Foreword: In the container industry, product quality is closely tied to a company’s reputation. Creating high-quality products for our customers is not only the enterprise’s pursuit—it is also the unwavering dedication and commitment of every employee who works tirelessly toward this goal.

The COSCO Container's internal publication, "Box Talk," was honored to conduct an in-depth interview with Wan Yongbo, Assistant President of COSCO Container, asking him to share his insights on quality management—as well as his suggestions and perspectives on this critical area.

Q1: 2023 is considered the inaugural year for systematically implementing quality management at the headquarters level—how do you interpret this statement?

Previously, quality management in products was primarily handled autonomously by individual factories. However, since several serious quality disputes emerged at the end of 2019, the headquarters gradually took the lead in initiating certain quality management initiatives. Still, these efforts remained relatively fragmented and lacked a systematic approach—partly due to the headquarters' limited expertise in this area, and partly because this process has also been instrumental in fostering a shared sense of quality awareness across the organization. Looking back now, both the headquarters and most enterprises have, through years of collaborative work, laid a solid foundation for systematically managing product quality in a more integrated and comprehensive manner.

This year, from top-level executives at headquarters to company leaders, we’ve made significantly more substantial progress than in previous years—both in terms of capability and in recognizing the importance of building a robust platform. Of Take this work seriously. Over the past few years, many of our companies have continuously explored and advanced in the practice of quality management, achieving phased results along the way. At this year’s semi-annual Quality Conference, we had the opportunity to visit CIMC Yangshan’s production site firsthand. Personally, I’ve watched Yangshan steadily improve its quality management practices step by step—driven by a well-planned, goal-oriented approach that has yielded remarkable outcomes after three years of dedicated effort. As a result, we can clearly see that… The prerequisite for systematically performing quality work is to ensure thorough planning. Quality management is a systematic undertaking—after all, From Conduct comprehensive development in areas such as policy management, quality management systems, quality improvement capabilities, and quality culture awareness. 。

As the headquarters, we must fully leverage the role of our quality management functions, effectively coordinate all quality-related efforts, and ensure that our quality initiatives are thoroughly implemented. This includes, but is not limited to, sharing best practices from leading enterprises; fostering robust cross-company collaboration around process methodologies and the application of cutting-edge technologies; and supporting individual businesses in continuously enhancing both their quality management approaches and the actual quality of their products. The headquarters should meticulously develop clear policies, strategies, division of responsibilities, and operational mechanisms to guide companies collectively in strengthening their systematic management capabilities—whether it’s aligning on a shared quality culture, launching impactful quality initiatives, or adopting advanced quality management tools. In this process, we will gradually forge our own unique quality methodology system.

Q2: This year, a shared quality culture has emerged across the container group. How do you think we should effectively implement this quality culture?

Through the Quality Conference, we have forged a consensus on our core quality values for the current stage—such as "Delivering value to customers, making products reflect our integrity, and continuously striving for improvement"—as well as the quality philosophy of "Products embody character; how we work reflects who we are." These shared principles serve as a unified theoretical guide, enabling us to sustain and deepen our ongoing efforts in building a robust quality culture while strengthening quality awareness across all enterprises.

We believe every company’s general manager truly values quality—but the question is whether this emphasis remains just talk, or translates into concrete actions, or is embedded in clear strategies and long-term plans. That’s precisely why our quality team must work diligently to both elevate our quality culture at the top and firmly root it at every level of the organization. When it comes to cultural awareness, some people may dismiss it as intangible and unimportant. But let’s remember: even something “intangible” can play a vital role, while tangible efforts always yield real, practical benefits. We must combine the virtual with the real to lead everyone forward. Without supporting activities like themed events, a quality culture remains merely superficial—only by bringing quality to life Motion closely integrated with the scene , only then can it truly be implemented. When companies organize quality-themed activities, they shouldn’t blindly follow trends. Instead, they should clearly define the real purpose of the event and precisely outline the desired outcomes. Only then can the effectiveness of the activity be truly assessed—not just as a mere formality to check off a box. After all, while a quality culture may seem intangible, consistent effort will undoubtedly make it tangible and sustainable over time.

