First, the audit and certification according to one's ability is not taken for granted for any enterprise, and must be based on certain management and economic strength. In order to get the certification certificate, some enterprises participated in the certification that passed the standard, but in the end they fell short. Not only did they not get the certificate, but they caused the loss of manpower and material resources. Some enterprises have passed the certification in order to obtain the certificate, but there is no standardized management, which greatly increases the internal friction of enterprises, makes leaders and employees have resistance to the quality system, and the certificate has formed a piece of waste paper. 1998, changhong company's rules and regulations are basically sound, with more than 60 managers of various types, and the organizational structure and management responsibilities of various departments are complete. Standardized management, enterprise demand in line with international standards and strong support from the Group have met the requirements for passing the standard certification. After discussion by the top management, it was decided to officially start the certification of standard implementation in June of 1998. Second, the role of leadership The concept and attitude of the leaders of small and medium-sized enterprises to the implementation of quality and standards directly affect the process of the implementation of standards. It can be said that the attention of leaders is the cornerstone and backing of the establishment, maintenance and standardized operation of an enterprise quality system. Experience has proved that many enterprises give up halfway in the audit and certification or the decline of quality management after certification is inseparable from the lack of attention of leaders. At the beginning of the standard implementation, the company's senior management attached great importance to it, and made it the top priority of the annual work plan. They invested considerable time and energy, deepened their understanding of the quality system documents, set an example, and formulated a strict reward and punishment system, which created a positive standard implementation atmosphere in the whole enterprise. This is also an important reason why enterprises can pass the certification and registration at one time. After obtaining the certificate, the senior managers of many enterprises often pay little attention to the implementation of the standards, mainly because in the early stage of implementing the standards, they emphasize the understanding of obtaining the certificate, rather than the understanding of the importance of establishing the quality system. Changhong Company's "manager-driven mode" and "beneficiary" (mainly customers) dual-drive mode are obvious signs that senior managers attach importance to implementing standard work after passing certification. After the certification, the top management has made a long-term plan for the implementation of standards, determined the goal, basic direction and ways of continuous improvement, advocated the practice of improvement throughout the enterprise, cultivated the awareness and values of continuous improvement, and prevented managers at all levels from having the wrong idea of putting guns into storage and putting horses into the mountains after certification. Third, the understanding of all employees is only the basis for management to attach importance to the implementation of standards, and it must rely on the participation and support of all employees. If the quality system is only valued by the leaders and not seriously implemented by the grass-roots personnel, then the quality system will exist in name only. How to improve the initiative, enthusiasm, creativity and cooperation of all employees is the key to the effective operation of the system. At the beginning of the implementation of the standards, the company leaders were fully responsible, grasped the overall situation, correctly guided and took the helm of the certification work. All departments and personnel at all levels of the company are meticulous and United, and strive to do all the work well, especially in the control of nonconformities and corrective and preventive measures. They have changed the old concepts, methods and traditions followed in the past few years and adopted management procedures that meet the requirements of ISO900 1 quality standards, making the operating procedures standardized, reasonable and feasible. Fourth, it is important to implement it. Many certified enterprises will feel the same way-it is difficult to prepare documents. From the beginning, we attached importance to the operability of the program files, and revised the operability of the program files twice. When writing the quality manual and program files, we repeatedly demonstrated and revised them from top to bottom, and achieved effective communication in all aspects. When setting goals, the management of the company has studied and solicited many suggestions for many times to make the quality policy concise and easy to remember. Quantify the quality objectives as much as possible, make them operable, and lay a solid foundation for the implementation of the quality system in the future. At the same time, under the premise of ensuring that the quality manual and program documents meet the standards, we should highlight the practicality and try our best to implement them smoothly without feeling embarrassed or embarrassed. Executable documents (external documents such as enterprise internal control standards, process technology operating rules, management systems and plans, national standards, industry standards, etc.) are defined objectively, and the enterprise internal control standards and process operating rules are revised again, and complicated clauses are deleted, so that mature operating experience is integrated into them with concise description, which is convenient for implementation during operation. Quality records should be in the form of tables as far as possible, and the key points should be highlighted when designing tables to ensure that there are no omissions and redundant items. The above aspects ensure that the quality system is simple and easy to operate. Driven the enthusiasm of the executives, and did not take the record filling and implementation of the quality system as a burden. We also strengthen management on the basis of quality system training, and require all levels of the company to strictly follow ISO900 1 quality management standards and punish those who disobey orders or violate operating procedures, thus ensuring the implementation of the quality system and various rules and regulations on the other hand. V. Promotion after enterprise certification 1. Clear division of labor is the most obvious feature of the enterprise's promotion through certification, which not only solves the duties, responsibilities and rights of each post, but also forms an interrelated network and constructs a quality assurance mechanism of "pursuing perfection and providing users with expected projects and services". Any work, responsibility and relationship are determined in the form of documents, and the degree of standardization has never been seen before, which has changed. Quality assurance has become a rule-based and law-based, which truly embodies the unity of theory and practice, and the consistency of norms and operations. The quality of products (including products and services) can be traced back effectively, and a nonconforming product (products, materials and services) can be easily traced back to the responsible person to find out the reasons for the nonconformity. 