1、AnalysisonBuildingupEnterprisesQualityCulture【摘要】企业质量文化是保持企业持续繁荣的关键因素。它是在长期的生产和管理中形成的一系列的质量意识和质量观念。企业向消费者提供高质量的产品时，不仅仅需要企业质量管理系统，更需要的是建立一种至上而下的企业质量文化。本论文首先提出质量概念，说明了企业中存在质量问题的原因，分析说明质量文化的重要性，最后给出了构建企业质量文化的策略。 【关键词】企业 质量文化 The saying “Quality is the life of the enterprise” is widely accepted by enter
2、prises. In modern society， violent competition between the enterprises is mainly shown by the competition of comprehensive strength which is closely connected with the quality competition. Therefore， the enterprise which wants to establish itself in an unassailable position in the competitive market
3、 must struggle to improve the product quality， firmly establish quality consciousness， analyze each factor affecting the product quality， find out the disadvantages and make corresponding improvement. Therefore， the quality culture is gradually penetrated into the interior of the enterprise and how
4、to build up the enterprises quality culture becomes emergent. 1. Definition of Quality Culture At present， the theory of enterprises quality culture is still imperfect. Many people mix it with the enterprises culture； therefore， the definitions of quality culture are not exactly uniform. There are g
5、enerally two definitions about quality culture at home and abroad： quality culture is the sum of self-characteristic quality management concept， standard and behavior criterion formed in the quality management process and enterprises business process for a long term； another definition： quality cult
6、ure is the sum of software （quality consciousness， quality spirit， quality behavior， quality value， quality image， etc） formed in the production and operation activity and hardware （product or service quality） provided by the enterprise. 2. Problems in Current Quality Culture Since the reform and op
7、ening up， Chinas product quality has been greatly improved； high-quality and well-known goods emerges continuously； certain products enjoy great popularity in the domestic and foreign markets. But the problem of product quality is relatively serious and cannot be neglected. The construction of China
8、s quality culture remains at the early stage and lags behind the requirement of market economy； the quality deficiency of the enterprise and weak quality consciousness of the staff and other problems become the key of restricting Chinas economic development and benefit gain， seriously cut the capaci
9、ty for participating the market competition and developing the domestic and foreign markets by Chinas enterprises. 2.1 Poor Quality Consciousness of Leadership and Staff The leadership of the enterprise emergently seeks quick success and does not pay attention to the quality of equipment selection，
10、arrangement and debugging， material purchasing and sample production， in particular to great demand and short supply. The leadership has no regular quality management training， lacks quality consciousness and low awareness， can not establish concept of quality first， simply pursues benefit maximizat
11、ion and neglects the product quality management. Under the condition of weak quality consciousness of the leadership， the quality consciousness of the staff is weaker. They lack the regular quality management training， which is inseparable from the enterprise. The leadership pursues maximal short-te
12、rm profit and is unwilling to pay extra cost for the training. Moreover， the weak quality consciousness of the leadership is also transferred to the staff. 2.2 Poor Quality System in the Enterprise A quality system is an organic integration consisting of organizations， responsibility， procedure， act
13、ivity， capacity and resource to ensure the quality of products， process and service and meet stipulated （potential） requirement. It is established to realize the quality target， fulfill a contract， implement rules and laws， evaluate and provide evidence of implementing various system elements. The q
14、uality system comprises a set of specialized organizations， has manpower and materials for ensuring the quality of products or service and clearly defines the responsibility and authority of related departments and personnel. According to the system target， it can be divided into a quality managemen
15、t system and a quality assurance system. Under non-contractual environment， the enterprise only needs to set up the quality management system； under the contractual environment， the enterprise should set up both. At present， many enterprises have disadvantages in the quality system. 2.3 Poor Product
16、 Process Control The product process control is implemented in the production flow of products to meet the quality requirement. In the whole process， every stage and every procedure should be strictly controlled. The product process control directly determines the product quality. In the enterprise，
17、 the production process is standardized and institutionalized as the technical equipment and labor resource are insufficient and the production process does not reach an optimal state. As no scientific and standard production norm and system are formed and everyone has different experience and consc
18、iousness， the products have low qualified rate， large quality fluctuation and poor stability. In the current enterprises， poor product process control is caused because of incomplete technological information， nonstrict technological state control and poor detection flow of product quality. The ente
19、rprise mainly pays attention on the basic use value of the product， ignoring the flaw of product quality. The detection of product quality is used for analyzing and evaluating the product quality. Many enterprises care less on quality detection； they have no detection equipment and do not develop en
20、trusted inspection. Even some enterprises have the detection equipment， the perfection ratio of the equipment is very low and the precision of the equipment can not meet the requirement of quality detection. 2.4 Lack of Internal and External Quality Monitoring At present， the enterprises have weak m
