Ⅰ. Meeting Information
Strictly controlling production process standards, identifying quality risks, reinforcing product quality, and implementing closed-loop management
October 26, 2026, 14:00
Meeting Room, 3rd Floor, Administration Building
II. Purpose of the Meeting
The meeting aims to conduct a comprehensive review of quality performance across the recent production process for electrical equipment, precisely identify quality risks in all stages-including raw material warehousing, production and processing, assembly and commissioning, and finished-product inspection-and sort out current shortcomings and gaps in production quality management. It will also standardize production process standards and inspection procedures for electrical products and address issues such as occasional product defects, inconsistent processes, and missed inspections. Furthermore, the meeting is intended to strengthen quality responsibility awareness among all employees, implement a closed-loop quality control mechanism, and comprehensively improve the factory acceptance rate and market reputation of high- and low-voltage electrical equipment and complete sets of electrical products, thereby ensuring stable and orderly company operations.
III. Review and Summary of Prior Quality Work
The meeting first conducted a comprehensive review of the overall production quality of the company's electrical products in the recent period. Each department reported on its respective areas of responsibility in turn, clarifying the current achievements in quality work and the existing problems.
The company strictly follows production standards for the electrical industry and national industry regulations, and routinely carries out factory inspection, process patrol inspection, and semi-finished product sampling. The overall quality of routine batches of complete electrical equipment and electrical components has remained stable, and no major quality safety accidents have occurred.
Production teams strictly implement the pre-shift process briefing system, and the quality inspection department regularly conducts quality patrol inspections and issue notifications. Employees' standardized operation levels have continued to improve, and the incidence of basic process violations has steadily declined.
In response to issues identified in the previous stage-such as non-standard wiring, assembly deviations in equipment enclosures, and misplaced or disordered labels-all teams completed targeted rectification. The rectification completion rate met the target, and similar recurring problems have been effectively controlled.
Based on quality inspection sampling, customer feedback, and on-site inspections, several detailed shortcomings remain in current production quality, mainly concentrated in four aspects:
Non-standard execution of production processes: Some teams operate with a℃of arbitrariness and fail to work strictly according to technical drawings and process instructions. Process issues include irregular electrical wiring layouts, insufficient screw tightening, uneven gaps in cabinet assembly, and misaligned component installation, resulting in insufficient product consistency in some products.
Process self-inspection and mutual inspection have become mere formalities, and some semi-finished products and concealed processes are subject to missed or perfunctory inspection. Finished-product inspection focuses on appearance and basic function testing, with insufficiently detailed testing of core performance such as equipment withstand voltage, insulation, and precise parameter verification. Occasionally, products with functional defects flow into the next process.
For a small number of outsourced parts and purchased components, incoming inspection only checks specifications and models, without comprehensively verifying material parameters, factory quality inspection reports, and wear and pressure resistance. Some unqualified auxiliary materials and components with parameter deviations are put into production, creating hidden quality risks.
Incomplete closed-loop management of problems: Some quality problem rectifications only complete surface-level corrections without thoroughly tracing the root causes, and long-term preventive measures are lacking. The quality issue ledger is not updated in a timely manner, and rectification tracking and review verification mechanisms are not sound, causing similar quality problems to recur.
IV. In-Depth Root-Cause Analysis
Through collective discussion and item-by-item analysis by all departments, the core causes of the quality problems were identified as follows:
Some frontline employees and first-line managers prioritize output over quality and tend to take chances. They lack sufficient understanding of the importance of precision and standardization in electrical product manufacturing and overlook the core safety and quality requirements for electrical equipment.
Production process standards, quality inspection management systems, and job operating procedures are well established, but implementation is weak. Regular oversight and performance accountability mechanisms are lacking, causing the systems to remain on paper.
Newly recruited employees lack proficiency in process operations and do not have a comprehensive grasp of the production processes and quality inspection standards for new types of electrical equipment. Routine skills training and process reviews at the team level are inadequate, resulting in uneven professional capabilities among employees.
Quality control checkpoints across the entire chain-raw material warehousing, production processes, and finished-product delivery-are not clearly defined, and coordination among departments is insufficient, creating management blind spots. The closed-loop process for quality issue traceability, rectification, re-inspection, and accountability is not standardized.
V. Rectification and Quality Improvement Work Arrangements Agreed at This Meeting
To thoroughly resolve existing quality problems and comprehensively improve production quality management, the meeting defined rectification measures, responsible departments, and completion deadlines, forming a closed-loop control framework:
The Technology Department will take the lead in reviewing and improving standardized process instruction sheets for all categories of electrical products, detailing operating procedures for each process-including cabinet assembly, component installation, wiring and cabling, fastening and sealing, and label application-and clarifying allowable process tolerances. These will be distributed to all production teams for study and implementation.
