Both CMMI and ISO9000 are process-centered. In other words, product quality is improved through continuous improvement of technology. How are process quality and product quality positively correlated? Need quality assurance.
. This is also the method that both CMMI and ISO9000 highly admire. However, from the current situation of domestic software enterprises, many enterprises have similar process systems, but the quality of products developed is quite different. There are many reasons for this difference, and the process and its execution mode are one of the most important reasons. Most enterprises practice "takenism" in this way when establishing QA organizations. It's like watching others wear a pair of beautiful shoes, but they want to take them for themselves, which is usually not suitable for them. The result is either big shoes with swollen feet or shoes with cut feet and fit, and the effect can be imagined. What we should do is "measure our feet to buy shoes" and "tailor our clothes". So is the establishment of QA organization. We should first understand the corporate culture, available resources and process maturity, and then choose the appropriate QA organization. Let's discuss the establishment of QA organization from a dynamic perspective. Edit this paragraph to establish the organizational structure.
To establish an organization, the first thing to consider is its organizational structure. Organizational structure not only determines the responsibilities of the post to a great extent, but also determines how to allocate resources. According to the practice of most domestic enterprises, QA organizational structure can be divided into three categories: functional structure, matrix structure and flexible structure combining the two.
Functional structure
In terms of functional structure, each functional department sets up its own QA post, which is subordinate to the senior manager and independent of the project team. QA is directly responsible to the senior manager, but needs to report to the project manager in business, and belongs to the project members. As shown in figure 1. The advantage of this organizational structure is that QA can be easily integrated into the project team, and it is easy to find substantive problems and solve them quickly. The disadvantage is that each functional department is relatively independent, and there is a lack of exchange and sharing of experience between departments, and there may be repeated investment in process, method and tool research. Under this organizational structure, because top managers focus on business development, QA's career development is easily overlooked and it is difficult to get proper training and promotion.
matrix structure
In the matrix structure, a special QA department is set up, which is equal to all business functional departments. QA belongs to the QA department, which is administratively responsible to the QA manager and professionally reports to the senior manager and project manager of the business department. As shown in figure 2. In this organizational structure, the manager of QA department evaluates and authorizes QA, which is conducive to ensuring the independence and objectivity of QA, and also to ensuring the balance between the long-term interests of the organization and the short-term interests of the project (or individual). QA resources are shared by all projects, which can be dynamically allocated according to project priorities to make full use of resources, but there may also be resource competition conflicts. In addition, the QA department is responsible for the improvement of QA process, the management of QA knowledge and the training of QA personnel, and can concentrate resources on the construction of QA platform to prevent repeated investment. On the other hand, in the matrix structure, QA is difficult to integrate into the project team, and the problems found are rarely solved in time and effectively.
flexible construction
Flexible structure is a mixed form of functional structure and matrix structure, and QA group is based on functional structure.
The QA group is a professional group.
The QA team is a professional team, not an administrative organization. The leader of QAG can be appointed by the quality management department or concurrently appointed by the QA of the business department. Like a functional organization, QA is directly responsible to the senior manager, but reports to the project manager and QAG business leaders. Flexible structure absorbs many advantages of functional structure and matrix structure, which is not only conducive to the integration of QA into the project team, to the sharing of experience between departments, but also to the improvement of QA ability. QAG leaders can extract the * * * problems of each project from the QA reports of various departments for process improvement at the organizational level. Enterprises can also promote the combination of QA professional research and application by granting QAG leaders different rights, such as assigning QA management to senior managers according to the 20/80 principle. Edit this paragraph to determine job responsibilities.
