The Sweet and Sour of Quality Control

In order to promote the application of Lean Six Sigma concepts in Chinese local enterprises, the Lean Six Sigma Initiative (LSSI), in conjunction with Lean Enterprise China (LEC), is organizing a series of online public lectures through online lectures by a wide range of Lean Six Sigma experts and scholars for the vast majority of lean practitioners in the manufacturing, service and education industries, to systematically explain the principles of Lean tools and methods of implementation.

Mr. Yang is a Lean management expert with both global vision and local practice, with more than 20 years of experience in operation management of multinational enterprises. His specialty covers:

Continuous Improvement Culture

Lean Six Sigma promotion and project management

Factory and supply chain end-to-end performance optimization

Digital process re-engineering and S&OP system construction

Process improvement and management change practice in various industries such as healthcare, finance, manufacturing, etc.

He has served as plant manager, regional general manager and change management leader in many Fortune 500 companies, and has led improvement projects in China, Japan, India, Korea and other countries with remarkable results. He is a practical expert who deeply integrates Lean thinking with multiple industry scenarios.

This seminar is titled “The Sweet and Sour of Quality Management”, combining the speaker's rich global combat experience with the evolution of quality concepts, cross-industry practices, and cultural landing challenges in three dimensions, and analyzing in-depth the complex environment and coping strategies faced by quality management in the Lean transformation.

1. The “acid” of quality management: the reality of the dilemma

High quality costs but difficult to control: organizations are often faced with high return rates, high inventory, high inspection costs, it is difficult to establish a systematic prevention mechanism;

Serious departmental barriers: production, sales, customer service and other departments lack a sense of synergy, often trapped in the “mutual blame” predicament;

Resistance to change: staff resistance to standardization, the first line of weak execution, management superficial.

2. The “sweet” quality management: successful experience

Wei Yang summarized the effective path to improve quality performance with several personal projects as examples:

He led many factories in Korea, Japan and India to implement Lean Six Sigma, and increased the yield rate by 25% and saved over 250,000 dollars in 3 months;

Introduced advanced global processes during his tenure as China plant manager, which resulted in the Global Energy Saving Gold Award and Star Factory Bronze Award;

Promoted JIT/pull-up kanban system, established regional OEM system, and realized customer's commendation for three consecutive years;

Implemented S&OP upgrade and national customer service integration, successfully increased CEI customer satisfaction by 25% and reduced problematic inventory by 60%.

3. The quality management “bitter”: the challenge of cultural landing

Quality culture can not be shaped by slogans: it needs to be formed through the system, data, processes to close the loop;

Change cannot only rely on “external pull”: internal promotion mechanism, talent ladder and incentive system are indispensable;

Tools + scenarios is the key to break through: not “use tools to solve all the problems”, but to find the right entry point for the organization, flexible combination, and gradual improvement.