Keywords: quality management of small and medium-sized food enterprises
1 preface
Over the years of reform and opening up, the market economy system has become increasingly mature, consumers are more rational, and competition among enterprises is fierce. If small and medium-sized enterprises want to develop and succeed in the market, the only way out is to improve product quality and establish a good customer reputation. It is a very good means to reduce production cost and improve product quality by establishing quality management system and improving quality management level. ISO9000 standard provides a management model for enterprises, the core of which is to help enterprises establish a set of standardized and effective quality management system.
1. 1 ISO quality management system
?standard is a concept put forward by the International Organization for Standardization (ISO) in19940. The idea is "an international standard made by ISO/TC176 (Technical Committee for Quality Management and Quality Assurance). It is used to prove that the organization has the ability to provide products that meet the requirements of customers and applicable laws and regulations, in order to improve customer satisfaction. This third-party certification is not dominated by the economic interests of both producers and sellers, and it is notarized and scientific, and it is a passport for countries to evaluate and supervise the quality of products and enterprises. As the basis for customers to audit supplier quality system; Enterprises have the ability to meet the technical requirements of the products they order.
1.2 management status of small and medium-sized food enterprises
Small and medium-sized enterprises are relatively large enterprises in the same industry, accounting for more than 99% of Chinese enterprises, and are an important force to promote China's economic development. During the period of 1999, the definition of small and medium-sized enterprises in China was based on sales revenue and total assets: it was divided into four categories: super-large, large, medium and small. Among them, medium-sized enterprises with annual sales revenue and total assets below 500 million yuan and above 50 million yuan, and small enterprises with annual sales revenue and total assets below 50 million yuan.
Take a biscuit and pastry manufacturer as an example. This enterprise is a private enterprise. It was established in early 2006. Because it specializes in producing biscuits, its workshop area is less than 300 square meters and the number of employees is 65,438+000. At present, it has grown to more than 20 varieties of biscuits and cakes, with an annual output value of more than 5 million, workshop area 1000m2 and employees 100 people. Although the scale of the enterprise has expanded, the management level has never changed, and the factory director is responsible for procurement, sales and production. At present, most small and medium-sized food processing enterprises, such as the above-mentioned biscuit and cake production enterprises, still have a low education level of production personnel; The establishment of enterprise functional departments is incomplete; Production, sales and procurement are almost all the responsibility of the factory director; There is no quality management department, and the factory inspection requirements are not strictly implemented.
2 Analysis of management status of small and medium-sized food enterprises
(1) Enterprise management is not perfect.
The basic management of some small and medium-sized enterprises has not been done well. Generally speaking, there is a lack of management talents and management system, and people often do things according to their personal preferences. Especially in small and medium-sized family enterprises, people are more dominant, and business owners and some managers often handle things according to their own feelings.
(2) weak production management
Production management lacks management means, production operation and production process can not be effectively controlled, and the phenomenon of "dirty, chaotic and poor" can be seen everywhere. Production based on the experience of managers and workers even leads to the failure to meet the production delivery date.
(3) The quality management method is backward, and the quality management system has not been established or operated effectively. Afterwards, the control is carried out blindly, and no one is responsible for the quality management system.
(4) financial management is not perfect
Financial management methods are relatively backward. The management mechanism of small and medium-sized enterprises is flexible, so the methods of financial management are flexible and diverse, but it is difficult for small and medium-sized enterprises to attract and retain the talents they need, so financial management talents are scarce. Lack of funds and poor fund-raising ability. Low cost management level.
(5) Poor research ability
Small and medium-sized enterprises in China generally despise the concept of R&D management without considering creating an environment suitable for enterprise R&D; Some developed technologies and patents have rich achievements, but they have not been well protected and developed.
3 the main problems of quality management in small and medium-sized food enterprises
Through the analysis of the research object, we believe that the quality management of small and medium-sized food enterprises mainly has the following problems:
3. 1 The quality target is unclear.
