United Intelligence Certification Company’s service clients selected as an excellent case in the "Small and Micro Improvement Action" by the Liaoning Provincial Market Supervision Bureau

United Zhiyie Certification Company serves 4 clients in Liaoning region

Selected by Liaoning Provincial Market Supervision Administration

"Micro and Small Enterprise Improvement Action" Excellent Case

　　To help enterprises establish, operate, and continuously improve quality management systems and enhance quality management levels, United Zhiyie Certification Company actively carries out the micro and small enterprise quality management system certification improvement action in Liaoning Province. With professional technical services, it supports the high-quality development of micro and small enterprises in Liaoning Province, continuously promotes the application of ISO 9001 standards among serviced enterprises, enhances the market competitiveness of micro and small enterprises, and promotes enterprise quality and efficiency improvement.

　　According to the official WeChat account of Liaoning Market Supervision, in the past two years of the national market supervision administration's micro and small enterprise improvement action assessment, Liaoning Province achieved excellent results, ranking 3rd and 6th nationwide in total scores. Among them, 4 enterprises served by United Zhiyie Certification Company were selected as excellent cases by the Liaoning Provincial Market Supervision Administration.

　　

 

　　 Four clients served by United Zhiyie Certification Company in Liaoning region were selected as "Micro and Small Enterprise Improvement Action" excellent cases

　　1. Panjin Lao Hu Jia Food Co., Ltd.

　　2. Fuxin Xinke Machinery Manufacturing Co., Ltd.

　　3. Hengxin Jewelry Appraisal and Evaluation (Dalian) Co., Ltd.

　　4. Dalian Fuge Garment Co., Ltd.

Excellent Case 1

Panjin Lao Hu Jia Food Co., Ltd. — Putting inheritance on "paper" to make craftsmanship standardized

　　Company Profile

　　Panjin Lao Hu Jia Food Co., Ltd. was established in 2010, and the "Lao Hu Jia" trademark was registered in the same year. It mainly engages in the processing of smoked and roasted meat products and marinated meat products within the scope of its license. "Lao Hu Jia Roast Chicken" originated in the late Qing Dynasty, with a history of more than 100 years. It is a traditional famous snack in the Panjin area, with meticulous processing and seasoning, using a unique intangible cultural heritage production technique. It has successively received provincial intangible cultural heritage recognition from the Liaoning Provincial People's Government and the Liaoning Provincial Department of Culture and Tourism, as well as the Panjin City Famous Trademark awarded by the Panjin Municipal People's Government.

　　Quality management issues urgently needing resolution by the enterprise

　　"Lao Hu Jia Roast Chicken" undergoes sixteen processes from material selection to smoking, with the main process steps as follows (Δ indicates key processes):

　　Smoked and roasted type: raw materials — cleaning — seasoning — cooking Δ — smoking Δ — cooling — packaging

　　Marinated type: raw materials — cleaning — seasoning — cooking Δ — cooling — packaging

　　Cooking and smoking are key processes in product realization, determining the product's taste and appearance. Quality control in these processes directly affects the product's pass rate.

　　"Lao Hu Jia Roast Chicken" maintains traditional production techniques, passed down within the family. The craftsmanship is only taught internally within the Hu family and is not disclosed externally. Product quality control relies on the producer's experience, with production control mainly based on subjective judgment by the producer. The "person-based" production control model leads to differences in individual mastery of the craft, resulting in unstable product quality, product damage, and uneven coloring, causing food waste.

　　Main approaches of the improvement activity

　　1. Formulating operation documents and process records

　　Cooking and smoking are key processes in product realization. To protect family heritage confidentiality, the enterprise relies on production staff's experience to control raw material quality, temperature, heat, duration, and other factors, without formalizing these controls into documents. The intangible cultural heritage skills are passed from master to apprentice through experience accumulation. Process control mainly depends on employees' experience, observing the state and color of cooked food in real time to judge qualification. Excessive cooking or smoking time causes product damage and uneven coloring. Therefore, factors like temperature and time during cooking and smoking directly affect the product grade and added value.

