The evolution of Huawei's "zero defect" quality management system

CCATS
From process management，to standard quantification，Then there is the quality culture and zero-defect management，and then to the closed loop oriented to customer experience，Huawei's quality management system is gradually improved in line with the development of customers，In the process, Japan was particularly drawn、German quality culture，Actually combined with Huawei，Establish a rules-respecting process、Do things right the first time、A quality culture of continuous improvement。
In the impression of Mars, Director of Mobile Phone Quality and Operations of Huawei Consumer BG，Huawei truly puts quality as its core strategy，It should start with a quality conference in 2000。
1、starting point：呆死料大会
华为在发展初级阶段，It clarifies the only value of "customer-centric".。But how quality can help achieve this value，It has not been taken seriously enough by the company。Since 2000，Huawei is on the fast track to development，It has its own complete product system，Start the process of globalization，It seems to be driven by the wheels of the communications industry，Dash forward。
However, with this high rate of growth，Quality issues are also becoming more prominent，Customer complaints are getting louder；Huawei's customer-centric employees，I really don't spare time and cost，Fly to the customer one trip at a time，Replace the broken product，Through after-sales service to make up for the problems caused by quality。
But it's like an endless loop，Customer-centricity is Huawei's core value，The quality of the product is not good，The more orders a customer has，The more you complain。Then，Mars has just been with Huawei for two years，It's kind of a "recruit"。Rapid growth of the company，It gives new employees like him great opportunities for self-growth。"The company is in the process of rapid development，We're all busy grabbing the market，Get as many orders as you can。That's when it happened，Ren Zhengfei personally presided over a quality reflection meeting。”

从客户那里换回来的坏设备的单板，and round-trip airfares，It was framed in a photo frame by Ren Zhengfei, president of Huawei，Be the "prize" of that quality conference。And this "prize" has become the most important decoration on everyone's desk for a long time，It stimulates every person involved at all times。

The conference became a starting point for Huawei's core strategy of quality。But the construction of the quality system，It's a longer one、Tortuous process。Mars has worked at Huawei for nearly 20 years，Worked in different departments，It has also experienced the whole process of building Huawei's quality system。
2、跟着客户成长起来的质量体系
  • 第一阶段，基于流程来抓质量
2000年的华为，Target IBM，I wanted to learn management from IBM, the world's largest IT company at the time。back then，IBM helped Huawei build an integrated product development IPD process and an integrated supply chain ISC system。then，Indian software began to rise rapidly，Ren Zhengfei believes that software quality control must learn from India。So Huawei established the India Research Institute，Introduced the CMM Software Capability Maturity Model to Huawei。IPD+CMM is the first stage of Huawei's quality management system。IPD and CMM are the world's most common language systems，This period was also a period of significant growth in Huawei's international business，The global language enables customers to understand Huawei's quality system，and can accept Huawei's products and services。

 

In the first phase, Huawei achieved a process-based approach to quality。in the production process，Due to the difference in people, the product will be very different，And this system ensures product consistency through strict business processes。

 

  • The second stage，基于标准抓质量
随着华为的业务在欧洲大面积开展，New problems have arisen：There are many countries in Europe，There are many operators，There are many standards, too。When Huawei is serving different carriers，You need to carefully understand the standards of each company，Then the standard information is reversed back to the domestic design、exploitation、Manufacturing links。Customers in Europe determine whether the quality of the supplier is good，There is a detailed set of quantitative indicators，For example, what is the speed of access，What is the stable operation time，Wait a minute。A few years ago，There are times when new phones are released in the industry，There are different release times in different countries，The reason for this is that the needs of users in each country are different、Government regulatory requirements differ、Industry quality standards are also different，Mobile phone manufacturers must adapt to different countries before releasing them。After years of groping，Huawei is now able to release new phones globally，And this is entirely based on the exploration of standards over the years。

 

This is the second stage of Huawei's quality system construction，In the process of honing it，Huawei is gradually realizing the role of standards in quality management。

 

With the growth of the European business，It is Huawei's own set of "integrated quality standards"。At this stage，On a process basis，The quality requirements of the standard are strengthened，Through quantitative indicators, the products are recognized by customers。

 