21、onitoring consciousness that the monitoring between the same levels is weak and the monitoring between the leader-member levels is far. The monitoring subject does not give full play to ones responsibility and does not want to offend others and turns a blind eye to the mistakes； the monitoring objec
22、t has poor monitoring consciousness to receive the monitoring； and he even vex， prevent and avoid monitoring inside. The external monitoring mainly comes from the society and some specialized mechanisms of the state. With the development of the total quality management and the requirement of enterpr
23、ises product quality， the external and internal quality monitoring is gradually deepened； the state， the industry and the supervision department of the enterprise strengthen dynamism and depth of the quality monitoring. In consideration of self benefits and responsibility to the state and customers，
24、 the enterprise should correspondingly develop the internal quality monitoring. At present， Chinese quality monitoring has diverse forms： sampling quality supervision， evaluation quality supervision and arbitration quality supervision. 3. Necessity for Building up Enterprises Quality Culture 3.1 Qua
25、lity Culture is the Life of Enterprises Since the reform and opening up， our live has been dramatically changed. Skyscrapers， traffic， rapid and convenient communication， bright and spacious supermarkets and modern factory enrich our lives. With continuous improvement of living standard， the product
26、 quality is also closely related to our lives， thereby directly influencing our living quality. Todays world is open and overwhelming. Our enterprises started from scratch and have been strengthened from small to large and from weak to strong， In order to forge ahead in the competition and become in
27、vincible， what should be relied on？ Excellent product quality， definitely. If water is the source of life， the quality is the life of the enterprise. After China entered WTO， the quality became the core of the survival of the enterprise. Quality is flexible for the enterprise； but it is a standard，
28、commitment， image， belief， system， characteristic， innovation and responsibility. The quality is the life of the enterprise， consumer and even society. 3.2 Quality Culture Facilitates Long-term Brand Strategy The creation of the enterprises brand is the dream of many enterprises. Once their own bran
29、ds are established in the market， their core competitiveness and social position are strengthened. If we say the quality culture is the life of the enterprises， the brand culture is the soul of the enterprise. The brand is the carrier of the enterprises quality culture and embodies the concept， cons
30、ciousness， conduct norm and team style penetrated in the whole process of brand management. Excellent quality culture has enterprises specific spirit to excite the brand consciousness of the staff， gradually form strong centripetal force and further pull all the staff together to build the brand. In
31、 addition， the enterprise makes the staff have more recognition on the enterprises name. Identifier， scale and value， also creates scientific and standard management systems and healthy internal environment and takes measures to motivate the enterprises vitality and strengthen the brand competition
32、through concepts， markets and human resource innovation， thereby providing continuous power for the brand growth. The quality culture and the brand strategy are closely linked and developed together. The excellent quality culture is favorable for the internal motivation mechanism for creating the en
33、terprises brand， strengthening the cohesion and centripetal force of the enterprise and coordinating the relation between the departments. 3.3 Quality Culture Fully Improves Integrated Competitiveness of Enterprises Core competitiveness is super capability which is particular to the enterprise and c
34、an continuously develop new products， expand the market and reduce cost in the developing process to determine the extent and depth of the enterprises diversified operations and maintain the long-term competition advantages. Definitely， the enterprises core competitiveness is formed in the long-term
35、 development， contained inside the enterprise， brings values to the enterprise and supports the previous， current and further competitive advantages， wherein the quality competitiveness is the main component of the enterprises competitiveness； it refers to the core capability of excellent quality wh
36、ich has more charming and higher reputation and values than that of other competitors； and it is represented in the following three aspects： （1） through unique capability， it brings special benefits and particular skills and technology； （2） through integrating the enterprises advantageous resources，
37、 it better meets the customer requirement and does not allow the competitor to implant； （3） through comprehensively utilizing the unique capability and advantageous resources of the enterprise， it can create personalized products and service which are difficult to simulate by the competitors so as t
38、o win the customers by excellent quality. 4. Approaches to Build up Quality Culture 4.1 Building up Quality Culture by Total Customer Satisfaction （TCS） In modern society， the competition between the states is gradually replaced by competition between the enterprises， especially products and service
39、. Quality culture is no longer luxury， which should be possessed by any product and service. Therefore， the establishment of a total customer satisfaction （TCS） strategy becomes important and emergent for the enterprises to build up the quality culture. Whether the customer is satisfied or not after
40、 purchasing a product depends on the difference between the performance actually felt and the expectation； if the performance is less than the expectation， the customer will feel unsatisfied； otherwise， the customer will be very content. The forming of the customers expectation depends on the prior purchasing experience of the