The quality goal of the above-mentioned enterprises is this: to produce satisfactory products for consumers. The quality goal is not quantified, which leads employees to be confused about how to achieve the quality goal.
3.2 The factory inspection of products is not in place.
The factory inspection indexes of biscuits and cakes produced by this enterprise include moisture, total number of colonies, coliform bacteria and so on. Because there is no special quality inspection department, the factory inspection report provided to customers only includes appearance, net content and moisture. The indicators required to be inspected before leaving the factory have not been inspected, and they have not been inspected batch by batch according to the standard.
3.3 Poor process and chaotic workshop management
Production planning and implementation have always been arranged directly by the factory director. In the early stage of enterprise development, small output shows the advantages of fast and flexible production. However, with the expansion of the enterprise scale, the factory director should give consideration to procurement and sales. He has no energy to manage the production arrangement, and he has not identified the processes of various producers, which is very arbitrary and will inevitably lead to confusion in workshop management.
3.4 The organization is not perfect and lacks necessary rules and regulations.
Because the enterprise has always followed the management principle in the early days of its establishment, it has not set up corresponding functional departments. Therefore, even if some rules and regulations are established, they are ineffective because there is no executive department, and they cannot be implemented because there is no corresponding responsibility and authority.
4 the establishment of management system for small and medium-sized food enterprises
4. 1 planning
4. 1. 1 Planning of quality policy and quality objectives
The definition of quality policy is the overall quality purpose and direction of the organization officially issued by the top management of the organization. Quality objective is the specific quantitative objective of quality policy. According to the discussion and practice, the quality policy of this pastry factory is determined as: quality first, customer first, scientific management and continuous innovation. The quality objectives are: the first pass rate of products is 95%, the customer complaint handling rate is 100%, the qualified rate of purchased raw materials is 100%, the ex-factory inspection rate of products is 100%, and the customer satisfaction is ≥95%.
4. 1.2 responsibility, authority and communication
Referring to the process method of quality management, the organizational structure of the enterprise is planned, and the responsibilities, authorities and communication methods of each department are stipulated: the factory director has a management representative (deputy factory director), an office and a finance department, and the quality director has a production department, a quality control department and a supply and marketing department, and communicates through regular meetings and telephone calls.
4. 1.3 management review
Plan the time interval, input and output of management review to ensure its continuous suitability, adequacy and effectiveness. The review shall include evaluating the opportunities for improvement of the quality management system and the requirements for changes, including the requirements for changes in quality policies and quality objectives.
4. 1.4 Planning of product realization process
In order to make the process meet the requirements, the organization should plan and develop the process required for product realization. The planning of product realization should be consistent with the requirements of other processes of quality management system.
① Determine the quality objectives and requirements of products;
According to the national and industry standards, determine the quality requirements of the products produced, formulate the quality requirements of semi-finished products and other related processes, and determine the quality objectives of the factory.
(2) Determine the requirements of product determination process, documents and resources;
(3) Determine the verification, confirmation, monitoring, measurement, inspection and test activities required by the product, as well as the product acceptance criteria;
(4) Determine the records needed to provide evidence for the realization process and its products to meet the requirements.
4. 1.5 planning of support process
It also plans the supporting processes such as procurement, sales and service, determines the quality objectives and requirements, and determines the acceptance criteria.
4. 1.6 planning results
The results of the whole planning finally form a document, which properly describes the quality management system established by the enterprise and provides guidance for the operation of the system.
The contents of quality management system documents mainly include:
① Quality Manual
② Program files
③ Working document
④ record
4.2 Implementation and operation of quality management system
4.2. 1 quality management system training
Training exports qualified talents for enterprises, and small and medium-sized enterprises gradually realize the importance of outstanding talents. The implementation and operation of the quality management system can not be separated from qualified personnel, so it is necessary to train the employees of the enterprise on the knowledge of the quality management system so that everyone can master the necessary theoretical and practical knowledge.