The Production Department will strictly implement the pre-shift process briefing system. At daily pre-shift meetings, the process priorities, quality prohibitions, and inspection standards for the day's product types will be clearly communicated. Unauthorized changes to work processes or simplification of process steps are strictly prohibited; all production operations must conform to technical drawings and process specifications.
Teams and individuals with recent process violations will undergo targeted review and rectification, and must retake process practical assessments. They may return to work only after passing the assessment.
(II) Strengthen Full-Process Quality Inspection and Build a Solid Quality Defense
The Quality Inspection Department will optimize the three-tier quality inspection system (employee self-inspection, team mutual inspection, and dedicated inspection), refine inspection checklists for each process, and focus on strengthening inspection of concealed processes, core performance parameters, electrical insulation, withstand voltage testing, and other key items-ensuring that "every process is inspected, every piece is verified, and every batch is recorded."
A special control mechanism for nonconforming products will be established. Semi-finished and finished products that fail sampling inspection will be uniformly registered and stored in isolation; unauthorized transfer, rework, or reuse is strictly prohibited. All nonconforming products must have a rectification plan issued by the Technology Department, with the Quality Inspection Department tracking and verifying throughout the process. They may be warehoused only after passing rectification.
A system of daily quality patrols, weekly notifications, and monthly reviews will be implemented. Quality issues of each team will be publicly announced daily, quality data summarized weekly, and special quality review meetings held monthly to routinely identify and control quality risks.
The Procurement Department, together with the Quality Inspection Department and Technology Department, will improve acceptance standards for incoming raw materials and outsourced parts, and establish a two-person acceptance mechanism. In addition to checking specifications and quantities, product quality inspection reports, material parameters, and performance indicators must be verified. Sampling submission for testing and performance testing procedures will be strictly enforced.
Statistics will be compiled on supplier products that recently failed incoming inspection or had parameter deviations. Suppliers will be interviewed to standardize supply standards. Assessment and elimination mechanisms will be activated for suppliers with repeated quality problems, optimizing the supply chain quality system.
A raw material quality ledger will be established, recording in detail the procurement batch, acceptance results, user team, and quality status, enabling full-process traceability of raw materials.
(IV) Improve Closed-Loop Management and Prevent Problem Recurrence
The Quality Inspection Department will take the lead in establishing a closed-loop quality issue ledger. All quality risks, nonconforming products, and customer feedback issues will be registered one by one, specifying the problem description, responsible party, rectification measures, completion deadline, and re-inspection results-achieving full closed-loop management of "discovery–rectification–review–archiving–prevention."
A quality accountability mechanism will be established. Individuals and teams that cause quality problems due to operational violations, missed inspections, or inadequate performance of duties will be assessed strictly in accordance with company management regulations. Teams with excellent quality performance and zero problems will be commended and incentivized.
Recurring quality problems will be periodically reviewed, and production processes, process standards, and inspection rules will be optimized accordingly to form a long-term prevention mechanism.
The Administration Department, together with the Technology Department and Quality Inspection Department, will organize monthly special training on process skills and quality control covering all employees. The training will focus on new product processes, quality inspection standards, avoidance of common problems, and standardized equipment operation.
A mentorship program pairing experienced staff with newcomers will be established to improve new employees' operating capabilities. Regular assessments of process practical operations and quality inspection skills will be conducted, with results linked to job performance-driving all employees to improve their professional capabilities and quality awareness.
VI. Overall Requirements for Next Steps
Raise awareness and hold fast to the quality bottom line. All employees must fully recognize that the quality of electrical products is the core foundation for the company's survival and development. They must abandon the mistaken mindset of prioritizing output over quality and embed standardized, refined, and well-regulated operations throughout the entire production process.
Fulfill job responsibilities and strengthen implementation. Department and team leaders are the first responsible persons for quality. They must strictly implement all arrangements made at this meeting, refine the division of work, cascade responsibilities level by level, and eliminate buck-passing and perfunctory rectification.
Maintain routine control and establish long-term mechanisms. The company must move away from a stage-based rectification mindset, integrate quality control into daily production work, and continuously optimize process standards, inspection workflows, and assessment mechanisms. It should routinely carry out risk identification and quality improvement rectification, steadily enhancing the quality and market competitiveness of the company's electrical products.
VII. Conclusion
This meeting identified the current shortcomings in production quality, the direction for rectification, and the work requirements. All departments must strictly follow the meeting arrangements, complete all rectification and quality improvement tasks on time and to the required standard, fully implement closed-loop management, and ensure the steady improvement of product quality and the efficient and orderly progress of production.
