues that have the power to decide to suspend production, the general manager of the company shall not interfere with the decision of the quality department;
(3) When there is a problem with product quality, it is the responsibility of managers at all levels, not the responsibilities of the operator.
2.2.2 Common Features of Corporate Quality Responsibility in China
(1) The top management has a total quality responsibility for the company, and the general manager (or deputy general manager) is generally responsible for quality work;
(2) The quality management department is mainly responsible for the quality of products and does not have absolute power in supervision and inspection. When it is necessary to stop production due to quality problems, it is necessary to ask the chief engineer (or deputy general manager) or even the general manager; the work of the quality management department is often interrupted by leaders from the upper level;
(3) When there is a problem with the quality of the product, it is the operator’s responsibility to trace it first, which is not always the responsibility of the managers at all levels. metal shop near me

3, improve the process of analysis of differences
Starting from the fundamental interests of the company, in order to improve quality, reduce costs and improve efficiency, maintain a high degree of sensitivity, be uneasy about the status quo, actively seek problems, and conduct improvement activities without stopping, it is a distinctive feature of Japan’s corporate quality management, and it is also Japan. The key to business success. Chinese companies often emphasize quality control more than quality improvement and thus have a big gap compared to the world’s advanced quality management.
3.1 Difference in reaction speed
Japanese companies are vigorous and resolute, find problems and solve them in a timely manner. This effectively avoids the problem of prolonged delays that cannot be solved, improves the efficiency of quality improvement activities, and reduces losses and waste. Japanese companies are constantly making various improvements, such as changing the two-sided supply platforms to three-sided supply platforms, reducing the number of workers’ purchases; adding a cover plate to the automobile instrument assembly to avoid scratching the dial glass. They are more concerned with the cumulative effect. They think that instead of spending a lot of time improving things at one time, it’s better to continue to improve, quicker, and more economical in the daily work. The facts also prove that this improvement is better. metal shop near me
The phenomenon of procrastinating in China is serious, real problems are not resolved, waste is straightforward, and there is no qualitative leap in technology.
3.2 Differences in basic conditions
Japanese companies use 80% of the power to grasp the daily basic management and use 20% of their strength to improve. The basic work of employee education and training, on-site management, standardization, and measurement management is carried out in a down-to-earth manner to create conditions for effective quality improvement.
Most of our enterprises are restructuring and new construction. The old company has a certain management foundation, but there is also a big gap between the requirements of the modern enterprise system. There are also many problems such as incomplete systems, incomplete systems, and insecure interfaces; the new-build enterprises do not have certain experience accumulation and capital accumulation, and the management system is extremely Lack of demand, verbal orders took the place of documents, there was no standard for uniform action, and material conditions also lacked financial support. Even some of the most basic technical parameters of the company’s inspection equipment could not be guaranteed. metal shop near me

4, SPC difference analysis
4.1 Understanding Differences
Japanese companies attach importance to the application of statistical techniques. It is widely used in many activities or processes of the quality management system. Chinese enterprises lack understanding of the value of statistical technology introduced.
4.2 Tool Application Differences
Japanese companies performed tools such as ranking charts, causal charts, hierarchical charts, questionnaires, histograms, scatter plots and control charts, statistical sampling survey theory, statistical inference methods and experimental design methods, multivariate analysis methods, and operations research methods. Comprehensive, multi-level wide application. In 1984, the Nagoya Institute of Technology in Japan surveyed 115 small and medium-sized factories in various industries in Japan. The average number of control charts used by each factory is 137, which indicates the extent to which statistical techniques are widely used. Chinese enterprises use only a small number of arrangement charts, causal charts, layered charts, questionnaires, histograms, and even fewer applications for control charts. metal shop near me
4.3 User differences
From the Japanese company to the company manager, the squad leader and operators who are down to the site are all in use. Almost all the Chinese enterprises use only simple technicians and quality management personnel.
4.4 Use purpose difference
Japan’s enterprise application statistics technology tends to analyze and control the process and find abnormal conditions as soon as possible so that preventive and corrective measures can be taken in a timely manner. The importance of statistical techniques is also here. Through the application of statistical techniques, Japanese companies not only improved the quality level of their products but also reduced costs and increased productivity. Because of long-term process analysis and quality analysis, the company’s technology has also greatly improved.
Chinese enterprises use post-mortem analysis, resulting in losses and waste. The role of statistical techniques in controlling product quality has not been fully utilized. Since the Chinese enterprises have not implemented SPC, the stability of the process has been questioned, and foreign merchants have refused to place orders. For example, a factory in Zhuhai was rejected by US companies. Two factories in Dongguan, Guangdong, were rejected by US companies and Japanese companies. A large electronics factory in Anhui was also rejected by the United States. As far as the procurement of foreign-funded enterprises in China is concerned, they often use statistical techniques to analyze the supplier’s production process and make choices. metal shop near me

5 Conclusion
Through the above analysis, it is found that compared with Japanese companies, there are great differences in the quality consciousness, organizational structure, improvement process and application of statistical techniques in Chinese enterprises. It is the existence of these differences that have caused Chinese companies to be restricted in cost control, quality improvement, competitiveness, and customer loyalty. Therefore, we must vigorously cultivate the sense of urgency and enterprising spirit in the enterprise, establish a modern enterprise system, and work hard to improve the work. Only in this way can our company be invincible in the competition. metal shop near me

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