Therefore, the text materials of this study mainly refer to ISO9004 and the domestic draft for comments, while the video materials are the courseware taught by Mr. Wang Jinde, vice president of Shanghai Institute of Quality Management Science, on CCAA training platform.
The first three chapters are consistent with ISO series standards, namely, scope, normative reference documents, terms and definitions.
Chapter five, organizational environment. Organizations are not isolated from society. In order to achieve the sustainable success of organizations, we must consider their environment. Focusing needs to consider the related parties, external factors and internal factors of the organization. For the management of stakeholders, it is necessary to first identify the stakeholders related to the organization, then identify the needs and expectations of these stakeholders, determine the needs and expectations that need to be solved, and establish a process to meet the needs and expectations of these stakeholders. For internal and external factors, what the organization needs to do is to identify, confirm, monitor and evaluate, and consider any results of the measures taken.
Chapter six, organizational characteristics. An organization is defined by its characteristics and environment. The characteristics of the organization include: (1) mission: the purpose of the organization's existence; (2) Vision: the desire that the organization expects to realize; (3) Values: the principles and thinking patterns that organizations follow when dealing with problems; (4) Culture: beliefs, history, ethics, behaviors and attitudes related to organizational characteristics.
Chapter VII, Leadership. The protagonist in the seventh chapter of ISO9004 is different from the protagonist in the fifth chapter of ISO900 1. The leading role of ISO9004 is to realize the leading role of organizational quality, while the leading role of ISO900 1 is more focused on the leading role of products and services. But no matter which standard, leadership is crucial. As Mao Zedong said, after the political line is determined, cadres are the decisive factor. For the quality of the organization, the leading role lies in formulating and conveying the principles, strategies and objectives of the organization. Regarding the quality of products and services of ISO900 1, the leading role lies in formulating quality policies, quality objectives and quality competition strategies.
Chapter 8, Process Management. For the sustainable success of an organization, we must first determine the necessary processes and their interactions, focusing on the purpose of the process, the goals to be achieved by the process, relevant performance indicators, the output of the process and other factors. Secondly, give each process corresponding responsibilities and permissions. Finally, it is necessary to manage these processes effectively.
Chapter 9, Resource Management. Resources support the operation of all processes in an organization, which is essential to ensure effective and efficient performance and sustained success. This chapter mainly stipulates the management requirements for the organization's personnel, knowledge, technology, infrastructure, working environment, external resources and natural resources.
Chapter 10: Analysis and evaluation of organizational performance. First of all, the organization should choose appropriate performance indicators and monitoring methods at all levels and in all processes and functions according to its mission, vision, policies, strategies and objectives. Secondly, the established performance indicators are analyzed to identify processes and activities such as the lack of organizational resources, personnel capacity or organizational knowledge, the failure of the organization's management system to fully cope with risks and opportunities, the lack of leadership, the potential advantages that may need to be cultivated to play a leading role, and remarkable performance. Third, performance evaluation through benchmarking. Finally, the performance of the organization is systematically checked through internal audit, self-evaluation and management review.
Chapter 1 1, improvement, learning and innovation. Improvement, learning and innovation are interdependent, and they are also the key links to promote the sustainable success of the organization. Improvement is an activity to improve performance. The scope of improvement activities includes small-scale continuous improvement and major improvement of the whole organization; Learning is the basis of organizational improvement and innovation, and organizations should encourage improvement and innovation through learning; Innovation brings new or ever-changing products or services, processes, market position or performance, and enables the organization to realize value or value redistribution.
The above briefly reviews the main contents of ISO9004 "Guidelines for the Sustainable Success of Quality Management Organizations".
However, Mr. Wang Jinde's teaching content basically meets the standard, and in my opinion, there are three main points to be recommended. First, when talking about the contents of each chapter, we should combine the standard requirements with the evaluation tools to make it easy to understand and master the contents. The second is to combine some common management tools, such as PEST analysis, SWOT analysis, "five-force model" and so on. Third, there are several cartoons in the courseware that are very useful for reference. Of course, there is still room for improvement. I think the main reason is that the standard is boring, and the standard is not closely integrated with the actual organization.
I have always wondered that almost all teachers who emphasize standards end up making the course dull and lifeless. Standards must be combined with actual cases and need to be lively and interesting.
The standard language itself is difficult to understand. As someone said, the Chinese class of the teacher who writes the standard must be taught by the English teacher, but fortunately it is not taught by the physical education teacher.
Only the combination of reason and mind can make it easier for everyone to understand, master and use. I think any complicated truth can finally be expressed in plain language. If you can't, the biggest possibility is that you haven't fully mastered it.
To learn and understand ISO9004, we need to study the following points:
I similarities and differences between IS09004 and IS0900 1.
The theoretical basis of IS09004 and ISO900 1 both come from the seven basic principles of quality management. ? O900 1 focuses on providing trust for the products and services of the organization, while ISO9004 focuses on providing trust for the ability of the organization to continue to succeed.
Second, the similarities and differences between IS09004 and GB/T 19580.
9004 is between ISO900 1 and excellent performance mode, and its scope and depth exceed the requirements of ISO900 1, and it tends to excellent performance mode.
Thirdly, the relationship between Jim Collins's "Building a Sustainable Foundation" and "From Excellence to Excellence" and ISO9004' s "Guide to the Success of Sustainable Organizations".
Jim Collins's "From Excellence to Excellence" mainly discusses how an excellent enterprise can change from Excellence to Excellence through what actions, while Evergreen Foundation describes how an enterprise can maintain Excellence for a long time. Therefore, Jim Collins thinks "From Excellence to Excellence" is the first chapter, not the preface. No matter "from excellent to excellent" or "evergreen", the characteristics of "from excellent to excellent" and "keep excellent" are put forward through learning from enterprises, and ISO9004 finally realizes the continuous success of enterprises by using these summarized characteristics (with certain differences).
Fourthly, according to the ISO9004 standard, whether the sustainable success of the organization can be achieved, and whether the outstanding enterprises have practiced the ISO9004 standard.
This question is related to the third question. According to the original intention of the standard setter, it is definitely hoped that the managers of the organization will work according to the standards, so as to achieve the sustainable success of the organization. Otherwise, the standard will lose its meaning of existence. However, organizational success and individual success are a complex process. Just as we have read the biographies of successful people, we may not succeed if we practice according to their requirements.
I have been pursuing to describe some contents of quality management in straightforward and relaxed language. Unfortunately, this article doesn't seem to meet this requirement, which shows that all the reasons are understood, but how difficult it is to practice, as the saying goes, "easier said than done."
In Baoji on the morning of May 4th, 2020.