Most small and medium-sized enterprises face severe homogenization of their products, and the products themselves do not have much added value in terms of skills. Therefore, the customers who use the products collectively have detailed requirements and expectations for quality at different times. The boss and quality control of precision parts processing manufacturers must always maintain precise control, as excessive quality can result in the company adding various planning, inspection, and prevention costs. Therefore, the better the quality, the higher the profit. Quality control should be above the low standards that customers can accept.

The vast majority of small and medium-sized private enterprises seek to provide customers with an experience of product quality that is not inferior to that of their competitors at the same price. The intention of opening a factory is only one: to generate profits. Improving quality may not necessarily make the boss directly profitable, but the increase in output value and cost savings brought about by the increase in power are visible to the naked eye. The improvement of various handling actions and problems such as factory management, delivery, quality control, materials, personnel, etc. are all aimed at reducing costs and increasing efficiency, and achieving more profits for the company.

Under the increasingly severe conditions for the survival of the entire manufacturing industry, especially small and medium-sized private enterprises, it is unrealistic and irrational to unilaterally seek quality or power. So quality control should focus more on improving quality from the perspectives of quality capital and company earnings. For example, if the supplier's unit price is very low but the quality is poor, what the boss can see is that the purchase report unit price is lower than other suppliers, which can save the company money, but what he cannot see is that the supplier's quality is poor, giving the company various quality costs and losses. So, quality control in small and medium-sized manufacturing will calculate the cost of quality before making quality improvements, which is the most effective way to achieve twice the result with half the effort.

Similarly, production managers also need to continue to improve our production power and increase output value while ensuring basic production quality, rather than blaming quality for quality problems. Together, we can increase power and profit for the enterprise. This is the way to go!