Part 1
Preparation Before the Meeting—Thorough Preparation is Half the Success
[Review the Completion of Previous Work]
Check the completion of action items from previous meeting minutes that have reached their deadlines, focusing on both completion status and effectiveness. If any resolution work remains unfinished, investigate and analyze the reasons for non-completion.
[Complete Quality Indicator Statistics]
Collect and analyze internal and external quality indicators for the period, such as first-pass yield, quality loss rate, scrap loss rate, rework/repair rates, and zero-kilometer failures.
[Analyze Quality Incidents During the Period]
Categorize product quality issues by unit, product, and market. This includes taking photos, recording details, and conducting root cause analysis. Create a PPT presentation to display the location and phenomena of quality issues, analyze the causes, and formulate corrective measures.
[Clarify Meeting Topics Beforehand]
Before the meeting, the quality department manager must determine the topics for discussion and resolution. Quality management personnel should distribute relevant meeting materials to related units and participants in advance. This allows them to understand and consider the discussion items beforehand, thereby improving meeting efficiency.
[Invite Senior Company Leaders to Attend]
If key topics to be discussed are likely to cause significant disagreement and make it difficult to reach a consensus, yet the discussion results will greatly impact quality work, communicate your ideas with senior leaders in advance. Obtain their approval and invite them to participate in the meeting.
Having leaders attend the meeting can easily determine the direction of the meeting. Since your ideas have already been approved by the leaders, the final resolution of the meeting will be the result you expect.
Part 2
Implementation During the Meeting—Effective Control is Key
[Sign-in to Understand Attendance]
Print a sign-in sheet and require attendees to sign in. The purposes of sign-in are:
1. To control attendance on-site and clearly reflect who is absent;
2. To serve as a basis for relevant assessments if there are related evaluation systems, thereby enhancing other departments’ attention to quality meetings;
3. To facilitate the recording of meeting responsible persons. If other departments do not implement resolution matters later or claim ignorance, the meeting sign-in sheet serves as strong evidence.
[Report on Previous Work]
First, report on the completion status and quality of previous work, including unfinished items and reasons, as well as penalty situations. Report on the implementation of previous meeting resolutions and the completion of quality indicators.
[Discuss Current Work Content]
Note that the moderator must control and grasp the speaking time, progress, and theme during the meeting. Content inconsistent with the meeting theme should be stopped.
Also guide everyone to speak on key discussion items to avoid cold situations.
[Arrange Meeting Recording Personnel]
Determine meeting recording personnel to record the main content of each unit’s speeches during the meeting and record meeting resolution items (this work is very important, as the purpose of the meeting is actually to form resolutions).
[Methods for Discovering Problems]
For quality problems that have been discovered, the quality department should establish a “Quality Problem Ledger” (form) by grading issues ABC according to their nature and register the problems.
The quality department should focus on following up A and B class problems and use color management to reflect problem-solving progress. In the quality monthly meeting, conduct periodic reporting and review by month, quarter, and year (C class problems can be managed as observation items), including the addition and closure of various problems.
1. Quality Problem Classification Standards:
A Class – Batch accidents, repetitive defects, quality problems caused by human factors such as violating regulations or operating against rules.
B Class – Quality problems caused by technical factors such as design or process, quality problems caused by lack of regulations or imperfect rules, quality problems caused by both technical factors and management loopholes or weak links.
C Class – Other problems that need improvement.
2. Each A and B class problem must have a “Corrective and Preventive Action Report Form” (8D report), achieving one report per problem, forming a problem-countermeasure-follow-up or PDCA closed loop. Countermeasures should include short-term, medium-term, and long-term solutions.
In the quality monthly meeting, focus on reporting whether the plan has been implemented and the evaluation of implementation effects.
3. For the rectification work of A class and some B class problems, use project-based management methods, establish special project teams, and projectize the problems.
4. The resolution of all quality problems must ultimately have solidified output or transformation, becoming a long-term mechanism. This includes but is not limited to drawing or design changes, process parameter changes, and improvement of operation standards.
5. The quality monthly meeting should report quality problems and solution progress but should not make the quality monthly meeting a lever or dependence for solving problems.
For each quality problem, once discovered, the quality department should organize relevant departments to hold special meetings to discuss and form a “Corrective and Preventive Action Report Form,” solving problems in daily follow-up.
6. For some problems that have not formed closed-loop solutions, they can be discussed in the quality monthly meeting, but relevant departments should be informed of relevant information in advance so that they can prepare for discussion beforehand.
Therefore, the monthly meeting report should be sent to attendees at least 2 working days in advance.
Part 3
Follow-up After the Meeting—Implementation is Fundamental
[Clarify Resolutions and Issue Them]
Clarify all meeting resolutions, including specific work content, time nodes, expected goals, deliverables, and responsible persons, and other key elements, and submit to the company leader in charge for signature confirmation.
[Tracking and Coordination]
The quality department needs to continuously track the implementation process of resolution matters and timely grasp progress. For various problems arising during implementation, actively provide feedback, communicate, and coordinate to remove obstacles for smooth subsequent work progress.
Post time: Nov-07-2025