Quality Management Training Summary

Through this Shenzhen R&D quality management training, we learned the excellent models and practices of product R&D quality management in the industry, and learned the structured product development process system, focusing on the hierarchical grading and operation methods of technical review in the product development process. The training lecturer has been engaged in process guidance for many years at hw company. The explanation of the new product development process has enabled me to have a deeper understanding of the positions and roles of ipd, such as pac, pmt, pdt, pqa. The participants in the training came from five companies, mainly the technical director, project management department and quality assurance department. The company is also a small and medium-sized enterprise. Only our company has an implementation ipd experience and R&D management information platform, plus is currently being implemented. The system engineering shows that our company has the potential to grow into a medium-sized enterprise. It just feels that the company's previous understanding and implementation of the ipd process is not enough.

R&D quality management runs through the entire process of product development, including R&D quality management organization establishment, R&D quality planning, R&D quality control, R&D quality assurance and R&D quality improvement. The technical review is interspersed between product concept, project, development, verification and release. It is also the weakest link in our company's product development process. In the past, it was somewhat in the form. The main reason is that there is no technical review. The layer is graded. Many of our current reviews have mixed the vertical module-level review in the R&D group with the horizontal product-level review involving multiple departments in the pdt. Therefore, some people have opinions about whether they have nothing to do with their own time, and sometimes they do not attend the meeting. Only the grading review is the root cause of the problem. The project team must conduct the module-level review in the R&D group before making the product-level review, and make necessary records and related problem solving methods. The module-level review can invite other technical department experts. Participation, technical experts provide advice but do not assume responsibility, you can not sign or sign "special invitation" in order to clarify responsibility. The product-level review is mainly for the major issues raised in the interface part and module-level review between the pdt departments. If the module-level review is sufficient, the time of the product-level review process will be reduced. It is recommended that QA organize product-level review, check the module-level review records of the project team and prepare to submit product-level review content, and then conduct product-level review after the project, while maintaining the order of the venue, avoiding the details and avoiding the villages, Things in townships and counties were discussed at provincial conferences, reminding representatives of various departments in pdt to speak on their behalf. Considering the limited number of qa personnel and technical level, the module level review should participate as much as possible, and the product level review must participate. A good technical review will be the focus of this year's and next year's R&D Quality Assurance Group.

Who will make the final decision in the technical review? Project manager, product manager, or product director? I have had a special conversation with the trainer. At present, our company positions product managers in product demand management and market support, and is at the top of product development. This is very demanding for product managers, often supporting multiple projects, meeting and traveling. The product director is a lot of business, the jury is often unable to participate, and the project manager is more comprehensive. The trainer recommends that the product director authorize the project manager to synthesize the opinions of the pdt members and make a final decision on the technical review. I also think that the project manager has this ability.

Needs review is very important. It has the greatest impact on design and development, and the most changes. How to control changes and minimize changes? The best way is to try to get things done right from the start. During the needs review, pdt members are called to represent their own departments, such as process engineers to improve manufacturing requirements, test engineers to provide testability requirements, engineering department to provide service requirements, etc. Our pdt members produce and market in addition to R&D departments. At present, the project has not fully utilized its own voice. Their understanding of the project is also fur, and the content of the product naturally rarely reflects this aspect. Some people compare R&D, marketing and sales to a football team's guards, midfielders and forwards. The marketing department is a midfield engine that is responsible for integrating resources, planning and organizing offenses. We are lacking a strong midfielder to train product managers. Market awareness and building a product manager backup team are key.

An important part of R&D quality management is quality auditing. As far as I know, we have not organized a formal quality audit and recording of which products or projects, even if the products have big problems in the market. Start the project quality audit work in a timely manner, and distinguish whether the problems found are attitudes, capabilities or process problems. If it is caused by insufficient ability, it should give the opportunity to improve; if it is a process problem, improve the process; if it is an attitude problem, the trainer recommends killing. Some people ask: Isn't it now promoting human management? The trainer’s words have caused everyone to be silent: we often confuse humanity and humanity, and tolerating misconduct is to combat the enthusiasm of all people!

The training also mentioned a lot of things that I care about, including the establishment of the qualification system of quality assurance personnel and the performance appraisal of project members in the matrix organization. However, the most urgent problem that our company's R&D quality management needs to solve is how to put the technical review in place. The next step of our R&D Quality Assurance Group will focus on the company's review process and review participants, and strive to achieve hierarchical review and improve the effectiveness of the participants' time.