　　To solve this problem, professionals guided the enterprise to summarize and compile the experience and operational skills of experienced production and quality inspection personnel into product operation manuals and monitoring records, standardizing and regulating the production process. This provided effective control measures to improve the product's first-pass inspection pass rate and reduce costs. For key processes, the enterprise was guided to recompile operation manuals and corresponding process monitoring records to effectively manage the production process. Documents such as "Key Control Points Management Regulations for Production Process," "Production Operation Manual," "Raw and Auxiliary Materials Incoming Inspection Management System," "Procurement Control Procedures," "Product Input Records," "Cooking Process Monitoring Records," and "Smoking Process Monitoring Records" were successively compiled, standardizing production basis and methods, improving product acceptance pass rates, and reducing quality control costs.

　　2. Clarifying operation processes and strictly following execution

　　Guided the enterprise's technical staff to prepare operation guidance documents and monitoring record templates for the production process. Workers were trained to master production technology and operation procedures proficiently, ensuring employees have a comprehensive understanding of key knowledge and operational requirements for relevant positions, helping the enterprise continuously accumulate various knowledge and experience to meet development needs.

　　To meet the confidentiality needs of family intangible cultural heritage transmission and protect intellectual property seriously, the enterprise was guided to extract important influencing factors in key intangible cultural heritage processes, analyze the impact of production elements such as seasoning, temperature, heat, and time on "Lao Hu Jia Roast Chicken," and assess the necessity and risks of confidentiality. Together with the enterprise, it was determined that the seasoning formula is a crucial intangible heritage element, requiring strict confidentiality and no external disclosure. The seasoning preparation during production is personally performed by the intangible cultural heritage inheritor.

　　3. Confirming personnel capabilities to meet production needs

　　According to the requirements of clause 7.2 of GB/T19001-2016 standard, the enterprise confirmed the job capabilities of relevant personnel and strengthened training on related standard knowledge, quality management system documents, and job skills, further improving personnel work abilities to meet production requirements.

　　Quality improvement effects

　　The enterprise established and implemented technical documents for production process technology, strengthened production process monitoring records, especially monitoring of key processes, effectively improving the product's first delivery acceptance pass rate. It reduced product damage and inconsistent coloring caused by inadequate process control.

　　Insights

　　From the implementation of the "Small and Micro Enterprise Quality Management System Certification Improvement Action" activity, the development of small and micro enterprises requires learning to identify problems, analyze problems, and solve prominent issues in the operation of the quality management system. Enterprise technical personnel should formulate standardized production process management measures, record and present important processes and control requirements in written form, and carry out relevant skills training. Continuously improve key process control capabilities in daily production management, enhance and strengthen process control, scientifically formulate measures, ensure leadership attention and full participation, effectively establish quality awareness, and continuously improve the ability of small and micro enterprises to solve quality problems.

Excellent Case 2

Fuxin Xinke Machinery Manufacturing Co., Ltd. — Strengthening Key Route Control to Improve Contract On-Time Delivery Rate

　　Company Profile

　　Fuxin Xinke Machinery Manufacturing Co., Ltd. was established in 2005. It is a mechanical equipment manufacturing enterprise specializing in the development of "plastic raw material mixing equipment," located in Fuxin City, Liaoning Province, an old industrial base in Northeast China. The factory covers an area of more than 8,000 square meters and has 100 employees.

　　Quality management issues urgently needing resolution by the enterprise

　　Currently, the market competition for the company's products is fierce, and the contract delivery periods are relatively short. Many factors affect the delivery time. Failure to deliver on time will lead to customer returns, fines, order suspensions, dissatisfaction, and loss of market and competitive ability. Therefore, improving the "on-time delivery rate" is the most urgent problem the company needs to solve. According to calculations, the company's on-time delivery rate before improvement was 85%.

　　Main approaches of the improvement activity

　　1. Use network technology to identify key processes

　　To address the low on-time delivery rate, the product realization process and key processes were further sorted out. After comprehensive analysis, it was found that the key processes of procurement, welding, final assembly, and contract signing took more time, totaling 47 days, with the critical path being 58 days, accounting for 81%. The company used brainstorming to analyze the main reasons for the impact of procurement, welding, final assembly, and contract signing on product delivery time, including:

　　(1) Procurement of raw materials is unqualified, and purchased products are not delivered on time;

　　(2) Unreasonable process scheduling, sometimes resulting in waiting for materials;

　　(3) Contract requirements are not clear enough and contract issuance time is long;

　　(4) Welding requirements are incomplete, and failure to weld according to requirements causes welding defects;

　　(5) Nonconforming parts occur during assembly.