In CMMI, the main work of QA is process review and product audit. From the practical experience, it is difficult for QA to reflect the value of QA only by completing these two tasks. In order to make the output of QA organization greater than the input of the organization and realize value-added, the responsibilities of QA should be appropriately increased according to the needs of enterprises, such as process guidance, process measurement and process improvement. Process guidance is mainly to assist the project manager to make the project plan in the early stage of the project (including assisting in defining or modifying the project process and process model, assisting in project estimation, establishing project acceptance criteria, setting quality objectives, etc.). ), training project members on processes and specifications, and giving guidance in the process. In CMMI ML2 level, process measurement (including product measurement) has become an independent process domain, but it is a * * * requirement of all processes. Especially, the higher the maturity, the higher the requirements for measurement and the greater the difficulty. This needs professionals to be responsible, and QA is a good choice. The main responsibilities include collecting, counting and analyzing measurement data to support management information requirements. Process improvement is mainly the responsibility of CMMI EPG company. But in fact, QA is closer to the process implementation environment. If you know more about the operation of the process, it is easier to find the "shortest piece in the bucket". At the same time, QA is also an important driving force to improve the trial execution process. After understanding these tasks of QA, do you think the QA responsibilities of each enterprise should be the same or similar? At present, the present situation of many domestic enterprises is indeed like this, which is also a very important factor that the overall effect of QA is not high. When determining QA responsibilities, we should consider our own needs and environment, mainly including business needs, process maturity level and corporate culture. Business requirements mainly determine what work QA needs to complete. For example, in the peer review process, QA can assist in the review and organize meetings; In the case of outsourcing, QA may need to play a role in monitoring the outsourcer. Edit this paragraph clothing QA responsibilities
1. Proficient in the production process of all kinds of wool garments. 2. Be able to independently make production process sheets and approve plates. 3. Be able to timely and preventively control the delivery date, quality problems and the progress of the production process. 4. Rich contact experience in various yarns, yarn dyeing, hanging dyeing, embroidery and hand knitting. The general post requirement is 1. Skilled in operating office software; 2. Experience in garment production technology management, proficient in garment production machinery and overall production monitoring; Including process, process requirements, plate type, quality requirements, etc. 3. Proficient in printing, embroidery, beading, washing and other production processes; 4. Familiar with the appearance judgment of various raw materials; 5. Be familiar with the national quality standards for clothing and textile products (AQL inspection standards); It is very important to edit the QA responsibility assignment in this section.
Process maturity is a very important factor affecting the distribution of QA responsibilities. Different levels of maturity require different QA assignments, as shown in Figure 4. At the low maturity level, it is necessary to extract the best practices of each project to define the process and guide the trial implementation of the process. QA has done the most work in this regard. With the improvement, institutionalization and implementation of the process, the focus of QA has gradually shifted to process review and product audit. When the enterprise's process maturity reaches level 4 or level 5, it has become a habit for employees to follow the process, and the demand for process and product review has decreased, while the optimization of measurement and process capability has become the focus of QA. Corporate culture is like air to QA. It is invisible, but deeply influenced by it. For example, in an enterprise with active atmosphere, high technology and strong innovation ability, QA should be inclined to service responsibilities; In an enterprise with strong discipline, low technology and mature rules and regulations, QA should tend to supervise its duties. Edit this section to configure the position personnel.
In the process of establishing the organizational structure, QA posts have been set up, and now it is necessary to equip the posts with sufficient resources, especially to allocate post personnel. Generally speaking, QA personnel can be divided into two categories according to the characteristics of enterprises: full-time and part-time full-time are to set up special QA personnel whose main responsibility is quality assurance. When setting up this kind of personnel, the most important thing is to consider whether his knowledge, skills and quality meet the requirements of the organization and post. These requirements are based on differences in corporate culture and maturity. For example, for an enterprise with weak sense of cooperation and strong bureaucracy, communication may be an important quality requirement of QA; For enterprises with low maturity and no institutionalized standard process, understanding the business and mastering QA professional knowledge may be the most important criteria for choosing QA. Part-time job is to assign engineers to other functional departments or projects to participate in QA work, and each engineer acts as a potential QA. This is also an optional scheme for QA staffing, which is generally suitable for an open and quality-oriented culture, and in turn can greatly promote the construction of quality culture. However, this scheme should be carefully combined with organizational systems, such as reward and punishment system and cost system, otherwise it will easily lead to conflicts of interest. Because the concept of QA was introduced into China soon, QA talents are quite scarce. In order to get enough resources to complete QA work, job rotation can also be adopted. For example, project managers are allowed to rotate between project management positions and QA positions, and certain QA work experience is a necessary condition for project managers to take up their posts. On the one hand, it solves the shortage of QA resources, on the other hand, it also promotes the rotation personnel to integrate QA ideas and methods into development and project management, and improve product quality to a greater extent. From the above analysis, it can be seen that the establishment of QA organization needs to dynamically consider corporate culture, available resources, process maturity level and other factors, so as to "adapt to local conditions" instead of copying mechanically. First of all, we should establish an appropriate organizational structure, in which QA posts and reporting channels are established. The next step is to determine the job responsibilities and allocate the appropriate QA personnel according to the requirements of the job responsibilities. Only after the integration of organizational structure, post responsibilities and post personnel setting can we give full play to the value of QA and ensure continuous improvement of product quality.
