广东奥马冰箱有限公司官方网站 homa appliances -凯发k8娱乐

制造白皮书:homa’s dedication to quality and customer satisfaction 奥马,高端品质和客户满意的代名词

本篇制造白皮书对话了奥马冰箱品质部总监刘运兰。通过对刘总的访谈,我们能知道奥马如何通过品质赢得全球凯发天生赢家一触即发官网的合作伙伴的信任。


how did you decide to join homa? and how do you see your role contributing to homa’s vision?
您是如何决定加入奥马的?您如何看待自己所处岗位对奥马愿景的贡献?

i first worked for hisense kelon in the quality area for 22 years. i then joined homa in 2015, i already knew a number of homa’s leaders from being in the industry for such a long time, and i really appreciated homa’s quality control approach.
我原先在海信科龙的品质部门工作了22年,并由此结识了奥马的一些领导。我非常欣赏奥马的品质控制策略。2015年,我加入了奥马。

i joined homa at a key moment when the company was working to upscale, and at the same time putting a great effort into quality improvement. such an effort obviously puts huge pressure on the whole quality team to meet those requirements. we set out our plans, and implemented them step by step. it’s been a tough process, but after these past seven or eight years, i can say that homa is now recognised for having good stable quality in the industry, especially in our high-end range.
彼时,奥马正处于提升制造规模和产品品质的关键时期,整个品质团队都承受着巨大压力,但我们制定计划并稳步实施。虽然过程艰辛,但经过这七、八年的努力,可以说,奥马如今在行业内,尤其是在高端产品领域,已是公认的品质典范。

thanks to all our hard work, our customers truly appreciate the improvements we’ve made over recent years.
得益于我们的不懈努力,近年来,客户对奥马的品质提升赞赏不已。

how do you ensure that clients’ feedback is taken into account and is used to improve quality? how does that process work?
如何确保充分利用客户反馈来提高产品品质?您具体是怎么做的?

firstly, in homa we have a special control team that connects our quality and our clients. this team receives complaints and other feedback from the clients. second, we have a very specific and important annual process targeting quality improvement, through discussion and training. this process is at a company level, involving not just the quality department, but all the plants, the sales departments, and many others. the outcome of this process is the quality improvement plan for the following year.
首先,奥马拥有专门的品质控制团队,负责接收客户投诉和反馈,在产品品质和客户意见之间架起桥梁。其次,我们设有针对性的重要年度品质改进流程,在全公司维度开展研讨和培训,不仅涉及品质部门,还涉及工厂、销售等各部门。我们会借助这一流程制定出下年度的品质改进计划。

but what happens if we receive a complaint from a client? we have a very strict process to follow, with a time limit for when the improvement must be made, it could be three months for example, and how that will be carried out. once we have made the improvement, we pass this information back to the client, asking for their feedback, their level of satisfaction, and so on. and lastly, we continue to pay attention to the specific issue or complaint, proactively researching the market to see if there are similar complaints, or related product improvement advice.
那么收到客户投诉时我们会如何应对呢?我们的投诉处理流程非常严格,规定了整改时限(例如三个月)和整改方式。一旦完成整改,我们就会将相关信息告知客户,并跟进他们的反馈意见、满意程度等。最后,我们还会持续关注问题后续的发展或投诉,主动调查市场是否对相关产品有类似的投诉或改进意见。

an extremely important point is the customer-centred attitude that we foster throughout the whole company. our focus here is on understanding our products in the markets, which problems happen frequently, and what is the most concerning quality problem for our customers. this customer- centred focus gives us the chance to really standardise our quality systems and awareness across the whole company.
最重要的是,奥马上下都积极贯彻以客户为先的理念。我们关心产品的市场反响,用心了解常见问题和客户痛点。正因如此,我们才有机会在全公司范围内真正落实标准化的品质体系和品质意识。

how do you track and analyse data, other than customer feedback, to identify areas for improvement in the manufacturing process?
除客户反馈外,您如何追踪和分析数据,以识别制造过程中的改进点?

our manufacturing execution system (mes) provides us with an excellent overview of the data in our manufacturing processes. an mes is a comprehensive, dynamic software system that monitors, tracks, documents, and controls the process of manufacturing goods from raw materials to finished products.
我们通过制造执行系统(mes)获得制造过程中的数据概览。mes是一个全面的动态软件系统,用于监控、追踪、记录和控制从原材料到制成品的制造过程。

responsibility for our mes lies with our it department, and has been a crucial step in our processes of digitization and automation at homa. thanks to individual qr codes, via mes we can follow the journey of a product or part through the whole system. we use it to track and test our spare parts, and at important quality control points. mes is a great tool for working together with client feedback from the market to make manufacturing improvements. when we receive client feedback identifying a problem, with mes we can identify exactly where in the process the problem has arisen, and at a higher level, we can use this process to identify the top 5 problems that arise.
mes由我们的it部门负责管理,是奥马迈向数字化和自动化的关键环节。每台产品都拥有自己的二维码,扫描后就可在mes中全程跟进产品或配件,我们就是利用这种方法来追踪和测试备件及关键品质控制点。此外,将mes和客户反馈相结合,可有效优化制造。当我们通过客户反馈发现问题时,可利用mes准确定位问题出现在流程的哪个环节,并基于该流程,反推最易出现的5个问题。

for example, what if there is a problem with a compressor in a refrigerator? we can scan the product and by reading the parts code, we can identify where in our process the problem lies, and who the supplier is. in this way, we can analyse all the relevant data on a large or a small scale.
例如,当冰箱压缩机出现问题时,可以扫描产品二维码,在读取配件代码后,定位问题出现的环节和供应商的名称。如此一来,我们便可以在各个维度上对相关数据进行分析。