　　2. Determine and implement control measures based on the critical path

　　(1) Re-evaluate suppliers, identify 20 qualified suppliers, cancel 2 suppliers, conduct performance evaluations, and require rectification within a time limit if problems are found;

　　(2) Prioritize procurement of products on the critical path, especially those requiring longer procurement times, and track them;

　　(3) Arrange production plans reasonably, considering critical path time, schedule production according to the critical path, and consider abnormal factors and handling plans to reduce waiting time for materials;

　　(4) Each contract must be communicated to the production, technical, and procurement departments. Problems found should be promptly communicated with customers for confirmation. The contract should be converted into factory execution documents within 2 days in principle. According to the company's actual situation, identify customer requirements, including delivery and post-delivery activities;

　　(5) Improve welding process documents, specify different welding methods, groove requirements, current and voltage requirements, formulate welding process confirmation criteria including process requirements, equipment requirements, mechanical performance requirements, and conduct welding process evaluations for different materials and welds to ensure process adaptability. Comparison shows that using processing method 1 (welding first, then machining) is more reasonable and can effectively shorten the construction period;

　　(6) Determine inspection procedures for purchased products based on the frequency of product issues, set inspection frequency, methods, and content, inspect purchased and in-process products as required, especially focusing on critical path product inspections to prevent nonconforming products during production;

　　(7) Strengthen control of the critical path and reasonable scheduling according to process documents and production plans:

　　First, monitor welding process parameters for each batch, including welding current, speed, voltage, groove, welding rod, etc., to reduce the chance of nonconforming products; second, strengthen self-inspection of processes to prevent nonconforming products from moving to the next process; third, strengthen control of mechanical and electrical assembly processes, promptly communicate and handle problems; fourth, strengthen process discipline inspections and correct problems promptly.

　　Quality improvement effects

　　1. Improve on-time delivery rate to promote enterprise economic benefits

　　Through data statistical analysis, the company has made significant improvements in the following aspects:

　　(1) The on-time delivery rate increased by 94.5% - 85% = 9.5%.

　　(2) Annual on-time production can increase by 118 (2022 production) x 9.5% = 11.21 units.

　　(3) Assuming a price of 1 million yuan per unit, annual on-time delivery can increase by 11.21 x 1 million yuan = 11.21 million yuan, reducing late penalty fees by 11.21 million x 2% = 224,200 yuan.

　　2. Deliver contracts on time to improve customer satisfaction

　　A survey of 10 customers showed that delivery satisfaction increased from 81% to 95%, and overall customer satisfaction increased from 85% to 97%, significantly improving customer satisfaction.

　　Insights

　　The application of quality management and statistical technical methods has greatly improved the company's comprehensive quality management level, especially the on-time delivery rate, enhancing market competitiveness. In future work, it is necessary to strengthen quality management of critical path products to further improve delivery times.

Excellent Case 3

Hengxin Jewelry Appraisal and Evaluation (Dalian) Co., Ltd. — Standardize Service Processes to Ensure Customer Satisfaction

　　Company Profile

　　Hengxin Jewelry Appraisal and Evaluation (Dalian) Co., Ltd. was established in 2003. It is a professional institution engaged in testing, appraisal, and evaluation of jewelry, precious metals, textiles, etc. It has 7 professional technical personnel and has obtained the "Laboratory Accreditation Certificate" issued by the China National Accreditation Service for Conformity Assessment and the "Inspection and Testing Institution Qualification Certificate" issued by the former Liaoning Provincial Quality and Technical Supervision Bureau.

　　Quality management issues urgently needing resolution by the enterprise

　　Currently, the company has strong technical capabilities in testing, equipped with technicians holding jewelry testing certificates and high-precision measuring equipment. However, as a service-oriented enterprise, customers are often dissatisfied with window services. Improving service soft power and customer satisfaction is an urgent quality management issue for the company.

　　Main approaches of the improvement activity

　　After research, diagnosis, and communication, the company's quality improvement goal was determined as "establishing testing service standards and improving customer satisfaction." The specific approach is as follows:

　　1. Conduct customer satisfaction surveys to identify specific customer dissatisfaction issues

　　Using customer satisfaction survey questionnaires, the satisfaction of customers was investigated from aspects such as service quality, customer communication, and timeliness to identify areas with lower customer satisfaction. A random satisfaction survey was conducted with 10 window customers, revealing that customer opinions mainly focused on soft services, with the highest deductions related to "whether communication was in Mandarin" and "report explanation."

