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From Performance Management Mode to National Prize for Quality
By ZHANG Xiaopeng UpDate
2015-08-10
China Association for Quality (CAQ) organized a 5-day site survey to Shanxi Taigang Stainless Steel Company Limited (STSS), the listed subsidiary of TISCO, for the appraisal of “National Prize for Quality”. The site survey began on the date of July 26, and conducted by an auditing team composed of one team leader, namely Mr. Liang Jian, and other 6 experts.
National Prize for Quality is the top honor in China with regards to product quality. The prize is committed to setting idols in terms of quality by choosing the best ones nationwide. The prize is set to stimulate producers, to popularize the national standard of “evaluation rules for excellent performance”, to improve product quality, service quality and management. By adopting the excellent performance management mode, TISCO has made continuous improvement and stepping-up. 2006 was the first year for TISCO to win a National Prize for Quality. In 2009, TISCO passed the 3-year-confirmation of the prize. This year, since STSS sets eyes on the prize again, the company has done self-diagnosis for several times, improved its innovation work, and further deepened its performance management.
In the initial meeting for site survey on July 28, Mr. Zhang Zhifang, the GM of STSS, extended his welcome and briefly introduced the company to the auditing team. He commented that, STSS would take this survey as a good opportunity for learning and improving. The company would be positive and cooperative to the auditors. The vice GM of the company, Mr. Chai Zhiyong, reported to the auditing team the business processes.
Liang Jian, the team leader of site survey, stated that, the aim for National Prize for Quality was to motivate enterprise to strive for excellence, to continuously improve, and to strengthen competitiveness. The enterprise should focus on quality of product and service, and more on operation quality. By the prize, successful cases will be demonstrated and shared among the national industry. He hoped that the site survey would be a process for learning, improving and elevating for both TISCO and the auditing team.
After the initial meeting, with the accompanier of Mr. Chai Zhiyong, the experts team made plant tours to blast furnace, water treatment center, hot strip mill, stainless steel cold rolling mill and TISCO museum.
In the afternoon, Mr. Gao Xiangming, the chairman of STSS, made a presentation to the experts. His presentation was composed of two parts, i.e. leadership and strategy. Specifically, roles of top managements, organization structure, enterprise social responsibility, constitution and deployment of strategy were introduced. The Chairman stated that, the steel industry was now under unprecedented pressure, under such a background, the site survey to the company was an in-time and overall examination of its performance management mode, as well as a rare opportunity for learning, improving and stepping up. The prize was not the sole target, but the road to gain the prize was what we should pay more respect. On the road, the company carried out performance management mode in a deeper level, put more effort in improving operation and performance, became more veteran and vigorous after increasingly severe competition, and scored more achievements during its sustainable development which benefit both customers and employees. Following the presentation, senior managers of STSS made answers to the questions raised by auditing team.
In the following three days beginning with July 29, the auditing team made thorough and comprehensive site surveys to every necessary field, including leadership, strategy, customer and market, resource, process management and improvement.
On the afternoon of August 1st, the close meeting was held with presence of Mr. Zhang Zhifang, Mr. Chai Zhiyong and related senior managers. In the meeting, the auditing team commented the survey and briefed the survey report. They figured out that, STSS had presented five advantages in terms of leadership, marketing, innovation, equipment, and sustainable development. Facing up severe challenges like overcapacity and depressed demands, the top management is able to find out the correct direction, unite the power and promote the sound development of the company. In terms of marketing, the company develops products with special property and good quality to meet customer’s demands, and explores the market with creative modes. Upholding the core value of “continuous innovation”, STSS has never spared its effort in product and technological innovation. To fulfill the enterprise mission and strategic development, the company has updated its infrastructure and equipment to most advanced level. Besides, the company had dedicated itself to sustainable development by carrying out green development strategy and setting up synergistic mode in which steel-manufacturing, energy transformation and wastes recycling interact with and complement to each other. Meanwhile, the experts pointed out that there were still room to improve for STSS in aspects of constitution and deployment of strategy, establishment of a system to examine, analyze and evaluate performance, as well as the process identification and process design. Mr. Zhang Zhifang, the GM, extended his appreciation for experts’ hard work and contribution, as well as respectfulness to their earnest and precise attitude. He expressed that, the suggestions and opinions raised by experts would be highly stressed and conscientiously analyzed. He said the company would work out a detailed scheme for improvement and correction, so as to heighten the performance management level and to realize sustainable development.