Sifangda: the value of an accident

**Abstract** In enterprise operation management, assessment plays a crucial role in performance management. Companies aim to evaluate employee capabilities and control operational activities through structured assessments. Our company is no different; we have an established assessment system with clear standards, where every employee is evaluated, and data is collected by designated personnel. However, a significant incident I "created" for the company a few years ago was not met with any formal assessment, yet it left a deep impression on me and remains one of the most meaningful and unforgettable experiences of my career. It happened many years ago when the boss assigned an important test for a new product. The test was critical, as a successful outcome would lead to the product being sent abroad for trial use. The CEO took great interest in this project, overseeing the process on-site until the product was ready for the next stage, after which he returned to his office to handle administrative tasks. As the supervisor of the quality department, I was tasked with closely monitoring the production testing of this new product to ensure that all stages met the required standards. Every step forward required me to report the quality status to the boss. One day, the CEO called me and asked about the progress. I reported that everything was going smoothly with no issues. He then said, “Once the process is done, come to my office immediately.” I promised, feeling that this experimental product was special and I couldn’t afford to be careless. I kept a close eye on every step, worried that something might go wrong. Finally, the process was completed. The operator of the last stage carefully rolled the diamond composite sheet into a ziplock bag and handed it to me. I carried the bag to the boss’s office on the upper floor. As I was walking down the stairs, the accident occurred—my grip slipped, and the product fell out of the bag. I was mortified. The diamond layers were fragile, and if they collided, they could break. I quickly knelt down, and sure enough, several diamond layers had fallen into the gap. I was stunned. How could I make such a mistake? This was a major product, and the previous efforts were all in vain. There was no way to guarantee the delivery time promised to the customer. What a big mistake! I imagined the consequences—assessment, severe punishment, criticism, and a thorough review. I couldn’t even imagine how the CEO would react. After carefully picking up the product and re-wrapping it, I went to the boss’s office, my face red with embarrassment. I knocked on the door and entered. “Is the product ready?” the boss asked excitedly. “Yes, but…” I stammered, unable to form a coherent sentence. I placed the product on his desk, feeling defeated. I didn’t dare to look at his expression, waiting for him to lose his temper. But nothing happened. The boss simply picked up the product, looked at it for a moment, and said nothing. I felt even more uncomfortable and finally said, “I know this product is very important to the company. I made a mistake, and I accept the company’s assessment and consequences.” To my surprise, the boss responded calmly: “You don’t need to blame yourself. If you had used a tray, this might not have happened. In management, unexpected problems are inevitable. It’s important to plan carefully and prevent them from occurring. Let’s do this test again. From production to delivery, we must consider every step of the transportation process and prevent damage. This time, it wasn’t perfect. You should write a document outlining this standard process. If there’s a similar incident in the future and the process is still practical, we won’t have this problem today. No further action is needed.” After leaving the boss’s office, I felt relieved rather than anxious or frustrated. His handling of the situation showed trust and respect for employees. He didn’t shout or criticize me harshly. His openness reflected a humanized approach to management, and his personality inspired me deeply. I felt a renewed sense of responsibility and set a goal for myself: to ensure the product never breaks under any circumstances. Back at work, I started collecting statistics on secondary waste products over the past three months and analyzed the reasons thoroughly. I also invited workshop directors to discuss practical improvements. One month later, I compiled and released the process document titled “Product Protection Management System,” which was approved and became the basis for the company’s management control and assessment criteria. I fulfilled his expectations and turned this accident into a positive change. This experience has stayed with me for a long time. The effective leadership of the boss taught me that management can turn accidents into opportunities.

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