2. Broaden the market, enhance the market competitiveness, and enhance the overall strength of the enterprise (including product quality, service quality, management system, company reputation, and resource allocation), so as to improve the visibility of the enterprise and build a brand strategy. т 9001is a unified international standard made by TC Technical Committee on the basis of accumulated and summarized advanced management experience of developed countries in the world. It is conducive to improving the management level of enterprises and the quality of products (products and services), and can provide full protection and trust for customers and third parties. After Changhong Company was certified, its management level, product quality, service awareness, professional skills and other comprehensive strengths were obviously strengthened. In today's increasingly fierce competition in the decoration industry, Changhong Company has broadened the market and enhanced its market competitiveness. After passing the certification, the intransitive verb enterprise should only pay attention to proving that the quality system of the enterprise conforms to the international quality standard of ISO900 1, and ensuring the continuous and effective operation of the quality system is the foundation of enterprise certification. How to ensure the continuous and effective operation of enterprise quality system? Let's briefly describe it from three aspects: 1. Continuously and effectively carry out quality system audit. Passing the quality system certification can only show that the quality system of the enterprise meets and reaches the basic requirements of a quality assurance model in GB/T 19000-ISO9000 family standards. Practice has proved that even if the enterprise has passed the quality system certification, there will always be such and such problems in the actual operation of the quality system. If there is no mechanism for constantly finding and solving problems and constantly improving and improving, there will be various problems that affect the operation of the quality system, which will gradually make the operation of the quality system difficult and the enterprise management will decline. In the end, the quality system will exist in name only. Therefore, in order to prevent the decline of management after certification, the company has defined a documented system such as internal quality audit and management review. Continuously and effectively carry out quality audit, make a correct diagnosis of the operation of the quality system, implement corrective/preventive measures for unqualified or potential unqualified products, make the quality system enter a virtuous circle, and improve the mechanism of continuous improvement. To carry out internal audit continuously and effectively, the attention of leaders is the key, the participation of all staff is the foundation, and the internal auditors are the guarantee for improving the mechanism. How to carry out audit, constantly find problems and supervise the implementation of corrective measures to make them effective. 1) Set up full-time internal auditors, give them considerable authority, fully affirm their work achievements, and stimulate their enthusiasm and initiative. 2) The management representative personally questioned the quality audit work, approved the quality audit plan, coordinated the major problems encountered in the audit, urged the implementation of corrective measures, and emphasized the importance and effectiveness of the audit. 3) Oppose the practice that "reports are flying all over the sky, but the problems cannot be actually solved". Internal auditors should take the initiative to deal with problems and solve daily affairs by themselves, and can't report all problems to the leaders. For problems that you can't solve, report to the leader in time when you have to solve them. Have a keen foresight of potential problems, and report the causes, processes and solutions of adverse consequences to the leaders in time for decision-making. Only in this way can the importance and role of internal auditors be reflected. 4) Oppose people who are not strong in "ability" or lack management knowledge to hold leadership positions. The evaluation of people's management and ability should be based on how many things have been done, not how many things have been done. So as not to make subordinate employees have resistance. The method of quality system inspection adopts "three combinations", combining regular audit with daily supervision audit, combining special audit with professional audit, and combining factor audit with department audit. The combination of the above methods makes the content and scope of quality system inspection more comprehensive and representative, and can truly realize the horizontal-to-edge and vertical-to-bottom audit. If the quality problem cannot be implemented in measures, the evaluation will go through the motions over time, the achievement of reaching the standard will be difficult to consolidate, the enterprise management will decline, the professional ability of internal auditors will not be improved, and the mechanism of self-improvement and self-improvement will be weakened. The more effective measures we have taken are: 1) The audit results are linked to the company's economic responsibility, and rewards and punishments are cashed. We put the quality system audit (daily supervision audit, special audit, management review, etc. ), product quality audit and process quality audit were included in the assessment, accounting for a certain assessment score. The quality control department of the company is responsible for tracking the implementation and rectification of nonconformities or corrective measures until the problem is implemented and improved, and will never stop, and directly report the rectification of the problem to the management representative. 2) Quantify and decompose the audit problems, focus on tracking and closing the recurring nonconformities, and punish and educate those responsible. 3) Pay attention to the training and assessment of internal auditors' professional ability. Internal auditors are required to pay attention to the cultivation of their own business ability. If an internal auditor does not study professional knowledge hard, master the good methods of internal audit in time and understand the new requirements of quality management, it is impossible to complete the audit task well. To this end, send internal auditors to visit the training or hire experts to give lectures and guidance in the company. At the same time, the company organizes internal auditors to exchange experiences and learn from each other. In order to master the professional ability of internal auditors, enterprise organizations track and evaluate the professional ability of internal auditors. 2. Pay attention to internal communication. During the operation of the quality system, the company organizes meetings, special conferences and quality analysis meetings to discuss and solve quality problems among various departments and employees of the company, eliminate departmental barriers and shirk responsibilities, and constantly strengthen the self-improvement mechanism of the quality system. 3. Obtaining ISO900 1 audit certification for new management concepts and new sciences is only the first step for Changhong Company to improve its management level. The total quality management concept of "excellent leadership, customer orientation, continuous improvement and full participation" runs through the whole process of ISO900 1 quality system, which makes the company's quality system integrate new ideas and new cultures, making the quality system more enterprise-specific, flexible and operable.
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