The so-called SOP is the capitalization of the first letter in the three words of standard operating procedures, that is, standard operating procedures, which describe the standard operating steps and requirements of an event in a unified format to guide and standardize daily work. The essence of SOP is to quantify the details. In more popular terms, SOP is the key control point in the refinement and quantification program. The so-called SOP is the technological process of the whole process (thick line, just the name of the main process). If all kinds of details are added, it is called "management engineering drawing", and some enterprises call it engineering management table, which is the "operation standard book" of specific stations. But from Pei Xia's point of view, it should be a reference operation specification. It should be noted that even if the operating standards of all processes are added together, they are not flowcharts, and their purposes are different.

Let's talk about the relationship between SOP (let's just use this concept) and the model. Some companies have a SOP for each model, the advantage is that it is not easy to mix, and the disadvantage is that it is troublesome to replace it on site. Generally, it is suitable for situations where there are few varieties or great changes. Sometimes one SOP is enough for a series, but it needs skill to write at this time. For example, in my previous company, there were hundreds of departments and few product models, ranging from thousands of products to nearly 65,438+10,000 products in the whole company (not including products that were eliminated in large quantities every year). The company is a business division system, and the preparation of SOP is the responsibility of each department, in both ways. As for which method to adopt, it depends on the specific situation of the company, such as the differences of different models of products, production methods, personnel quality, habits and the number of SOP management personnel. I think it is better to adopt a series of SOPs. For example, the drum department, a department I once managed, has about 600 models. According to the customer, the products are divided into several series, and the management engineering drawing and operation standard book are compiled respectively, because the products of different customers have great differences, while the products of the same customer have little differences. For example, DRUM, SONY, SAMSUNG and JVC have great differences in product structure and technology, but the internal differences of their series are very small, mainly the differences of the heads.

It should also be noted that SOP is a necessary document for manufacturing enterprises, and it is not formulated in response to ISO. If so, the problem of this enterprise must be very big.

Who should be responsible for writing SOP? Generally speaking, it is the technical department (which is the case in large companies because of the fine division of labor) that cooperates with other departments. For example, the production department can review and make suggestions, but the opinions of the production department are for reference only, because the interests of different departments are different, which will involve factors other than technology, and so will the equipment department. The quality department is responsible for the review of procedures and standardization and related post-event management. It is not appropriate for IE engineers to write sop, but it is another matter if they are IE personnel in the technical department.

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