4.2.2 Implementation and operation of procurement process
For food production enterprises, the quality of raw materials is related to whether qualified finished products can be produced. Therefore, enterprises should strictly control and do a good job in purchasing according to the requirements of the quality management planning support process.
4.2.3 Implementation and operation of production process
The production process is the value-added process of enterprises. In order to obtain good benefits, we must pay attention to the control of production process.
① Control all factors affecting product quality.
(2) Clarify the responsibilities of all parties in the implementation and operation of the production process.
③ Pay attention to supplier management and regularly evaluate supply performance.
(4) Strengthen workshop management, carry out production in strict accordance with work instructions, and it is forbidden to violate process requirements.
(5) Pay attention to equipment management, maintain it regularly, and clean and disinfect it on time.
⑥ In particular, strengthen health management, pay attention to the hygiene of personnel and instruments, carry out daily health management and cleaning and disinfection operations in strict accordance with requirements, and conduct regular physical examinations for personnel.
4.2.4 Implementation and operation of inspection process
The inspection process of this enterprise includes: ex-factory inspection, incoming inspection of raw and auxiliary materials, process inspection and outsourcing inspection.
(1) Set up a full-time department to be responsible for the inspection work, and have full-time personnel to start the work, clarify relevant responsibilities and formulate the inspection process.
② Formulate various inspection methods and acceptance criteria, and ensure operability.
(3) according to the relevant requirements to produce a batch, a batch of inspection.
(4) Raw and auxiliary materials shall be inspected according to the Incoming Inspection Operating Procedures, semi-finished products and semi-finished products shall be inspected according to the Process Inspection Operating Procedures, and finished products shall be inspected according to the Finished Product Inspection Operating Procedures.
4.3 Measurement, Analysis and Improvement
In order to confirm the conformity of product requirements, ensure the conformity of quality management system and continuously improve the effectiveness of quality management system, enterprises should plan and implement the process of measurement, analysis and improvement.
Measurement, analysis and improvement include: monitoring and measurement, nonconforming product control, data analysis and improvement.
4.3. 1 Monitoring and measurement
The means of monitoring and measurement include: customer satisfaction, internal audit, process monitoring and measurement, product monitoring and measurement;
① Customer satisfaction
Through customer satisfaction survey, user comments and so on.
② Internal audit
Through the arrangement of the audit plan, the internal audit is carried out according to the internal audit procedures and the specified time.
A) Develop an audit outline.
B) Determine the audit scope.
C) Prepare the audit plan.
D) conducting audit activities.
E) Take follow-up measures.
③ Process monitoring and measurement
Monitor and measure according to the quality objectives and requirements of different processes and each process or the requirements of acceptance criteria.
④ Monitoring and measurement of products
Monitor and measure according to the determined product inspection process.
4.4 Control of nonconforming products
For the control of nonconforming products, enterprises should formulate nonconforming product control procedures, specify the responsibilities and authorities for the control and disposal of nonconforming products, and dispose of nonconforming products according to the requirements of the procedures.
4.5 Data analysis
Analyze the results of various monitoring and measurement, such as customer satisfaction and product qualification, to confirm the effectiveness and suitability of the quality management system.
4.6 improvement
Enterprises can use quality policy, quality objectives, audit results, data analysis, corrective and preventive measures and management review to continuously improve the effectiveness of the quality management system, so as to find weak links, correct and prevent them, and formulate corrective and preventive measures to maintain the effective operation of the quality management system.
refer to
[1] GB/t19001-2008 quality management system requirements.
[2] GB/T 1900-2008 Basis and terminology of quality management system.
[3] Product Quality Supervision Department of AQSIQ. General rules for market access review of food quality and safety (2006 edition). Beijing: China Standards Publishing House, 2006.
[4] Gan Huaming, editor in chief. Quality manager's handbook. Beijing. China International Broadcasting Press, 2000.
(Date of Issue: 20 10-05- 19)