Quality is the lifeline of an enterprise and the foundation for market competitiveness. On September 1, Zhuzhou Zopoise Technology Co., Ltd. successfully launched its 2025 Quality Month kick-off meeting. All employees gathered to initiate the campaign themed "Strive for Zero Defects, Fully Build Reliability", responding to the "Quality-Oriented Nation" initiative with concrete actions to reverse quality challenges and inject strong momentum into the company's development.

I. Three Core Tasks: Defining Quality Improvement Goals

With the slogan "Power the Future, Win the Market with Quality", this one-month Quality Month (September 1-30) focuses on three key objectives:

  • Full Awareness Coverage: Ensure 100% implementation of quality awareness training for all employees, embedding "Quality First" in everyone’s mindset;

  • Process Optimization: Led by the Production Technology Department, improve or optimize 3 key production processes and inspection standards to eliminate production bottlenecks;

  • Problem-Solving: Led by the R&D Department, launch projects to address 3 critical pain points and fully resolve major quality issues reported by customers.

II. Four Phased Steps: Making Quality Improvement Traceable

Manager Sun Hongbing from the Quality Department detailed the overall Quality Month plan, including phase divisions, departmental responsibilities, key targets (e.g., defect correction rate, training coverage), and implementation requirements to ensure all departments understand their direction:

1. Kick-off & Awareness Phase (Sept 1-5): HR and Quality Departments jointly conduct quality awareness training (with assessments) for all employees; post quality promotion materials in workshops and offices to foster a "quality-focused" culture.

2. Implementation & Problem-Solving Phase (Sept 6-24):

  • "Eagle Eye" Defect Inspection: Expose issues via a "Quality Red-Black List"; team leaders conduct weekly inspections; 2-day response to corrections (2 points added for timely fixes, 2 points deducted for delays) with progress updates;

  • "Zero Defect" Initiative: Form teams to resolve 3 critical issues; optimize processes and introduce error-proofing devices;

  • Quality Benchmark Line Evaluation: Assess production lines based on "5S (7S in Chinese context), standardized operations, first-pass yield"; award the "Quality Mobile Flag" to top performers;

  • Skill & Knowledge Competitions: Cover inspection equipment operation, soldering, blind sample testing (for Manufacturing, Quality, and Production Technology Departments); knowledge contests (4-person teams, 2 points added for correct answers, 2 deducted for wrong ones) to enhance skills through competition.

3. Culture Integration Phase (Whole Month): Collect "I Speak for Quality" short videos; Purchasing and Quality Departments share material quality data, provide on-site guidance to high-risk suppliers; encourage all employees to submit improvement proposals (points awarded, linked to monthly performance).

4.Summary & Standardization Phase (Sept 25-30): Hold a results conference to award outstanding proposals, competition winners, and quality models; summarize typical cases into Handbook for Preventing Recurrence of Typical Quality Issues for company-wide training; set 2026 quality targets and action plans.

III. Targeting Pain Points to Remove Development Barriers

Data Report & Department Commitments: Guided by Problems, Driven by Commitments

At the meeting, the PMC Department reported August’s production anomaly data: 80 on-site anomalies, with incoming material defects accounting for the largest share (no significant year-on-year improvement). Chairman Zhong Taibao highlighted the core issue: recent quality problems have led to a sharp drop in orders from key customers, putting the company at severe operational risk.

In response, departments clarified correction directions:

· Purchasing Department: Establish a supplier qualification system; assign dedicated staff to pre-inspect incoming materials; implement balanced production scheduling to avoid quality declines from rushed work;

· R&D Department: Adhere to "Quality First, Cost Second"; reduce quality risks at the source through "low-spec version" product reviews, optimized design processes, and improved reliability verification standards.

These commitments are not empty slogans but concrete action plans aligned with Quality Month goals, turning the kick-off meeting into a "responsibility implementation session" and translating "full participation" from a concept to a traceable action plan.

IV. Quality "1-2-3 Management Principle": Upholding Responsibility

Chairman Zhong Taibao delivered a closing speech, affirming previous quality efforts by all departments, emphasizing that "quality is the enterprise’s lifeline", and outlining expectations for the Quality Month to boost employee confidence.

He proposed the "1-2-3 Quality Management Principle" as a guide for all employees:

· 1 Core: Always customer demand-oriented;

· 2 Main Lines: Smooth forward processes (system, standards, technology); dig deep into reverse problems (identify root causes thoroughly);

· 3 Key Focuses: Concentrate resources to resolve 3 core quality issues.

He also stressed that quality improvement requires full-factor management (people, machines, materials, methods, environment) and full employee participation—everyone is the primary responsible person for quality. Details matter: from standardized operations to proactive problem reporting, and from equipment maintenance to on-site management.

V. Making Quality Zhongpusen’s "Underlying Logic"

The kick-off meeting not only clarified workflows and goals but also built three core consensuses:

· Fullfactor Collaboration & Closedloop Management: Align with "people, machines, materials, methods, environment" requirements; promote departments (R&D, production, purchasing) to address weaknesses and strengthen coordination to avoid one-sided efforts and ensure no gaps in quality control;

· Root Cause Identification First, Implementation Second: For quality pain points, analyze root causes thoroughly before developing actionable measures; implement corrections without compromise, reject formalistic fixes, and ensure tangible results from every step;

· Full Participation & Shared Responsibility: Clarify that every role is responsible for qualityR&D for design reliability, production for operational standardization, purchasing for material quality; take "zero defects" as the work standard to integrate quality awareness into daily operations.

VI. Embracing the "Zero Defect" Commitment to Quality

September’s Quality Month is a "milestone", not an "end" for zopoise’s quality efforts. When "zero defects" evolves from an "activity goal" to a "work habit", and "reliability" shifts from a "product requirement" to the company’s "DNA", Zopoisen will maintain an unbeatable position in the new energy charging pile industry.

We invite every zopoisen employee to join us: treat every detail with a "critical eye", address every problem with a "resolute spirit", build "reliable" products with our hands, and demonstrate the value of quality through our actions—because we firmly believe: Quality wins, enterprise wins; craftsmanship endures, future endures!