　　2. Sort out existing processes and system documents to identify the main root causes

　　A comprehensive review of the company's current procedure documents and operation files was conducted to find system requirements related to service control. It was found that the company's current system documents are all technical specifications, technical operation procedures, and testing operation guides, with no service specification requirements. Due to differences in communication skills and understanding of service among service personnel during face-to-face customer interactions, customers were dissatisfied with the service experience.

　　3. Identify all service touchpoints in the testing and evaluation process

　　Guided the company to review the service process of testing and evaluation, identifying the steps requiring face-to-face contact with customers, thereby enabling the establishment of requirements for these service steps.

　　Service process: business communication - assist in filling out the entrustment agreement - accept customer samples - professional testing - issue certificates - return samples to customers - report explanation

　　Identified face-to-face customer contact points:

　　

 

　　4. Develop service specifications for service touchpoints

　　Based on the service steps, clear face-to-face service specifications were organized, including relevant requirements for five service touchpoints labeled A-E:

　　

 

　　5. Trial operation and revision of service specifications

　　After the "service specifications" were determined, all company service personnel were trained, and relevant responsible persons inspected the daily implementation of the service specifications, continuously listening to customer feedback.

　　6. Design a customer satisfaction survey plan

　　To verify the effectiveness of the "service specifications" implementation, a customer satisfaction survey plan with strong targeting was developed based on the characteristics of jewelry testing and evaluation services to genuinely capture customer feelings.

　　7. Customer satisfaction analysis

　　According to the designed sampling method, questionnaires were distributed and collected from customers at the service window. The scores of the customer satisfaction survey were statistically analyzed to calculate customer satisfaction, and the opinions and suggestions provided by customers were analyzed to improve service quality.

　　Quality improvement effects

　　1. Improvement of customer satisfaction

　　Through the formulation, training, and implementation of "service specifications," the company improved service quality. Analysis of customer satisfaction survey data before and after implementation shows that after implementing the "service specifications," customers generally had a better service experience than before, with customer satisfaction increasing from 90.77% to 96.07%. Previously prominent issues such as communication problems with window staff, overly technical report explanations that were hard to understand, and long waiting times were significantly improved.

　　2. Gain customer recognition and improve economic benefits

　　The company leader stated that after implementing the service specifications, the quality of soft services significantly improved. Some long-term cooperative customers praised the recent service quality. From the customer composition, some new customers were introduced by old customers, and the contract signing rate increased by about 5% compared to the same period last year, significantly enhancing company benefits.

　　Insights

　　As a company engaged in jewelry, precious metals testing, identification, and evaluation, hard strengths such as qualifications, equipment, and personnel capabilities are undoubtedly important. As a provider of professional technical services, besides demonstrating "professional" capabilities to customers, it is also necessary to provide a good experience during face-to-face services such as consultation, professional explanation, and service efficiency, so that customers are satisfied with the overall service quality. This enables the company to stand out among peers with similar service nature, gain a good industry reputation, and achieve a win-win result.

Excellent Case 4

Dalian Fuge Garment Co., Ltd. — Breaking Traditional Bottlenecks to Reduce Garment Rework Rate

　　Company Profile

　　Dalian Fuge Garment Co., Ltd. is a production and trade enterprise integrating design, production, trade, and sales, with both domestic and foreign sales. The company's main products are divided into two categories: formal wear and casual wear. Formal wear includes Fuge's own brand and OEM products for domestic and foreign brands, as well as customized professional attire for government, enterprises, banks, and other institutions; casual wear includes men's and women's fashion, casual wear, T-shirts, shirts, trench coats, coats, down jackets, and cotton-padded clothes.

　　Quality management issues urgently needing resolution by the enterprise

　　Clothing production process: material storage - material inspection - layout - cutting - bonding - sewing - inspection - hand sewing - shaping - ironing - inspection - needle detection - packaging - shipping. Due to the characteristics of the traditional clothing industry, the company has long been troubled by the "high garment rework rate" problem. This traditional management bottleneck increases the company's quality and labor costs and affects delivery times.

　　Main approaches of the improvement activity

　　1. Use quality management tools to comprehensively analyze influencing factors

　　The company analyzed influencing factors related to people, machines, materials, methods, environment, and measurement, preliminarily identifying possible problems as follows:

　　

 

　　Analyzing possible problems around people, machines, materials, methods, environment, and measurement, a comprehensive review of each influencing factor was conducted, and a cause-and-effect diagram was drawn. After detailed analysis, the main reasons for the high garment rework rate were identified as:

　　(1) Unclear employee capability requirements;

　　(2) Operator skills not meeting requirements;

　　(3) Process documents lack specificity;

　　(4) Untimely inspections and missed inspections.

