Do you really use a quality management system?

Date：2020/12/16　　Clicks：1100

Quality system management has become a necessity and fashion in all walks of life, but there are not many that can really use it to generate benefits and improve corporate management. Whether the positioning of the quality system management is in an important position of the enterprise determines the attitude of the enterprise towards product quality and the philosophy of the enterprise to operate the enterprise.

Many top managements in the enterprise only care about obtaining the quality management system certification, do not care, understand, or invest in improving the efficiency and effectiveness of the quality management system operation, and even treat the actual quality system management as a subsidiary department, so that leaders and employees The quality system standardization work produces resistance, and everyone still works as they lik. In this way, the long-term development will inevitably lead to the phenomenon of "two skins" in business management.

The quality system procedure document is the summary of quality management in the business process of the enterprise, and it is a normative guidance document, but the procedure document cannot be exhaustive. Only in the management process of production and operation, with the correct quality awareness and thinking according to the cause and effect of the development of things Resolve quality problems through the relationship, and after continuous summary and refinement, the program documents for future guidance are formed. However, the quality management system documents in many enterprises have become a weapon for self-defense of various departments in the real line of enterprise management.


The quality system talks about the basic procedural operation requirements. Under this framework, we use the seven management principles of the quality system to solve the product-related problems in the production and operation of the enterprise, instead of taking any problems in the operation of the enterprise. They all use quality system management to raise questions. In fact, in the process of business management, there are quality system management, personnel system management, financial system management, business decision-making management, etc. The quality system management is only the management of the content related to product quality in the production and operation process. .


Regarding quality system management as one-sided inspectors of leadership instructions, centralized audits, special audits, monthly inspections, quarterly inspections, etc., make all work departments exhausted and annoying. The decline in quality management after certification is inseparable from the leadership's one-sided understanding of quality. The top management of the company must attach great importance to the understanding of quality system documents. The promotion of ISO9001 requires the mobilization of a large number of resources and new intangible resources. It is too difficult and too difficult to rely solely on the strength of the grassroots because of the lack of management authority and control of corporate resources.


The position of quality system administrator is essentially a vacancy. Only when the leader needs to deal with quality accidents, he thinks of things. He treats quality system management as one-sided accident investigators, or just a role that is busy dealing with specific details. It can’t play a role in the standardization of the system’s guidance and operation at all, because there is not enough authorization, no higher job remuneration, and will not consciously or unconsciously be valued among employees. The established quality system management measures and methods cannot be implemented. Still do things according to the "will" of the leader.


The leadership management thinking that only looks at the results but not the process is contrary to the basic principle of the quality management system "method of using the process". Due to the long-term and inherited nature of quality management, the factory must have a 5-year or 10-year plan. Starting from the basic work, the quality concept is implemented into the specific operation process of the organization through policy guidance and methods, and continuous random inspection and supervision are carried out to stabilize and solidify the staff's code of conduct.


The requirements for quality system certification are getting higher and higher. The non-conformances found in the audit should be treated in a correct way. It is not possible to generalize. It is considered that the number of non-conformities and general problems are the failure of quality management. As a leader, we must seriously consider what resources I provide for quality management and how to continuously improve quality system management through auditing non-conformances.


Regardless of whether it is a second-party audit or a third-party audit, it often happens that the communication of the audit agency during the audit cannot be effectively carried out. In fact, the purpose of the audit is to point out to the factory what the problems and deficiencies are. Only when the two parties communicate and confirm, and after they have a thorough understanding of the problem, can they be convinced that the purpose of improvement can be achieved.




The purpose of preparing quality system documents (quality manuals, procedure documents) is to regulate the work of employees. Whether employees consciously carry out their work in accordance with the requirements of the procedure documents is one of the quantitative indicators for evaluating effectiveness. Many companies that have passed certification have the same feeling-the document is easy to compile and difficult to execute. In fact, highlighting systemicity and practicability, "write what you need, do what you write, remember what you do." Using tabular operations on quality records will achieve good expected results.


Earnestly carrying out quality internal audit work is an important part of the quality system management. It is necessary to be able to conduct the audit horizontally and vertically, covering the entire company, and self-correction. Practice has proved that even if the company has passed the quality system certification, the quality system will always have such problems in actual operation. If there is no mechanism for continuously discovering problems, solving problems, and continuous improvement and continuous improvement, there will be various problems that affect the operation of the quality system, gradually making the operation of the quality system difficult, and ultimately leading to the existence of the quality system in name only. Generally, internal audit, based on internal hierarchical relationships, usually does not audit management, which is actually wrong. Because the management's attitude towards quality will directly affect the staff's attitude towards quality work.


Quality cost is one of the quantitative indicators to evaluate the level of quality management. The quality of a company without benefit can be imagined. Enterprise quality work embodies the thought of quality management-seven basic principles, regard "customers as God", and pay attention to the quality of products provided to customers. Customer satisfaction, there is actually a lot of communication and understanding. In the course of business operation, quality management must proceed from the actual situation of the enterprise, and cannot blindly follow all the requirements of customers. Some requirements beyond the enterprise's ability to withstand improvement should be resolved through communication.


The quality of products and services is guaranteed through process-oriented work specifications. For any non-conforming product, the cause of the non-conformity must be identified, and it can be effectively traced back to the responsible person. Even if it is not punished, only exposure can improve quality awareness. The role of. The recurring non-conformities should be tracked and closed-loop focused, and employees should be given factual education through quality cases and quality analysis meetings.


At work, some employees and even grassroots managers find it difficult to understand why simple tasks are broken down into so many links. They have to get work instructions. Wouldn't we be able to make good products without this? Many people often complain: If we follow this, we don't have to do anything. Once there is a conflict between the quality control department and the production department, the business operators (management) hope more that the products are almost the same, and they should focus on production and sales. So many times, the quality system management of the enterprise is helpless. As an important part of the management of the manufacturing industry and the entire enterprise and public institutions, quality system management requires the continuous attention and authorization of the senior management, the continuous improvement of quality employees, and the participation of the entire organization's PDCA spiral quality loop. Only in this way can the quality of the organization be improved and the quality level can be raised.