The Path to Quality Excellence: Quality Awareness Training Courses of Hebei Lantian Muffler Co., Ltd.
Time of issue:
2025-06-28
# Record of Quality Awareness Training at Hebei Lantian Muffler Co., Ltd.: From Cognitive Upgrades to Responsibility Implementation
Record of Quality Awareness Training at Hebei Lantian Muffler Co., Ltd.: From Cognitive Upgrades to Responsibility Implementation
I. Training Background: Quality as the Law of Reputation and Survival
In the highly competitive automotive parts market, Hebei Lantian Muffler Co., Ltd. has secured its position through unwavering commitment to quality. The company firmly understands that product quality serves as the core competitiveness of its brand and the foundation for long - term development. On June 13, 2025, a company - wide quality awareness training program commenced. This training aimed to emphasize the implementation of quality standards, break the traditional perception among employees that "meeting the requirements or satisfying customer needs equals good quality," raise awareness that quality issues are deeply rooted in every production process, and further consolidate the company's market advantage.
II. Core of the Training: Scenario - based Teaching to Reshape Quality Perception
Understanding Quality Awareness: Introducing the Importance of Quality Awareness through a Short Story
In the story of "Su Dongpo and Monk Foyin," Monk Foyin saw everyone as a Buddha because his heart was filled with the spirit of Buddha, while Su Dongpo saw others negatively due to his own impure thoughts. This story helped employees understand the concept of awareness and its significance. Awareness dictates everyone's standards for behavior and work, thereby clarifying the theme of the training: cultivating employees' quality awareness is essential.
Cognitive Breakthrough: From Abstract Concepts to Concrete Understanding
At the training site, the host began with a relatable "mobile phone purchase" scenario: "When you eagerly receive a mobile phone that has all the functions you need, but its packaging is severely damaged, would you consider it a high - quality product?" This question immediately sparked the employees' thinking, effectively breaking their existing mindset about quality. It guided them to realize that quality is not merely about functional compliance but encompasses the entire closed - loop experience of product design, production, packaging, transportation, and more. The host also quoted Philip Crosby, an American management practitioner, who said, "Our basic working philosophy is prevention - oriented. We should adhere to the attitude of 'doing things right the first time' and make quality a way of life."
Interactive Debate: Deconstructing the Three - fold Definition of "Good Quality"
During the interactive session, the host organized a Q&A session, which led to a lively exchange of ideas. Employee A argued, "Meeting customer needs means good quality." Employee B countered, "Meeting the minimum requirements is just the baseline; only products that pass all factory inspections can be considered of good quality." As the two sides debated, the atmosphere became heated.
To help employees reach a consensus, the host introduced examples from other companies where minor errors led to customer complaints and product returns, demonstrating how seemingly insignificant inaccuracies could result in severe consequences. Through in - depth discussions and case analyses, employees gradually realized that true quality excellence goes far beyond mere compliance or meeting basic customer needs. It represents an attitude of exceeding expectations and striving for perfection. In conclusion, "good quality = basic compliance + need satisfaction + exceeding expectations," and all three elements are indispensable.
III. Responsibility Transmission: From "None of My Business" to "Interconnected"
Process Decomposition: Every Gear in the Quality Chain
Using muffler production as an example, the training presented a detailed responsibility matrix diagram. In the raw material procurement process, supply chain specialists must strictly control the thickness tolerance of stainless steel sheets within ±0.05mm; during the welding process, welders need to ensure the strength of the welds, with a tensile force of ≥500N; during factory inspections, quality control engineers should conduct acoustic tests to ensure that the noise level is ≤78dB at a distance of 1 meter. The training emphasized, "A single weak weld can cause excessive vehicle noise, potentially ruining the company's decade - long reputation." This made employees acutely aware of the importance of each position in the quality chain.
IV. Training Achievements: From "Hearing" to "Doing"
Immediate Feedback
At the training site, the host clearly defined the quality standards, requiring employees to reject substandard raw materials, refrain from producing defective products, and prevent defective products from leaving the factory. This training ensured that quality standards would be strictly adhered to in daily work. The host's serious attitude demonstrated the employees' determination to improve quality, marking the beginning of a sense of responsibility taking root in the employees' minds.
Conclusion
This quality awareness training was not only a cognitive upgrade but also a mobilization for the implementation of responsibilities. When every employee integrates the requirement of "good quality = basic compliance + need satisfaction + exceeding expectations" into the details of their work, such as tightening screws or measuring noise, the company can build an insurmountable reputation barrier in the highly competitive automotive parts market. As stated in the conclusion of the training, "Quality is not achieved through inspection; it is created by every position. Your next process is always a discerning customer waiting." In the future, Hebei Lantian Muffler Co., Ltd. will continue to uphold the concept of quality - first and write a new chapter of development with outstanding product quality.