Q3: Could you share your thoughts on quality management?

We often talk about the "people, machines, materials, methods, and environment"—all of which can influence quality in various ways. First and foremost, hardware serves as a critical safeguard for quality, acting as the foundational backbone of any operation. Next, let’s consider the work environment. There’s a concept known as the "Broken Windows Theory," which suggests that when minor signs of neglect or disorder are left unchecked, they can subtly encourage others to follow suit—and even escalate into more serious issues. For instance, if the workplace is messy and chaotic, it’s simply unrealistic to expect employees to embrace quality improvement initiatives. On the contrary, when the work environment is clean, organized, and pleasant, employees naturally feel more motivated to contribute to quality enhancements. Of course, there’s also the matter of employees’ personal qualities and awareness, which presents an even more intricate challenge.

Additionally, Quality work should be scientific, not based on experience. "Ultimately, the foundation of Lean always stems from quality—many of Lean's core concepts are directly tied to quality. It’s a science that requires measurement, data collection, analysis, and even specialized tests or laboratory work. This underscores the importance of treating data with utmost care. Of course, every company operates in its own unique context, with varying levels of capability and readiness. Nevertheless, gathering key data remains essential—it’s undeniably becoming a growing trend. And as part of this evolution, we’re also collaborating closely with IT to drive forward initiatives in digitalization and intelligent automation."

Q4: What do you think is the key to quality management?

Quality improvement hinges on persistence—this is the key. Headquarters is now gradually rolling out several quality initiatives, and I’d like to emphasize to everyone that these efforts are far from being a fleeting trend. It’s not just during Quality Month that we focus on quality; rather, it’s during this one-month period that we’ll intensify our attention to quality-related issues. We’ll implement ongoing activities and measures, actively encouraging more stakeholders to get involved. Moreover, in line with the company’s strategic guidelines set at the beginning of the year, each month should feature tailored quality activities, executed systematically through the PDCA cycle. This approach has been integrated into our daily management practices. We must consistently prioritize and never loosen our grip on quality. Because we are a manufacturing company producing industrial products, without quality, there would be no market—and consequently, the company would have no value or reason to exist. The headquarters will definitely remain committed to this initiative, no matter what market changes we may face in the future. This unwavering dedication is crucial for strengthening the container group's industry position and driving performance growth.

Q5: In terms of quality management, what advice do you have for businesses?

We visited a company for research and found that it has indeed made some progress. But when you think about it carefully, it’s hard to pinpoint exactly where or how this company has improved—or what it does exceptionally well. Currently, our company’s quality level is relatively leading within the industry, and we’ve been steadily advancing over the past few years. Still, many other companies remain stuck in a mediocre position, lacking standout features that could earn them widespread industry recognition. It is recommended that each enterprise, while addressing its weaknesses, also take a deeper look at what exactly constitutes the unique quality strengths of their own business. We hope to improve by focusing on the evaluation of product quality—eliminating E-level items, reducing D-level ones, enhancing C-level items, and increasing A-level products. ， Every enterprise should have its own top-tier quality initiative that can serve as an industry benchmark. Work can revolve around cultivating these standout features, because once a company establishes such highlights, they create a ripple effect—fostering a strong sense of identity and unity within the organization. This, in turn, strengthens the company’s ability to deliver value, elevates both its technical and managerial capabilities, and ultimately enhances customer satisfaction and market competitiveness.

Finally, let’s all take heart from General Manager Huang’s instructions on quality work, delivered at the sector management committee meeting in August: Not only box-making enterprises—but every business sector—must prioritize quality and safety above all else, ensuring there are no risks to product quality. No matter whether it’s a busy or slow period, we must never compromise on quality; instead, we should firmly focus on delivering top-notch product quality and maintaining operational safety.

Source: CIMC Container Internal Publication "Container Talk"