Product quality is the most direct embodiment of Matsui's value creation and achievement for customers. On the road of quality management, Matsui always regards quality as the lifeline of enterprise development.

Since continuously serving customer G since 2020, our company has gradually gained the trust of customers through differentiated products. The G customer X project has transitioned from a backup supplier to the main supplier, with Matsui's quick response and the stability of product quality compared to competitors playing an important role. However, since the project went into mass production, there have been three quality incidents involving sand holes, leveling, and color issues.

To enhance the quality awareness of all employees and prevent the recurrence of quality accidents, the company held a quality review meeting for all employees at the headquarters on the evening of August 19. The meeting was hosted by Linda Xu, the director of the management center, and all company cadres and employees participated through online live streaming and on-site meetings.

 

[Reviewing to better look ahead]

 

 

· Vice President of Marketing Kevin Miao briefly introduced the customer and project background.

 

 

· Management Center Director Linda Xu reported on the three quality incidents.

 

 

[Reflecting to draw strength for moving forward]

 

"Behind the results of project execution lies management issues, and management issues are the essence of the problem." Each project member and relevant management personnel summarized and reflected on their own issues while also proposing subsequent improvement measures. "The establishment of each process and system comes from the summary of failed cases. Only by maintaining a sense of awe, learning deeply, strictly executing, self-checking, and continuously improving can we effectively avoid quality accidents and ensure the stability of product quality."

 

 

· Project participant Paul Liu spoke.

 

 

· Head of Ink R&D Department Mos Li spoke.

 

 

· Head of Production Department Harvey Yu spoke.

 

 

· Head of Quality Management Department Lang Yu spoke.

 

[Review and Summary to gather courage for a fresh start]

 

 

Executive Vice President Jason Wang summarized the meeting. He first affirmed the deep reflection and review of the personnel involved in project operations, pointing out that for a company to maintain its upward vitality and continuous progress on the path of growth, it must have the ability to self-reflect and review. Secondly, to achieve unified cognition and consistent action, and to gather courage and energy for a fresh start, Jason shared the following based on the accident cases:

First, "Source control, process monitoring, continuous improvement" is the company's quality management philosophy. The true "source" fundamentally lies in people themselves. How we view customers and their needs determines our work attitude and results; how we view processes, systems, and standards determines whether we can strictly implement them in actual work processes to avoid errors; how we view our responsibilities determines whether the responsibilities of each position can be effectively fulfilled, driving the company forward. Therefore, only by changing and improving our cognition can we avoid accidents from the source.

Second, product quality reflects work quality. The improvement of product quality relies on the enhancement of each employee's work quality and the aggregation of work quality: prioritizing customers and their needs, continuously improving the level and quality of service to customers; timely adjusting work processes and standards based on customer needs and changes in company products, and strictly implementing them to fulfill job responsibilities; seriously studying and deeply understanding the company's process system standards and the logic behind them. Only in this way can we provide products and services that satisfy customers, create value for customers, and achieve mutual growth for the company and employees.

Third, adhering to processes, systems, and standards is the foundation for winning customer trust and achieving sustainable development. It requires mid-level and senior managers to establish processes, systems, and standards based on customer, production, and management scenarios, and for personnel in each position to earnestly implement, execute, and strengthen these processes, systems, and standards. At the same time, all employees are encouraged to provide reasonable suggestions for improving the company's existing processes, systems, and standards.

 

 

[Post-meeting interviews]

 

Insights from the R&D Center representative.

This quality incident review meeting made me deeply aware of the importance of processes, systems, and standards for product quality. For R&D personnel, sufficient verification and comprehensive assessment of manufacturability must be done in the early stages of product development. If there are changes during mass production, they must be executed according to the company's specified change process. The process system should not be merely formal or based on outdated experiences; only then can the stability of product quality be fully guaranteed.

Insights from the Marketing Center representative.

In quality control, we need to first standardize processes and then streamline standard processes. Each person's subjective awareness varies, and any change carries risks. Under the strong matrix operation mode of the project, it is even more necessary for everyone to brainstorm in a timely manner, predict and plan for potential and foreseeable risks, and analyze the controllability of risks that may negatively impact the company, mold factory, and end brands from multiple dimensions, so as to identify, avoid, reduce, and eliminate risks in a timely manner.

Insights from the Supply Chain Center representative.

1. Product quality is our first card in responding to market competition, and we must improve quality management and carry out continuous quality improvement.

2. Quality is produced; work quality and product quality are inseparable. We must be responsible to customers and results. For every product in R&D, production, and inspection release processes, we must strictly execute processes and systems with a sense of awe, so that product quality can be naturally guaranteed.

3. The improvement of product quality management level also requires us to continuously improve relevant processes and systems. Each product must have someone responsible for it, and any detail must have rules to follow, evidence to check, and supervision.

 

 

[Post-meeting actions]

 

 

· The Production Department reviewed the project quality issues and conducted in-depth learning on the "Production Process Control Procedures."

 

 

· The Coating R&D Department II held an internal quality issue review meeting and provided training on 4MIE changes.

 

 

· The Coating R&D Department I emphasized departmental R&D quality control work during the morning meeting.

 

 

· The headquarters color center reiterated the key points of subsequent quality control measures during the morning meeting.

 

This meeting was the company's first quality review meeting for all employees. The focus was not on review, criticism, or punishment, but on promoting a collective awareness of quality management among all employees, fostering respect for processes and systems, and emphasizing work quality as the ultimate goal. I hope all partners take this meeting as a starting point to gain insights, summarize reflections, and achieve self-improvement, truly achieving "customer-centric" to create value for customers while realizing personal value.