How do enterprises in China implement ISO9000?

A situation: similarity rather than spirit-the understanding gap of leaders

Phenomenon:

1, the main quality documents are basically complete, which have been written on paper and hung on the wall. It seems vigorous, but it is not practical. No one asked about the operation, and no one summarized the implementation effect. Although some factory directors have signed the approval order in the quality manual, they still don't know what our quality policy is.

Some enterprises try to piece together a quality manual just to cope with the inspection by higher authorities. It was shelved afterwards.

The new bottle contains the remaining wine. A few enterprises use the total quality management framework that was not seriously implemented in the past, and it will be fine to stick the GB/T 19000(ISO9000) series standards.

4. Some enterprises ask experts from other units to write or copy the quality documents of enterprises in the same industry to name our factory, which is also called technology introduction without combining the actual situation of our factory and digesting it well.

Reason:

The main leaders of many units don't really understand the necessity and applicability of implementing ISO9000 series standards, just because the general trend requires implementation, but there is no way to implement it, so their initiative and enthusiasm are poor. In the process of standard implementation, it often becomes a mere formality and fails to achieve results.

Solution:

Through study, leaders at all levels should fully realize that ISO9000 series standards are a scientific summary of the quality management experience of industrialized countries in the world for more than 30 years, which is of great significance for stabilizing and continuously improving product quality and has strong applicability to all countries in the world. In the fierce international market competition, manufacturers are first required to establish a perfect quality system with reliable quality management and quality assurance. Users should not only evaluate the quality of products, but also evaluate the quality system of manufacturers. This is also the conformity assessment procedure stipulated in the Uruguay Round Standard Code of GATT. At present, it has become an important prerequisite for international trade transactions.

Europe, North America, Australia and Japan all propose that goods entering these areas must obtain ISO9000 certification. Recently, Russia and India have also made similar demands. In the process of developing export-oriented economy, we cannot ignore this important trend. For example, when the special glass of China Nanxing Glass Company is sold to Australia, the other party requires that it must obtain ISO9000 quality system certification, otherwise it will not place an order.

In addition, the current management level of enterprises in China is low, and the implementation of ISO9000 can learn from advanced scientific quality management abroad, so that people's code of conduct and the management operation of enterprises are under strict control, which is undoubtedly very beneficial to the establishment of modern enterprise system. As some big American entrepreneurs said, it is very worthwhile to invest in order to meet the requirements of ISO9000, even if it is a huge investment. In the words of Mr. Weiguog Lo, general manager of Hong Kong Computer Products Asia-Pacific Co., Ltd., most manufacturers in Western Europe put forward that the quality system of the buyer's enterprise should obtain ISO9000 certification, which made countries in the Asia-Pacific region and even North America have to pay enough attention to it.

Europe is the main market for electronic computer products in the world, and this market is under great pressure for us. Therefore, we realize that ISO9000 is necessary and fast. This should also become the * * * knowledge of China entrepreneurs. In order to better implement the ISO9000 family standard, the decision-making leaders of enterprises have to: actively study and understand the main contents of the ISO9000 family standard; Participate in the formulation of the implementation plan and arrange resources reasonably; Fully mobilize the masses; Provide time, funds, equipment, tools and other materials to the relevant personnel of each executive department; It is also necessary to regularly check and supervise, grasp the implementation of the operation, and summarize the implementation effect in time.

Case 2: Quality Management and Standardization Division-Get twice the result with half the effort

Phenomenon:

1. The GB/T 19000(ISO9000) publicity training course organized by the superior organization only allows quality management personnel to participate, and standardization personnel have no right to participate.

2. Oppose the quality system and enterprise standard system, and think that enterprises can only have quality system, and enterprise standard system is only applicable to standardization departments.

3. The quality management department excludes the standardization department from participating in the implementation of standards, and thinks that the implementation of ISO9000 is the person in charge of the quality department and has nothing to do with the standardization department.

4. In some supporting documents of enterprises, there is no standard text, and procedural documents are understood as just various management systems and methods of our factory.

Reason:

Decision-making leaders lack understanding of standardization and the inextricable internal relationship between standardization and quality management. Some quality management departments are selfish and worry that the participation of standardization departments will affect the authority of their own departments or share the honor and benefits of ISO9000 implementation.

Solution:

Strengthen the standardization consciousness of leaders and correctly handle the relationship between standardization and quality management. To fully understand the implementation of ISO9000 series standards, we must start with standardization, because ISO9000 itself is a standard. Isn't it a big joke to implement standards but exclude standardization departments and personnel from participating? ! As we all know, there is no control without standards, and things, things and people without control are difficult to manage. The basis of management is standard, and the process of management is standardization, especially quality management. The ultimate goal of implementing ISO9000 is to continuously improve product quality through perfect quality management. The main guarantee and judgment criteria of product quality are product standards and a series of supporting technical standards. If quality management wants to be orderly and evaluate the quality of management itself, it must be guaranteed by a set of management standards. The implementation of every link in the quality ring needs people to implement it, and the norms of human behavior and work quality also need a series of work standards to ensure and measure it. The supporting documents required for the implementation of ISO9000 are mostly composed of various standards, which embodies the flesh-and-blood relationship between standardization and quality management.