  • The third stage，基于文化抓质量
Next，Huawei's focus is on Japan、South Korea and other markets，The demanding requirements of customers from these markets have given Huawei a deeper understanding of quality。When expanding the European and American markets，As long as the product has a certain compliance rate, it can meet customer requirements，is defined as a good product。However, the product compliance rate will not work in Japan，In the opinion of Japanese customers，Even if it's one percent、One in a thousand defects，As long as there are defects, there is room for improvement。Craftsmanship，Zero defects，Extreme，These words torment Huawei employees all the time。Outside of processes and standards，There are higher requirements for quality，This requires a large quality system，It is more necessary to build a corporate quality culture。Only by turning quality into a culture，Penetrate into every capillary of the company，All employees have a common understanding of quality，It is possible to advance to "zero defect".。

2007April，More than 70 middle and senior managers of Huawei held a high-level quality seminar，Take Crosby's "Four Basic Principles of Quality" (definition of quality、Quality system、Standards of work、Quality Measurement) establishes Huawei's quality principles，This is the "Third Plenary Session of the 11th Central Committee" in Huawei's quality history。After the meeting，Crosby's book, Quality Is Free, was a big hit on Huawei，The supervisor sends his subordinates，Meetings as gifts，This bestseller is actually hot again at Huawei。This is the third stage of Huawei's quality system，From that time，Crosby's zero-defect theory was introduced，Do quality management for all employees，Build a culture of quality，Everybody at work，Be flawless。Customer needs are changing，No quality system is set in stone。

 

  • The fourth stage，基于客户体验的闭环质量管理体系
完成了流程、standard、The construction of the latitude of culture，Huawei has encountered a new problem：How to make customers happier。At this time，Kano's concept of quality has become a new direction for Huawei's learning。Dr. Noriaki Kano of Japan defines three levels of user needs：Basic requirements、Expectant demand and excitatory demand，He was the first master of quality management to introduce the criteria of satisfaction and dissatisfaction into the field of quality management。
A basic requirement is an attribute or function that a customer considers a product to be a "must have".，For example, the call function of the mobile phone，When its characteristics are insufficient，The customer was very unhappy；When its characteristics are sufficient，Customers don't care if they're satisfied or not。The product or service provided by the expectation demand is relatively good，However, it is not a "mandatory" product attribute or service behavior，Some of the desired needs are not even clear to the customer，But what they wanted。Excitatory demand requires that customers be offered something completely unexpected，Surprise your customers。When its characteristics are insufficient，And are irrelevant characteristics，The customer doesn't matter，When the product provides the services that are required in this category，The customer will be very satisfied with the product，This increases customer loyalty。
Around customer satisfaction，Huawei's quality construction has entered the fourth stage：Customer-centric, closed-loop quality management system。This requires zero defects in basic quality，Pay more attention to the user's experience。It is also because of this customer-centric closed-loop quality management system，As a result, Huawei won the "China Quality Award" in 2016。
3、Huawei's concept of great quality：正向与逆向闭环体系
From process management，to standard quantification，Then there is the quality culture and zero-defect management，and then to the closed loop oriented to customer experience，Huawei's quality management system is gradually improved in line with the development of customers，In the process, Japan was particularly drawn、German quality culture，Actually combined with Huawei，Establish a rules-respecting process、Do things right the first time、A quality culture of continuous improvement。Huawei has complex business lines，The quality system is also quite complex，The two parts of culture and mechanism complement each other and support each other，It is difficult to illustrate Huawei's quality system in a complete architecture diagram。In Mars's words：Quality is not independent，is a result。To achieve the quality of the product，The quality of everyone's work needs to be guaranteed。If it's just an independent organization as a regulator to focus on quality，It's definitely not good to catch。

 

Within such a system，Everyone contributes to the final quality。Quality and business are not two skins，It's about product development、Production and sales、throughout the service。"So，Huawei's quality management is integrated into the work processes of each department。”

在质量管理自身上，Innovative ideas are also needed、tool、method。Huawei has invested heavily in establishing a complete process management system，Covers insights from consumers、Technical insights、Technical planning、Product planning、Technology & Product Development、Validation testing、Manufacturing delivery、Listed for sale、service maintenance and other fields，And there is a dedicated team to do continuous optimization and improvement。

 

