在此我想发表的不是对高新科技领域和新颖管理模式的膜拜景仰。惠普的质量门事件一度引发电脑和IT届的疯狂浪潮。无料可娱的我试图换位思考,从受害者的角度转变成当事人的身份,that is really a funny and heavy try!
Imagine that I am the leader of Hewlett-Packard ltd, what measures would i take balabalabal.......The following boring time is served for my fucking states....what a big mock!
Well, let me begin.
The inferior quality of our products has brought our company a series of negative effects, which seriously damages the company image and reputation of Hewlett-Packard. When it comes to the responsible party, the quality problems directly attribute to QC department. As the quality director, I should be self-critical. What’s more, all the members would actively collaborate together, try every effort to discover the problems and solve them.
Following factors contribute to the great success of HP: the strong product line, the streamlined cost structure and the accelerated growing market forces. However, the strict cost control also led to quality problems. To search for greater market share, HP took blind expansions and unrestrainedly compressed the costs, helps those low-grade parts mixed into product line, finally causing a large area of quality deficiency.
Through some quality problems, such as black screen, crash and overheat we can find most may be resulted from our technical defects. Besides, the management loophole can not be ignored. Why are there so many unqualified components? Because the Quality Supervision and Inspection Department did not pay much attention to computers'quality.
HP ran for profit maximization all the way, spending the least time on the biggest things, yet ignored many really useful aspects. Our computer sales are highly recorded while our after-sale services are not so satisfactory. Since the quality incident happened, our company has taken many measures to make up for customers’ losses. We know that those measures can not solve all the problems and meet all guests’ needs, however, it represents a sense of responsibility which an outstanding enterprise should have. In the past, when customers ran into quality problems, they mainly went to after-sales service. HP Care Pack ever won high praise and brought us big profits. But currently what we should firstly take into account is not the profit but our company’s prestige.
As to our after-sales service, we can do free maintenance and extended warranty. Some models of computers can be directly returned.
In fact, HP authorized service centers are mostly from other enterprise contracting, part of the maintenance centers are perfunctory for consumers, and even some maintenance centers charge extra fees, leading to further intensification of conflicts, virtually played a large turnout on the HP Quality Incident.
How to solve those problems? Here are some recommendations.
First, make apology to the pubic for our error. According to notebook models and faults, we provide free maintenance and extended warranty, and accept some returned computers. Remove part production of the electronic components in other manufacturers, increase self-production. Put further investment in technology research to improve product performance. Rectify the QC department, correct the officers of negligence and strengthen internal management.
Those measures can revive HP, as well as led to some negative parts. Corporate reorganization will cause financial stress. Some of the staffs will be laid off. Free repairs and replacement will greatly reduce the profits, resulted in the frustration of employees. Too much customers’ complaints plummeted the prestige of HP, causing the loss of orders.
During this period, HP is at the cusp. We need to be more careful, more positive, and more hardworking. Even good horses can not never stumble , we have to face up our mistakes. Fully prepare for the comeback of HP.
some comments on HP quality event
《惠普之道》热门书评
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《惠普之道,人文之道》
3有用 1无用 子亱閒讀 2008-11-23
很耽心,由当之无愧的硅谷之父,比尔•休利特(Bill Hewlett)与戴维•帕卡德(David Packard),一手创立的惠普之道,会被急功近利的数字游戏,渐渐地淹没,尤其,是在这一轮经济危机阴影的笼罩下。事实上,作为管理科学里的人文之道—惠普之道,近年来,一直在被怀疑,其是否正在渐渐地陨落。惠...
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伙伴反应
1有用 0无用 SMARTMCU 2009-11-15
读的是一本中文的,但现在根本买不到,找不到了,可惜!到图书馆去。对此书的最深刻的影响是 以前的hp,现在的安捷伦(非现在的HP)坚持的伙伴反应-----所有的创新,都是围绕着伙伴反应展开的。任何一个小企业其实只要坚持这条路,都可以有所成就的,只是急功近利,见小利而动,毁灭了自己。希望现在的HP能够找...
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some comments on HP quality event
0有用 0无用 天桥偶遇 2011-05-21
在此我想发表的不是对高新科技领域和新颖管理模式的膜拜景仰。惠普的质量门事件一度引发电脑和IT届的疯狂浪潮。无料可娱的我试图换位思考,从受害者的角度转变成当事人的身份,that is really a funny and heav...
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站的角度不同,看到和思考的也就不一样
0有用 0无用 draem0507 2015-02-25
本书不厚,却用家常话的方式讲述HP Way.从最开始的斯坦福求学,到跟休利特的友谊,算是开胃菜,跟HP Way没什么关系?接着开始在汽车房开始创业(乔帮主当初创业的时候是不是也受了这个影响呢)到规模壮大增加场地,到改变公司性质(从合伙人到股份制),算是开始入题了。创新、倾听顾客意见、对人的信任、组织...
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惠普之道
0有用 0无用 芯町 2016-04-05
Hewlett–Packard invented such strategies as 'walk–around management', 'flextime', and 'quality cycles'. Always sensitive to the needs of its customers...