“this customer-centred focus gives us the chance to really standardise our quality systems and awareness across the whole company.”
“得益于以客户为先的态度,我们才有机会在全公司范围内真正落实标准化的品质体系和品质意识。”

our company’s base line policy is always quality first.
奥马的基本方略始终是品质第一。

supplementing the mes, there are cameras along the production lines at various process points, so if something stops the line, there are alarms to provide feedback and quick intervention, ensuring high standards of quality and efficiency.
我们在生产线的各个节点都安装了摄像头作为mes的辅助。一旦生产线出现故障,警报就会响起,从而实现迅速干预,确保高质高效地生产。

how do you establish strong relationships with other departments in homa to ensure quality standards are applied, met and improved throughout the organization?
为了充分贯彻并有效改进品质标准,您如何与奥马的其他部门建立紧密联系?

first of all, training for employees in all departments is very important to ensure a standard concept of quality throughout the company. in addition to this, there is also technical skills training for people from our different factories. secondly, we have a monthly meeting with the directors of each department at which we share information on product performance in the market using clients’ feedback, including any serious problems they find. this way, the directors are constantly updated on what needs to change and what can be better. thirdly, we issue a constant stream of communication to all departments based on our clients’ feedback, so everyone is kept fully informed and updated. fourth, if a problem arises concerning a specific problem, a special meeting is called outside the regular schedules to deal with the topic immediately. and last but not least, there is an audit system throughout the factories which is very important to evaluate whether a factory or department is meeting the quality standards and processes of the company.
要在全公司范围内落实标准化的品质理念,首先不可忽视对各部门员工的培训。此外,我们还针对工厂员工开展技术技能培训。其次,我们每月都会召开各部门主管会议,交流客户反馈、探讨产品市场表现并解决重大问题,帮助主管们持续把握转变和改进的方向。第三,我们不断向各部门同步客户反馈,确保人人都充分了解最新进展。第四,如果某问题引发了连带问题,我们会额外召开特别会议,力求快速解决问题。最后,各工厂都设有审核体系,可有效评估工厂或部门是否符合公司的品质标准和流程。

how do you balance the need for quality with the need for speed and efficiency in the production process?
在生产过程中,您如何平衡品质和速度与效率?

our company’s base line policy is always quality first. of course we need to produce high-end quality products in a short time, but we set an agreement with other departments with a fixed baseline for quality. we cannot compromise against time and efficiency. based on the agreement we make with the relevant department, we monitor whether the manufacturing process really meets the terms of this agreement, or whether in the actual process, anything changes
奥马的基本方略始终是品质第一。我们的目标是高质高效地生产,因此我们与各部门达成协议,定下了品质基线,绝不牺牲品质换取速度和效率。我们会根据该协议,监督各部门在制造过程是否落实了相应条款。

are there any other points you would like to make about quality at homa?
关于奥马的品质,您还有什么其他想分享的吗?

i’d like to emphasise that even as homa has grown bigger and bigger over the last 20 years, everyone from the head of the organization to the employees in all parts of the factories agrees on the importance of quality, because only in this way can we keep our clients. quality is what is important for them. our hard work in this area helps us to make constant improvements, proved by the fact that in the last five years, our scr (service call rate) has decreased by 60-70%. and we’re proud to say that our customers tell us that homa leads in quality.
我想强调的是,在过去的20年里,虽然奥马逐渐发展壮大,但全公司上下,从领导到员工均高度重视品质,因为只有这样才能留住客户。品质是奥马的命脉,是我们持续进步的动力。得益于此,近五年来我们的scr (返修率)下降了60-70%。我们可以自豪地说,奥马是客户眼中的品质典范。

can you tell us your perspective of being a woman in such a significant job in a chinese company grown to international importance?
奥马是一家具有国际影响力的中国企业。作为奥马的重要女性领导者,您如何看待自己的工作?

this is traditionally an industry with a majority of men in technical leadership positions, while homa is rather different, with quite a high number of female leaders.
白色家电制造业的技术领导者大多是男性,但在奥马,女性领导者的比例很高。

i think that women may bring more care and consideration to their work, with an ability to stand in other people’s shoes that helps to build relationships. in my job, i don’t only have to manage my own department, but i have to work with many others. this means being persuasive and also strong, because that is necessary to insist on the application of quality rules and standards across departments. it’s not an easy job, but as a woman i have found that i can meet the demands needed when i have to!
我认为女性在工作中可能更细心周全,能够站在他人的角度考虑问题,有助于建立合作关系。在工作中,我不仅要管理自己的部门,还要与许多其他部门合作。我不仅要有说服力,还要“铁面无私”,只有这样才能在各部门执行严格的品质规则和标准。这份工作并不轻松,但我顶住了压力,并且发挥出了自身的优势!

*本文所提及的数据信息,更新时间截至2023年3月。
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