In order to effectively strengthen the quality awareness of all employees during the power supply production, deeply root the concept of "quality starts from self-inspection, and wins respect with quality", and promote the quality of switching power supply products to a new level, our company officially launched the first "Quality Month" activity with a clear theme and rich forms on March 1 this year. This activity covered all colleagues in the company and lasted for one month. Through a series of carefully designed activities, it effectively stimulated the endogenous motivation of all employees to participate in quality construction and achieved the expected results. The development of the activities is summarized as follows:
1. Solid content and diverse forms of activities promote in-depth participation of all employees
This activity has carefully planned multi-level and multi-dimensional forms of participation to ensure that the quality concept permeates all positions and work links:
Morning meeting sharing to build consensus: Each department uses the daily morning meeting time to organize front-line employees, team leaders, and technical backbones to share quality cases, improvement experiences, and risk warnings that they have personally experienced at work. These "things around us" derived from practice have aroused strong resonance, making the abstract "quality" requirements concrete and tangible and deeply rooted in the hearts of the people.
Knowledge foundation and theory: Organize written examinations covering all employees, and the content is closely combined with the key processes, core process standards (such as safety requirements, energy efficiency standards) and common failure mode analysis of switching power supply design, production, and inspection. Through systematic theoretical learning and assessment, the essential quality knowledge foundation of employees has been consolidated.
Practical training and skills improvement: Targeted practical assessments are set up in key processes such as production, testing, and material management. Employees need to strictly follow standard operating procedures in simulated or real production scenarios to complete operations, and accept on-site evaluations of their operational norms, problem identification and handling capabilities. This move effectively tested and improved the practical skills of key personnel.
Speech contest shows style: A speech contest with the theme of "Quality in My Heart" was held. Contestants from different departments combined their job practices to tell their understanding of quality, stories of sticking to quality, and suggestions for improvement. The passionate speeches of the contestants vividly interpreted the rich connotation of quality culture and created a strong atmosphere of "learning from each other and catching up".
Comprehensive evaluation sets a benchmark: Based on the scores of various departments in multiple dimensions such as the effectiveness of morning meeting organization, average test scores, practical operation pass rate, and speech contest performance, a scientific and rigorous overall score calculation and ranking of departments is carried out. The evaluation process is open and transparent, and the results are objective and fair.
2. The activity has achieved remarkable results, and the foundation of quality has been effectively consolidated. The results of this Quality Month activity far exceeded expectations, mainly reflected in:
• The awareness of all employees has been significantly improved: Through high-frequency and immersive participation in activities (the overall participation rate of the activity reached more than 98%), the attention of all employees to quality has been unprecedentedly improved, and the concepts of "doing things right the first time" and "prevention is better than correction" have been widely recognized.
• Knowledge and skills are optimized: The average score of the written test has increased by 15% compared with the pre-activity survey, and the one-time pass rate of the practical assessment of key processes has increased significantly, and the theoretical literacy and standardized operation ability of employees have been effectively enhanced.
• The coordination mechanism has shown initial results: Department evaluation has broken down the inherent barriers and promoted cross-departmental communication and collaboration around quality goals. The interaction between production and quality control, R&D and process departments in the activities has increased significantly, and the willingness to jointly solve quality problems has increased.
• The power of benchmarking has been effectively exerted: The grand award ceremony commended the "Excellent Quality Department", "Quality Knowledge Model", "Skilled Operation Expert" and "Excellent Speaker" who performed well in the event. The setting of role models has greatly stimulated the sense of honor and enthusiasm for pursuing excellence among all employees.
3. Consolidate and deepen the achievements and promote the continuous improvement of quality culture. Quality improvement is not achieved overnight. Although the first Quality Month event has ended, the "quality fire" it ignited needs to be continuously fueled and increased:
• Promote the institutionalization of experience: Systematically sort out the excellent practices that emerged in the activities (such as efficient morning meeting sharing mode, practical job self-inspection and mutual inspection methods), solidify them into standard operating procedures or work guidelines, and incorporate them into the daily management system.
• Establish a long-term incentive mechanism: Explore the integration of quality performance (such as first-time pass rate, customer complaint rate, and continuous improvement proposals) into departmental and individual performance appraisals, and establish a regular "Quality Star" quarterly selection. • Deepen cross-departmental collaboration: Regularly organize cross-departmental quality analysis meetings, focus on typical problems in design, production, incoming materials, shipments, etc., use quality tools to conduct root cause analysis, and promote systematic improvement.
• Enrich quality communication carriers: Use channels such as the company's intranet, bulletin boards, and online learning platforms to continuously share quality knowledge, improvement cases, and customer voices, so that the quality culture can nourish all employees like spring rain.
Conclusion :This Quality Month event is a collective promotion of quality concepts, a systematic review of knowledge and skills, and a successful practice that builds consensus and stimulates vitality. It has injected strong momentum into the company's continued improvement of the core competitiveness of switching power supply products. We will take this as a new starting point, integrate the essence of the event into the blood of daily work, and make the pursuit of excellent quality truly become a conscious action of every employee internalized and externalized, and jointly create the golden signboard of the company's switching power supply products in the market!
The handover of quality pioneer
Sharing the quality case in the morning meeting
The competition of the speech about improving the quality awareness of the power supply production
Managers check the production staff's operations
Congratulations to the Sales Department to win the competition