QA is the abbreviation of English QUALITY ASSURANCE, and Chinese means quality assurance. It is defined in ISO8402 as "all planned and systematic activities implemented in the quality management system, and verified as required to provide sufficient trust to show that the entity can meet the quality requirements". Some organizations that implement ISO9000 will set up such departments or posts to be responsible for the quality assurance functions required by ISO9000 standards, and the personnel who hold such jobs are called QA personnel.
QA is the last factory inspector, and it is also a sampling inspection.
QE: Quality Engineer (Quality Engineer)
The main responsibilities of QE are as follows: a. Responsible for product quality control in the whole production process from sample to mass production, seeking to improve product quality by testing, controlling and improving the process; B. Be responsible for solving quality problems in product production, handling quality anomalies and improving quality; Track product quality, handle customer complaints and provide solutions; D. formulate various inspection standards and documents related to quality. Guide outsourcing factories to improve quality, analyze and improve defective materials. Handle customer complaints, lead the quality meeting review, and reply to the customer's improvement report for 8 days. At present, QE is roughly divided into several categories according to the work content in this paragraph:
1. Reliability test. System introduction and maintenance. Process anomaly analysis iv. Customer complaints. New product analysis (QE) programming, SIP programming, 6. Instrument calibration 7. Supplier consulting/auditing (SQE) collaboration improvement 8. As the education and training of QE, the most basic thing is to master SPC, a statistical analysis tool, and then the various properties of materials. Ability and experience in analyzing and solving problems. PQE: Process quality engineer, focusing on being familiar with product flow, analyzing and solving quality problems in product manufacturing. MQE: Material quality engineer, focusing on being familiar with the properties, storage conditions and methods of various raw materials and semi-finished products. CQE: Customer Quality Engineer, focusing on the customer complaint handling process and writing the 8D report. SQE: supplier quality engineer, focusing on being familiar with supplier management, supervising and assisting suppliers to improve quality.
1: The information related to the customer includes:
Customer and user surveys; Feedback on products; Customer requirements and contract information; Data provided by the service system; Customer complaints; The result of direct communication with customers; Questionnaires and surveys; Commissioned data collection and analysis; Feedback from relevant groups; Reports of consumer organizations; Various media reports; The results of industry research; Expectation and review of customer needs; Customer's needs and expectations are translated into requirements; Customer satisfaction survey data; Customer complaint information; After sales service information.
2. Market analysis information includes:
Market-related factors, such as technology, R&D and demand dynamics; The performance of competitors; The results of horizontal comparison activities; Market evaluation and strategic research results; Market opportunities, disadvantages and advantages of future competition; The actual and potential impacts of products, processes and activities on society (especially communities); Market demand; Feedback on products; Fault investigation activities; Market risk identification.
3. Non-conformity report
It can provide a basis for summing up experience and analyzing improvement activities. Among them, unqualified products include unqualified products in the process of realization and unqualified products in the process of support. Attention should also be paid to the unqualified information that has been corrected in normal work. This kind of data can provide valuable information and reference for quality improvement activities. 4. Quality records include: management review records, training records, product requirements review records, design and development records, supplier evaluation records, product identification, product and process measurement and monitoring records, customer property problems records, process confirmation records, measurement and monitoring device approval basis and results records, and internal audit results records.
5. Information of other interested parties includes:
The needs and expectations of other interested parties; Complaints from other interested parties; Measurement and monitoring results of the satisfaction of interested parties; Contract requirements; Competitor analysis; Horizontal contrast; Requirements and changes of laws and regulations; The influence of external environment and resources, such as energy, human resources, traffic, environment and safety; Requirements and feedback expressed by interested parties; Verification results of purchased products; Measurement and monitoring results of the supplier; Verification or evaluation results of supplier processes (such as key processes, special processes, key positions, quality management system, etc.). ); Implementing the quality system of additional industries requires editing the quantitative easing policy in this paragraph.
QE: Quantitative easing (QE) refers to the expansion of a certain amount of currency issuance, and easing is to reduce the pressure on bank reserves to inject capital. When the securities of banks and financial institutions were acquired by the central bank, the newly issued coins were successfully put into the private banking system. It mainly refers to the intervention of the central bank to increase the supply of base money and inject a lot of liquidity into the market by purchasing medium and long-term bonds such as treasury bonds after implementing the policy of zero interest rate or near zero interest rate. Unlike traditional tools such as interest rate leverage, quantitative easing is regarded as an unconventional tool. Compared with the daily trading of short-term treasury bonds by the central bank in the open market, the treasury bonds involved in quantitative easing policy are not only much larger in amount, but also longer in duration.