II
Abstract
KINGFA SCI&TECH CO.,LTD (hereinafter referred to as KINGFA) was established in
1993, and is one of the national innovative private enterprises, which specializes in the R&D,
manufacturing and sales of high-performance materials, ranking number one in scale in China
and number four worldwide in the past 20 years. With the high growth of sales volume by
years, especially the increase of export and the market share in Japanese and Korean
customers, KINGFA nowadays is facing much stringent requirement of product quality. How
to serve our customers well and how to increase their satisfaction have been a new challenge
and task for KINGFA.
After analyzing and studying the successful quality-management experience of foreign
advanced enterprises in this industry, KINGFA has come to realize that only if we adopt those
successful experience to effectively help form our own quality-management system and
corporate culture so as to consummate our working habits and improve our product quality
can our products compete with the products of the benchmarking enterprises, and situate in
vantage situation in the today’s international market.
However, at the beginning, a heated debate for KINGFA internal bringing in of
methodology has come up. Some executives from GE maintained the American quality
management mode is quite abstract and effective, has achieved unprecedented success in
America, saved the lives of many American enterprises, and it is worth our reference and
adoption.On the other hand, some executives from Japan, Korean and China considers that it
is well known that on account of the similarity of race and the national characters between
China and Japan, as long as we adopt those successful management experience, Japanese
quality management mode, and quality culture, we are bound to success.
KINGFA in a heated debate, finally unified understanding, agreed that direct hire
Japanese experts to company work efficiency. However, at the very beginning, the
management model worked well, as time went by, it became unsustainable and in vain
eventually. Nonetheless, it is not that the Japanese management model was with problems, but
why did the quality model of the Japanese expert fail to perform compatibly within KINGFA
Taking along this question, by recognizing Japanese model, KINGFA had enabled the
compatibility of the theory and timely implemented adjusted policies and methods into
manufacturing. Ultimately, through thick and thin, we built up our own quality culture,
consummate our working habits and improved our product quality, which was awarded a
prize for quality control from the Guangdong Provincial Government in 2014.I
摘 要
金发科技股份有限公司（简称金发科技）成立于 1993 年，是目前中国规模最大的
一家主营高新材料研发、生产和销售的国家级创新型民营企业，在其欧亿·体育（中国）有限公司内近 20 年的
时间里始终保持在亚太地区市场第一、全球第四的市场地位。随着金发科技的产品销售
数量在逐年递增，特别是海外及日、韩客户的市场份额不断增加，客户对公司产品的质
量要求不断提升，如何更好地服务好客户，不断提高顾客的满意度，成为了金发科技的
挑战和课题。

金发人在认真地分析研究后认识到，如果我们要想将自己企业的产品质量提升到能
够和欧亿·体育（中国）有限公司标杆企业相抗衡的水平，在国际竞争中处于有利的市场地位，就必须要认真研
究和引进国外先进企业在质量管理方面的成功经验，并将这些经验有效地借鉴到自己企
业质量管理和文化的建设之中，利用质量文化的形成，改变我们的工作习惯，通过工作
习惯的改变，提升我们的产品质量，最终明确我们的质量策略并提升我们的市场竞争能
力。

但是一开始在金发科技的内部对引进的方式方法上，产生了激烈的争论，一部分来
源于美国 GE 等欧美企业的高管认为美国质量管理模式非常简洁和高效，在美国取得了
空前的成功，挽救了众多美国企业的命运，值得我们去借鉴；一部分来源于日韩企业和
中国本土化的高管认为，由于相近的民族特性、国民性格以及日本质量文化取得的丰硕
的管理成果，日本质量管理模式值得我们去借鉴。

金发人在激烈的争论后，终于统一了认识，一致认为直接聘请日本专家来公司工作
效率最高。但是日本专家进入现场后，刚开始效果很明确，但是到了后期日本专家在金
发科技也举步维艰，最后还是无功而返。日本专家先进的管理思路和方法，不存在任何
问题，但是为什么推进不下去呢？金发科技管理人员认真分析原因，重新制定质量战略，
最终利用自己的力量建立了新的质量管理体系，通过质量战略的落地，2014 年一举获得
了广东省政府质量奖的第一名。

本文将重点对金发科技质量管理的改善和质量文化建设策略和过程进行深入地研
究和剖析，说明民营企业在质量管理体系的建立和质量文化的形成过程中，将会遇到的
一些什么样的问题，当遇到这些问题时，应当应用哪些理论工具？而且在不同阶段应当
如何正确地应用这些管理工具和引进什么样的管理模式。

关键词: 质量管理；质量文化；管理模式；日本企业III
This paper will deeply study and analysis focusing on the KINGFA quality management
improvement and quality culture construction strategy and process, the formation process of
the establishment of quality management system and quality culture in private enterprises,
what kind of problems will be met, when faced with these problems, we should use what
theory tools How to correctly apply these management tools and the introduction of what
kind of management mode in different stages.
Key words: quality management; quality culture; management model; Japanese companies