Talking about Several Problems in the Improvement of Quality System

At present, many domestic packaging companies have established quality systems and passed certifications according to ISO9000 standards. Relatively speaking, passing the quality system certification is a short-term job with certain assaults, and improving the quality system requires long-term and unremitting efforts. After some packaging companies passed the certification, they encountered many difficulties in operation. Because they could not continue to improve, they lost the effect of certification, the quality system could not operate effectively, and the quality of products and services still did not improve. Gradually lost the user, lost the market. Therefore, the key to improving the quality system is to improve it. To truly improve the work, the key is to resolve the following contradictions.

I. Quality System and Business Benefits

At the beginning of establishing the quality system according to the ISO 9000 standard, companies must be clear about “why do we establish such a quality system and pass certification? What do we want to obtain?” After passing the certification, the company also needs to ask itself, “What do we get?” .

Less investment and more output are always the goals pursued by companies, and so is the establishment of a quality system. The actual benefits brought about by establishing a quality system and passing certifications to companies can be divided into the following three levels:

1. Established a quality system that meets standards, obtained certification, and improved corporate image.

2. Established a quality system that meets standards, obtained a certificate of authentication, improved corporate image, and significantly improved product quality and quality assurance capabilities.

3. Established a quality system that meets standards, obtained a certificate of certification, improved corporate image, significantly improved product quality and quality assurance capabilities, and through the establishment and improvement of quality systems, comprehensively improved the level of enterprise management and the quality of the company, and even Achieved efficient corporate restructuring and significantly improved corporate efficiency.

At present, a considerable number of enterprises that have passed the quality system certification have only received the first-level gains, and most of them can reach the second level, but few actually reach the third level. In fact, passing certification is only the first step for most companies. Because it is difficult for companies to establish quality systems, it is difficult to reduce their investment. Therefore, enterprises must aim at achieving better results. With the real improvement of product quality as the core, they must continuously improve and optimize the quality system in an all-round manner, and continue to abandon and correct forms. Or impractical things, and through the improvement of the quality system, to promote the overall management level of the enterprise and improve the quality of the company, so that the benefits of establishing a quality system can reach the maximum.

Second, quality system and work efficiency

It is often heard that “many things are too much trouble after the establishment of the quality system”, which is complaining that the establishment and operation of the quality system has reduced the work efficiency. How should this view be analyzed?

The first is to analyze the efficiency under different quality goals. Using three days to produce a 99% part and 99.9% parts in ten days, which is more efficient? How efficient is it to produce a 99.7% aircraft with a capacity of 3 months and a 99.9% aircraft with a capacity of 6 months? You can only respond like this: "The efficiency under different quality objectives is incomparable." If a quality system is established, the overall quality objectives and the quality objectives of each process and the actual quality results are improved, even if it is produced or developed. The extension of the cycle cannot be simply regarded as a decrease in efficiency. Of course, the establishment and improvement of the quality system will often make the quality process more detailed and rigorous, which may make the production or development process more complicated. However, due to the clarity and documentation of the process, the work efficiency can be improved. It is believed that the establishment of a quality system will inevitably lead to an extension of the production or development cycle.

Some people also complained: "We did spend more time but we didn't get higher quality products." Why is this happening? Although some companies have established a quality system in accordance with the standards, many processes have not been strictly implemented as required, which has resulted in a decrease in efficiency. For example, if the reviewers do not really perform the duties of checking, if the inspectors do not perform the inspection duties well in the inspection process, these will lead to a loss of performance and the efficiency will be reduced.

Managers must find and improve inefficient links based on actual conditions to ensure that each process personnel has the appropriate ability to ensure the quality of each process, thus ensuring the realization of the overall quality objectives.

In many cases, the improvement of quality can often increase efficiency. The most important thing to note is that improving the quality of some overall planning work can often make the follow-up work greatly improved in terms of meeting quality requirements. There are many such examples. For example, improving the quality of design planning can improve the efficiency of the design process; improving the quality of the contract book, tender, or outsourcing task can improve the efficiency of the contract implementation process. In the process of quality improvement, special attention should be given to the quality improvement of such work.