Huawei established a special organization in 2010：Customer Satisfaction & Quality Management Committee (CSQC)。The organization exists as a virtual organization at all levels of the company。At the corporate level，The company's rotating CEO is the director of CSQC，And each of the following levels also has a corresponding responsible person。"That's it，To ensure that every level of our organization has a deep understanding of quality，Know what your customers want，Turn what customers care about most into our motivation for improvement。”

 

这是一个按照公司管理层级而来的正向体系。

 

At Huawei, we also have a system for reverse quality management from our customers。

 

For example, the operator BG，A user meeting is held every year。At this conference，Invite CXOs from more than 100 key customers around the world to Huawei，With three days、Discussions were divided into different themes，The purpose of the seminar is to solicit opinions from customers，Sort out a TOP worksheet for Huawei that needs to be improved。Then Huawei based on this TOP list，Each one is paired with a customer，and build a quality improvement team internally，Targeted solutions to major problems。When the General Assembly is held the following year，The first thing to do is to report on the top 10 improvements in the previous year，And let customers vote。

 

This reverse management is based on Huawei's "big quality concept"。

 

Huawei believes that quality is more than just durability as everyone generally recognizes、Not bad，It's a big quality system，Includes basic quality and user experience，It's not just about getting the product right，We also need to continue to improve the consumer buying experience、User experience、After-sales service experience，Put the product、retail、channel、serve、Every end-to-end element that consumers can experience and perceive, such as device-cloud collaboration, is done。

 

A positive system that originates from the management level，A reverse system that originates from the customer，如何实现闭环？

 

各层级的CSQC必须要定期审视自己所管辖范围的客户满意度，Of course, the quality of the product itself，It also includes the experience of each link，And find out what customers are most concerned about，to develop projects to focus on improvement，Ensure that customer concerns are resolved quickly。meantime，It is also necessary to draw inferences from customer complaints，Then we will continue to improve the quality management system，This allows the system to evolve in line with the requirements of customers。

 

Globally，There are not many companies that can take "zero defect" as their management system，It is even rarer for companies to evolve to a large-quality concept based on customer satisfaction。Crosby's "zero-defect" quality culture has helped Huawei outperform the competition，The next thing that can make Huawei survive in the long run is this，How to focus on customer satisfaction，Continuous improvement of the quality system。

 

Huawei's values are customer-centric，Therefore, Huawei's quality concept is also different from that of other enterprises。"We look at quality from the customer's point of view，So to meet the needs of customers、What users are looking forward to，should all be counted as quality，We want to continue to improve。Mars said。

 

4、Zero defects，第一次就把事情做对
零缺陷观念意味着质量是完完全全地符合要求，Rather than wasting time calculating whether the possible harm of a particular flaw can be tolerated，At its core, it's all about "getting things right the first time."，And it's about getting things right the first time in everything。For the company，It's about getting things right at every level。Huawei believes that this needs to be broken down in layers，Full participation：At the company level, there needs to be a clear goal to pull in，There should be clear responsibilities at the management level，At the employee level, there must be a willingness and ability to participate as a whole。 

At the highest level of the company，Every year, the rotating CEO sets quality targets，Implement target traction。The principle of setting goals by the rotating CEO is:：

If the quality is not the best in the industry，Then aim for the best in the industry，Improve as soon as possible；If it has reached the best in the industry，It will be improved at a rate of no less than 20% every year。
Huawei introduced Gallup in 2001 to conduct annual customer surveys，and rate the quality，This score becomes the base for setting goals for the following year。From the management，In different product systems, managers are ranked for quality every year，Managers at the bottom of the rankings are held accountable。This plan is firmly implemented every year，Supervisors who promote backwardness，Let every supervisor run forward to the best of their ability，Let management really take the lead。 

At the employee level，Huawei emphasizes the participation of all employees。There are two levels of total participation to solve：One is willingness，The second is ability。

 

从意愿上，华为会设定考核目标，将质量作为员工考核的重要项目，同时也会设定很多奖项对质量方面表现突出的员工实施奖励；

 

从能力上，公司引进很多先进的管理方式，员工都要经过必要的培训，为全体员工提供提高质量的方法和工具，以保证每一个人都有能力去参与。

 

做到零缺陷，除了对内部的每一个环节做到可控，还要对全价值链进行管理。

 

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