The operation of quality management system in enterprises, some like a duck to water, some become a burden, more and more heavy. This 16 line of the seven-character truth of vomiting blood is a true portrayal of some enterprises. Compare, change if you have it, and encourage if you don't.
0 1
Unclear responsibilities, wheels turning.
The division of departmental responsibility, post responsibility and personnel responsibility is unclear, and they shirk each other whenever there is a sign of trouble.
It is necessary to clarify the responsibilities of departments, posts and personnel, achieve the unity of responsibilities and rights, and implement relevant effective assessments.
02
The document is out of control and illegible.
Where document guidance is needed, no document is established, the document requirements are not clear, the document lacks maneuverability, and the document is just "decoration";
The required documents should be established according to the needs, and clear requirements should be put forward to ensure strong operability and evidence-based work.
03
Goal setting is a bit difficult.
Failing to realize the necessity of setting goals, arbitrarily customizing (not "setting") or changing flexible goals according to different needs, lacking management and assessment of goals;
Implement real management by objectives, formulate useful, feasible and inspiring goals, establish corresponding goals at various functions and levels, and conduct practical, comprehensive and effective assessment of goals.
04
Lack of records and false evidence
There is no requirement for all kinds of records, and the records are incomplete, irregular and even fraudulent;
We should determine various recording requirements, specify recording methods and specific requirements, evaluate system operation, product process control and product quality by using recording results, accumulate useful data, and draw development trends and conclusions from data analysis.
05
No one cares about the qualifications of personnel.
Whether the post personnel can be competent is uncertain, and there is a lack of qualification evaluation, identification and pre-job training for the post personnel;
The qualification requirements of post personnel shall be stipulated, and whether post personnel are competent shall be assessed and determined.
06
In order to make up for the training of appearance
Lack of appropriate training, let alone targeted training, training is only to cope with external audit;
A targeted training plan should be formulated and effectively implemented, and the training effect should be evaluated to verify the effectiveness of the training.
07
R&D gaibian home-cooked dish
There is no or only a rough plan for the R&D project. Not clear about the indicators to be achieved by the developed products, lack of attention to the laws, regulations, standards and norms on which the developed products are based, and change the R&D route and scheme at any time according to the actual situation;
The Design and Development Control Procedure shall be strictly implemented, and a series of work such as design and development planning, input, output, review, verification and confirmation shall be carried out as required. When the R&D plan and related work need to be changed, it should be reviewed and confirmed according to the procedures.
08
Supplier change is very casual.
If you don't purchase products according to the list of qualified suppliers, you often use cheap prices as the basis for purchasing, and the quality supervision of purchased products is weak;
Strictly implement the Supplier Management Control Procedure, strengthen the management of suppliers according to the standards of assessment, evaluation and re-evaluation, and strengthen the verification and control of purchased products.
09
Process control is difficult to improve.
Lack of proper control over the process. There are no perfect control measures for various processes to be controlled, and the process is basically controlled by the experience of operators, lacking process records, and it is impossible to trace the reasons when problems occur.
Establish a perfect process control assurance capability, formulate complete and perfect process operation guidance documents and measures when necessary, and ensure product quality through the implementation of the system. The pursuit of Excellence.
10
When the equipment is worn, take care of it.
A perfect equipment management system has not been established, and there are few or no equipment management and maintenance personnel. Equipment resources are not enough to meet production needs, equipment is not used correctly as required, and sometimes product quality is affected by equipment problems;
A perfect equipment management system should be established, and the equipment should be maintained regularly to ensure that the equipment meets the requirements of production and product quality.
1 1
Uncalibrated measuring equipment.
The management of instruments and measuring equipment is chaotic, there is no ledger, there is no annual calibration plan, and instruments and meters that have not been verified or missed inspection are used even in inspection posts;
A perfect management system for measuring equipment should be established, and instruments and meters should be submitted for inspection regularly. It is forbidden to use instruments and meters that have not been verified or missed inspection.
12
Product inspection is not standardized
Many due inspection processes have not been established, inspection specifications have not been fully formulated according to laws, regulations and related standards, product inspection system is not strict, and products are released at will.
Standardized product inspection system should be established and strictly implemented. The formulated inspection specifications cover laws, regulations and relevant standards and specifications, define the responsibility of product release, and summarize and analyze the product quality.
13
Shout the slogan of customer satisfaction
Customer-centered, customer satisfaction is just a slogan, without seriously understanding the needs and wishes of customers. Dealing with customer complaints is just a formality, and evaluating customer satisfaction is only to cope with external audit;
We should pay attention to the problem of ensuring customer satisfaction, and take concrete actions to truly investigate customer satisfaction, and use the results to improve related work, so as to achieve customer satisfaction in all aspects.
14
Cause analysis is superficial.
The analysis of the causes of the problems encountered is limited to the surface, and it is unwilling to pursue more deeper reasons, and give a few simple examples as a response;
It is necessary to establish a real long-term improvement system, form a mechanism to adhere to the implementation of corrective and preventive measures, dig deep into the root causes of realistic and potential problems, and get rid of the so-called cause analysis that emphasizes objective reasons or is limited to the surface.
15
Where can I see continuous improvement?
Continuous improvement is just empty talk. There are no specific improvement requirements and implementation measures, and there is no assessment, encouragement and solidification of effective improvement.
Continuous improvement should run through the whole process of quality management system, and make improvement plans and put them into effective implementation.
16
Certificate in hand, task completed.
The whole task of the quality management system is to obtain the certificate. How to maintain the effective operation of the quality management system and give full play to its due role is not in the work plan and schedule of enterprise leaders;
Enterprise leaders should study the important role of quality management system in ensuring product quality and promoting enterprise development, so that the quality management system can operate effectively, instead of looking for solutions to a lot of unresolved problems.
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