Third, quality system and product features

The ISO9000 standard is unique, but the products are diverse. Different quality control processes or methods should be determined for different products. Even in the same company, because of different product processing processes and different product quality characteristics, different methods need to be taken. If you apply it in a nutshell, you will not get the maximum benefit.

Many companies or units that have many types of products and have very different products face more difficulties. For example, an enterprise produces packaging machinery, electronic products, and packaging design software, and at the same time provides training for users. In order to establish a quality system that is suitable for the entire enterprise, it must devote great effort to discriminate between different products without causing any system. And the process of confusion. If a program file is to be used for more than one product, the document must clarify the different requirements for different products or the third-level documents to make further detailed provisions, otherwise, the provisions of this process may be caused by too rough Poor operability or roots are not suitable.

Fourth, quality system and business leaders

Dr. Zhu Lan, an internationally renowned quality expert, once pointed out that 80% of product quality problems in the company are due to leadership and 20% are caused by workers. Leadership issues include: insufficient resources for training, insufficient training for workers, and perhaps the leadership’s emphasis on quality only stays verbally, and does not form a quality value orientation that is recognized by employees, so that workers will inevitably deal with leadership or products. . The problem of workers is often irresponsible and careless production. Dr. Zhu Lan pointed out that this is a universal law of quality issues and it has practical significance for quality improvement.

Corporate leaders or management are the decision makers of enterprises, the makers of regulations and procedures, the distributors of resources, and the supervisors and inspectors of various tasks. Whether setting up quality systems or other important projects, management always plays a key role. Therefore, improving the quality system must be started by the management and led by the management. It is necessary to focus on the overall management of the company and its departments.

Starting from the management to improve the quality system should focus on such a few issues:

1. Whether the management really values ​​quality, whether it has formed a genuine emphasis on product quality by the employees under the leadership of management;

2. Whether the various quality-related policies or procedures formulated by the management are reasonable;

3. Whether the division of responsibilities between top managers and management departments is clear and reasonable, and whether the division of work at each job site is reasonable;

4. Does management have the necessary resources for each job site?

5. Does management provide employees with necessary training;

6. Whether the management has established a reasonable quality reward and punishment system.

V. Quality System and Knowledge Management

"Knowledge management" is a popular management vocabulary in recent years. It was produced after the "knowledge economy" was proposed. With the recognition of the knowledge economy, "knowledge management" has become a new management idea. Knowledge management, in short, is the process of capturing a company’s collective knowledge and skills, and then distributing this knowledge and skills to any place that can help companies achieve maximum output. The goal of knowledge management is to try to deliver the most appropriate knowledge to the most appropriate people at the most appropriate time so that the best decisions can be made and the best results can be achieved. Some people also call knowledge management intellectual capital management. The most important part of corporate knowledge is structural capital. Structural capital includes product standards, corporate strategy and culture, corporate structure and systems, organizational rules and procedures.

The documented quality system requires that all quality-related organizational structures, processes, and rules be clearly defined and documented, and that valid versions of the corresponding documents be available at all sites that play an important role in the effective operation of the quality system. It can be seen that we have unconsciously applied the thoughts and methods of knowledge management while establishing and operating a quality system. The implementation of ISO 9000 is a good foundation for implementing knowledge management.

Of course, although the quality of knowledge involved in the quality system is very wide, there are still limitations. In many cases, we must jump out of the circle of quality system and consider the intellectual capital of the enterprise from the perspective of the entire enterprise. For example, corporate technological knowledge, corporate overall image, business development strategy and expansion plans, a large number of external information, especially the market, customer information, these are important corporate knowledge. In optimizing the quality system and further optimizing the entire enterprise management system, if we can consciously use the idea of ​​knowledge management and implement comprehensive knowledge management, we will raise the enterprise management to a new level.