Quality is the lifeline of an enterprise and the cornerstone of winning customer trust. In response to quality issues with individual products in the first three months of this year, the development company recently held a special quality accident analysis meeting. With an attitude of 'self-reflection and in-depth root cause analysis,' the meeting reviewed each quality accident case throughout the year. Previously, the company's product quality was excellent, with few problems occurring, and employees worked with inertial thinking, easily overlooking issues. This meeting was not only a review of past problems but also a comprehensive upgrade of the future quality management system. Senior company leaders, technical teams, and frontline employee representatives gathered together to analyze problems, summarize experiences, and build a solid product quality defense line with a 'zero-tolerance' attitude.

  The meeting conducted a case-by-case analysis of quality incidents over the past 25 years, identifying the causes and assigning responsibilities, and proposed improvement measures. It emphasized a shift from 'passive execution' to 'proactive management,' requiring a clarification process for ambiguous requirements. Response speed determines the quality bottom line; it is better to 'over-confirm' than to 'operate habitually'. Employees from various departments shared their thoughts, shortcomings, improvements, and insights from the meeting, focusing on their responsibilities.

  In his summary, the general manager emphatically stated three key points: quality awareness, quality knowledge, and quality capability are the three core elements of the quality management system. These three elements are interconnected and interact with each other, forming the driving force for improving the quality level of an organization or individual.

  Quality awareness is 'why we do it,' quality knowledge is 'how we do it,' and quality capability is 'how well we can do it.' These three elements form a 'golden triangle' of attitude, theory, and practice; only by their synergistic development can we achieve a spiral upward trend in quality levels.

  The quality accident analysis meeting is not the end, but a new beginning. The development company will use the courage of self-reflection and scientific methods to transform each 'problem' into an opportunity for 'progress.' Under the current circumstances, we strive not to retreat, but to move forward bravely. We welcome your attention to subsequent progress and look forward to witnessing our transformation together!