　　2. Actively take effective measures based on the main causes identified

　　(1) Specify employee job capabilities

　　For sewing, cutting board, ironing, shaping, hand sewing, packaging, material inspection, and other operational positions, as well as purchasing, business, process, warehouse management, machine repair, and other management and auxiliary positions, "job capability requirements" were detailed based on actual work needs and clothing industry characteristics, specifying experience, education, training, and skills.

　　(2) Evaluate employee job capabilities

　　Based on "job capability requirements," employee capability evaluations were deepened from experience, education, training, and skills aspects, with skills assessed at three levels: basic, proficient, and specialized. Through self-assessment, team evaluation, and department evaluation, outstanding talents were selected to provide a foundation for employee promotion.

　　(3) Provide training for operational staff

　　By implementing capability evaluations for employees, significant differences in abilities among operators at various positions were found. The company conducted training on material inspection, sewing machine operation, product packaging, high rework rate cases, and work instructions. New employees received pre-job training and were assigned to positions after passing the training assessment; those who failed the position capability evaluation underwent skill training and were quickly brought up to standard through mentorship to reduce skill gaps and improve technical levels.

　　(4) Improve work documents

　　For each garment (including different fabrics), detailed work instructions were developed considering the actual abilities of operators. These instructions include patterns, dimensions, and operational requirements to facilitate employee understanding and operation. Key steps are emphasized and marked, such as clear cutting regulations: fabric rolls must be unrolled and naturally shrunk for 16 hours, single-layer interlining requires paper padding, etc. The names, specifications, usage, quantity, and positioning of raw and auxiliary materials are clearly specified.

　　Detailed equipment operation procedures were established for devices such as material inspection machines, ironing equipment, flat sewing machines, edge stitching machines, shaping machines, and needle detectors. For example, when operating the button machine, it is necessary to first run the machine empty 3-4 times and check whether the protective devices are functioning properly to avoid fabric damage. The ironing equipment heating temperature is selected based on the fiber properties of the fabric.

　　(5) Improve and implement product inspection procedures to enhance the timeliness of first-piece inspection

　　The "Product Inspection Procedures" were supplemented and improved to clarify requirements for material inspection, process inspection, and finished product inspection. Timeliness requirements for first-piece inspection were established. Issues found during material inspection, first-piece inspection, patrol inspection, and finished product inspection are recorded as inspection nonconformities, analyzed promptly for root causes, corrective actions are taken, and re-inspection is conducted on reworked products.

　　(6) Develop assessment methods and implement assessments

　　Employee performance assessment methods were developed, including work attitude, workload, and work quality, with comprehensive analysis of rework rate in relation to workload and work quality. Employee performance was linked to salary to promote work enthusiasm.

　　Quality improvement effects

　　Through defining employee capability requirements and conducting professional training, employee job skills were improved. By perfecting and implementing inspection procedures and employee assessment methods, the company basically solved the long-standing bottleneck problem of "high garment rework rate." From April to June 2023, the garment rework rate decreased from 51.3% before the improvement actions to 28.3%.

　　The company produced 17,134 garments in the second quarter of 2023. Based on this data, the estimated annual garment production is approximately 17,134 x 4 = 68,536 pieces, with an expected annual reduction in rework quantity of 15,832 pieces.

　　Calculating 0.5 hours per reworked piece, the company can save 15,832 x 0.5 = 7,916 hours of labor annually.

　　Insights

　　Scientific quality management is key to improving product quality. The foundation and starting point for improving product quality should be based on the characteristics of the six factors: people, machines, materials, methods, environment, and measurement. Reasonable application of the theories and methods required by the GB/T19001 quality management system, combined with actual business needs, effective use and control, can continuously ensure and improve product quality, guarantee on-time delivery, and enhance market competitiveness.

 

　　United Intelligence Certification Company, as a professional certification institution with over 20 years of experience in the certification field, has a large reserve of professionals and typical cases in management system certification, product certification, service certification, social responsibility evaluation, and credit evaluation. It actively participates in various quality improvement actions nationwide, widely promotes the concept of "Certification Delivers Trust," empowers enterprise development, and promotes high-quality and sustainable development of enterprises.