The 13 Core Values and 24 Military Rules of Quality Management

Thirteen Core Values

1 Quality First

Quality is the life of an enterprise and the foundation of everything. For an enterprise to survive and profit, it must adhere to the principle of quality first, providing customers with satisfactory quality products and services from start to finish, thereby securing an invincible position in fierce competition.

2 Zero Defects

Zero defects is guided by the philosophy of abandoning the inevitability of defects and establishing a concept of no defects. It requires all personnel to "do the work correctly from the start and get it right the first time," aiming to completely eliminate work defects through quality management activities.

3 Source Management

Quality management should focus on prevention, eliminating potential defects at the source. This not only ensures quality but also reduces unnecessary problems, decreases the number of changes, and improves the overall work quality and efficiency of the enterprise.

4 Customer First

Modern enterprises are in the hands of customers. For our enterprise, putting customer needs first and wholeheartedly serving customers is essential. The enterprise should establish the service concept of "customer first," prioritize serving customers, think from the customer's perspective, and respond promptly to their urgent needs.

5 Meeting Needs

Quality is the unity of objective inherent characteristics and subjective satisfaction of needs. Quality is not just the enterprise's own claim but whether it can meet customer demands. Only by satisfying customer needs will customers be willing to pay, enabling the enterprise to achieve profitability.

6 Top Leader Quality

The words and actions of the top leader of an enterprise receive special attention from all employees from start to finish. His understanding, views, and attitude towards quality largely determine the quality of employees' work. The top leader should ensure that the enterprise's quality goals align with its business direction and comprehensively promote quality work.

7 Full Participation

Modern enterprise quality management requires full participation. It is not just the responsibility of one person, a few quality managers, or the quality management department alone. It requires close cooperation among all departments and the joint participation of all employees.

8 Continuous Improvement

Continuous improvement of overall performance is an eternal topic for enterprises. Continuous improvement is a principle and foundation of quality management and part of quality management. Quality managers should actively seek opportunities to improve the effectiveness and efficiency of enterprise processes and continuously improve work quality.

9 Fact-Based Decision Making

Quality management requires respecting objective facts and speaking with data. Real data can qualitatively reflect objective facts and quantitatively describe them, providing a clear and explicit intuitive concept to better analyze and solve problems.

10 The Next Process is the Customer

As employees of an enterprise, one should not only consider personal convenience when working but clearly understand the requirements of the previous process, fully recognize the needs of the next process, promptly receive feedback from the process, treat the next process as a customer, and constantly think about how to satisfy the next process customer.

11 Awareness of Rules

Awareness of rules means an inner consciousness that regards rules as the guideline for one's actions. Everyone in the enterprise must establish rule awareness, respect rules, and if rules are unreasonable or incorrect, we can or should strive to change them. From the heart, establish rule awareness, learn, follow, supervise, and enforce rules.

12 Standardization to Prevent Recurrence

When a problem occurs, it must be solved, and it must be ensured that the same problem does not happen again for the same reason. After solving the problem, standardize the solution, update operating procedures, and implement the SDCA cycle.

13 Respect for Humanity

Many times, quality work requires communication with people. For sustainable development and quality improvement, enterprise operators must fully respect the staff engaged in the work, allowing employees to feel the meaning and value of their work. Happy employees can provide better quality work that satisfies customers.

24 "Military Rules"

1 Document Preparation

When preparing documents, focus on "who will use it" rather than "who will read it."

2 Emphasize Character

Work should emphasize character; Chinese-style management should pay attention to the character of Chinese people.

3 Layered Auditing

Enterprises with more than 100 people should implement QSB management and establish a layered auditing system.

4 Early Planning

Many tasks fail because of poor early planning; the "P" in the PDCA cycle is very important.

5 Employee Value

One of the leader's responsibilities is to prevent your competitors from discovering the value of your employees.

6 Problem Analysis

If your grasp of the problem is not precise enough, it is because your analysis of the problem is not thorough enough.

7 Team Characteristics

A first-class team values character first, morality second, and ability third; a second-class team values ability first, morality second, and character third.

8 Lean Production

Lean production means using the least resources to achieve the optimal combination for production that is good, fast, and economical.

9 Standardized Operations

To make company processes more standardized, the best way is to optimize forms and establish templates, solidifying standardization.

10 New Leader Taking Office

Managers should not rush to make changes or reforms upon taking office. The most important thing for company development is steady inheritance and continuity.

11 Problem Solving

To solve problems, a team must be formed (usually an 8D team). The "three" in "learning from one case to solve three" is very important.

12 Office Location

The team office should be located on the workshop floor. The leader/manager's office should be set where the enterprise's weakest link is.

13 Work Instructions

Work instructions should involve frontline employees to be close to actual operations and reflect the principle of full participation. The worst practice is copying in the office.

14 People-Oriented

Enterprise management is management of people, focusing on continuous improvement around 4M1E, where the greatest potential for improvement lies in "people," who are also the core element.

15 Establish Trust

As an employee, you must be confident that there are no incompetent colleagues around you, only talents placed in the wrong positions. If you do think there are, it is just that their positions are not quite right.

16 Work Methods

The quality system focuses on effectiveness in meeting customer requirements and continuous improvement, while work methods should focus on their guidance and operability, that is, their implementability.

17 Continuous Improvement

The essence of the system is to achieve continuous improvement. The key method is to constantly find breakthrough points for improvement (such as special improvements through project initiation), treating every bottleneck problem as a project.

18 Procedure Documents

Most companies place great importance on procedure documents. Many system personnel spend much effort on editing documents, but procedure documents are just textual descriptions of processes. Very few people actually need to use the documents, and editing documents is far less effective than improving forms.

19 Value Employees

Frugality is a virtue, but if applied to employees' vital interests, it causes the greatest waste. The result is that your experienced colleagues will leave one after another, and most newly hired employees will also choose to leave after mastering their skills.

20 Execution is Competitiveness

For most Chinese manufacturing enterprises, execution is the core competitiveness. Many poorly managed companies do not lack innovative thinking or excellent talent, but lack execution. Therefore, as a company manager, you should constantly emphasize execution, execution, and more execution.

21 Cultural Fast Food

This is an era that values fast food culture. Few people are willing to accept lengthy education in enterprises, especially frontline employees who make up the majority. However, this is also an era that values efficiency. Therefore, we should strive to transform fast food culture into cultural fast food.

22 Personnel Training

80% of complaints occur in process manufacturing, and 60% of those are due to improper operation by employees (especially new employees). Therefore, in the four stages of personnel training (explanation - demonstration - trial operation - follow-up verification), training should not only be a formality in the early stage but should also emphasize targeted training and subsequent follow-up verification.

23 Implementing QSB

To implement QSB well, it can be rigidly applied as a tool during initial introduction. When officially operating, QSB should not be treated as QSB but as part of your own system. It must be digested and absorbed, transformed into your own thing. Ideally, all documents and record forms should no longer contain the letters QSB.

24 Every Employee is a Small System

What is a system? This is a very abstract concept. I have always taught my colleagues that adding your job responsibilities and work content together is the system. If you do your job well and properly, you meet the system's requirements. Every employee forms a small system, and all employees together make up the company's system.