Enterprise standard system and quality system are two complementary systems in enterprises. As the basis of quality management, ISO9000 standard is an integral part of enterprise standard system, and the foundation and pillar of quality system are various standards in enterprise standard system. There is no question of who leads who between them, but they are interdependent and inextricably linked. Starting from the fundamental interests of enterprises, it is not difficult to estimate that individual departments are not so selfish. It is suggested that enterprises organize standardization personnel to participate in the process of organizing implementation, learning and training, making plans, quality policies, compiling quality documents and implementing operation, and give full play to the role of standardization, which can get twice the result with half the effort. The standardization department of Beijing Schindler Elevator Factory is responsible for compiling quality documents and assisting the quality department to implement the effective operation of the quality system, so that the factory obtained the ISO9000 certification of Lloyd's Register of Shipping within one year.

Case 3: Top-heavy-serious shortage of supporting documents

Phenomenon:

1, I don't know what the supporting (supporting) file is.

2. There are only some procedural documents, mostly various rules and regulations, and even technical procedural documents are scarce.

3. The standards are not supporting documents, so there is no supporting standard in the quality documents.

4. The quality of supporting documents is poor, which does not meet the requirements of superior documents. Some enterprise standards are outdated and out of date, which do not meet the requirements of current national standards and industry standards. All kinds of documents are not unified and uncoordinated everywhere.

Reason:

Insufficient understanding of supporting documents, ignoring the important role of supporting documents, and no one is responsible for the management and quality control of supporting documents.

Solution:

The so-called supporting files refer to program files and other supporting files. Including various standards, principles, policies, laws and regulations, design and process production documents, various systems and management methods related to the quality management of this enterprise.

The enterprise standard system table is also a supporting document in essence. These documents are the basis for the normal operation of the quality system and the necessary documents for evaluation. It shall be provided by the competent unit of each element, and the personnel with certain technical level and rich quality management experience shall be responsible for summarizing, managing and coordinating, and checking the integrity of supporting documents in the implementation process of various stages of quality environment and related system elements.

Question 4: Draw a tiger according to the cat-the quality manual has no industry characteristics.

Phenomenon:

1, according to the compilation method taught in the training course or the compilation method introduced by relevant materials, without combining with the actual situation of our factory, we copied it stiffly.

2, with other enterprises ready-made quality manual slightly modified as the quality manual of the unit. Even the institutions and activities that do not exist in this unit have been compiled.

3, the content is the same, there are many principled clauses, and the specific content combined with the actual situation of our factory is less, which does not reflect the characteristics of the industry. For example, special processes are not materialized.

4. It is not closely combined with procedural documents.

Reason:

Insufficient understanding of the necessity and applicability of compiling a quality manual, and compiling a quality manual for the purpose of compiling a quality manual. I didn't realize that the quality manual should be operable and must be combined with the actual situation of our factory, especially the characteristics and specific production conditions of the products, so as to guide the operation of the quality system and implement it more effectively and conveniently.

Solution:

The so-called industry characteristics mean that enterprises should choose the corresponding elements and decide the degree of adopting these elements according to market conditions, product types, production characteristics, user needs and other specific conditions. The compilation of quality manual should fully reflect these situations, and there are different emphases according to different industries. For example, in the manufacturing of aerospace, automobiles, machine tools and other complex products, in addition to the elements listed in ISO9004, we should also highlight the control of purchased parts and special processes, and even add some elements not listed in the standards, such as the control of QC group activities. For the petrochemical industry, we should emphasize the control of materials, technological processes, old equipment and unqualified products. For the service industry, we should emphasize material services and spiritual services. For example, railway stations or trains should strictly control the purchase of food and formulate an approval (certification) system to avoid the mixing of fake and shoddy food and affect the health of passengers and staff. Decision-making leaders of enterprises should carefully select writing members and look for people with strong professional ability, rich management experience, standardized writing style and strong sense of responsibility to participate in writing. Editors should avoid "putting on airs and going through the motions" and seriously investigate and study, so as to make the quality manual have industry characteristics and really play a guiding and controlling role.

The fifth question: stop and fight, fight and stop-the quality system is basically out of control.

Phenomenon:

1, only make a fuss about the software, and the superiors will move if they pay attention to me, and relax if they don't catch me. The quality system is not working properly.

2. Each link of the quality system runs unevenly, and only a few links run, so it is actually difficult to run normally, because each link is complementary.

3. The review only focuses on the design and nonconformity control, and does not review other links that should also be reviewed.

4, only static operation, once and for all, can not adapt to changes in external conditions, so the effect is not great.

Reason:

Passive implementation of standards, leaders do not grasp it tightly. Fear of difficulties, fear of "spending money", fear of affecting "production tasks", and consider short-term behavior more than long-term development.

Solution:

First of all, we should change passive implementation standards into active implementation standards in the leading ideology. Make up your mind to become a quality and benefit-oriented enterprise. When implementing ISO9000, the organization, projects, personnel, resources and progress should be implemented. Strengthen supervision and inspection, and review the progress at the factory office meeting at least once a month. The problems existing in the operation process should be organized and solved one by one. It is necessary to reward the advanced and help the backward, and to give administrative sanctions as appropriate. Because the operation itself is a big system engineering, any link out of control will affect the operation of the whole system. It is necessary to fully mobilize the enthusiasm of employees in the whole factory, encourage them to actively participate in the operation of the quality system, and ensure that the quality system has strong vitality.