How to carry out quality management activities

Question 1: How to carry out quality management work? Establish your own quality management system based on the mature quality management system as a model. Obtaining ISO certification is not the purpose. The purpose is to see the role of this system. As a small private factory, if downstream customers do not require it and the company's own situation is indeed If you haven’t gone through the system yet, there is no need to go through the system. However, no matter how small the enterprise is, a management system must be established, involving inspection and process control from raw materials to finished products, quality-related assessments, and objection handling. They are all basic and must be done.

Question 2: How to conduct and carry out quality management work First, set goals

A manager must first set goals. He decides what the goals should be, what should be done to achieve them, and what the specific goals of these goals are in each area. He communicates these goals to those involved in achieving them so that they can be achieved effectively. Setting goals is about balancing: balancing the results of the business with the realization of the principles one believes in, balancing the current needs of the business with future needs, balancing the goals to be achieved with existing conditions.

Second, engage in organizational work

In a certain sense, what managers are engaged in is organizational work. He analyzes the activities, decisions, and relationships required. He classifies the work into manageable activities, and further divides the activities into manageable tasks. He combined these units and operations into an organizational structure.

Third, engage in motivation and information exchange

People work for different reasons, some do it for money, some do it for social status, some do it to gain the appreciation of others, and some do it for others. It’s about gaining satisfaction and self-development at work. As a manager, it is important to understand the needs and changing needs of these people to ensure that employees are working as effectively as possible. Simply put, motivation is about inspiring and guiding employees to achieve good performance. Managers should train employees, provide them with challenging and interesting work, and motivate them to pursue excellence at work. More importantly, as a manager, you must trust your employees and treat them fairly.

Fourth, establish performance measurement standards

Managers must establish measurement standards. And metrics are critical to overall organizational performance and individual performance. Managers determine a measure for each individual. The measurement criteria should not only focus on the performance of the organization, but also focus on the individual's work and help him do it well. He analyzes, evaluates and explains achievements. He communicates the meaning and results of these measurements to his subordinates, superiors and peers. Measurement requires first and foremost analytical skills, but it also requires that measurement be used to promote self-control rather than as a tool to control others.

Fifth, cultivate others (including yourself)

The most important job of a manager is to cultivate people. The direction of this cultivation determines whether the person - both as a person and as a resource - becomes more dynamic or ultimately loses vitality altogether. This applies not only to the people being managed, but also to the managers themselves. Whether a manager trains his subordinates in the right direction and helps them grow and become taller and richer people will directly determine whether he himself develops, whether he grows or shrinks, whether he is richer or poorer, whether he makes progress. Still regressing.

Question 3: How to carry out quality improvement and quality improvement activities. Quality improvement and quality improvement capabilities are the core competitiveness of enterprises. The quality improvement and quality improvement of enterprises include three aspects: 1. Product and service quality improvement and quality improvement. This is the core theme of quality improvement, improvement and promotion. Through product and service quality improvement, improvement and promotion, products and services are made into Customers create more value to ensure customer satisfaction and loyalty, which is the key to improving corporate competitiveness. Product and service quality improvement, improvement and enhancement mainly focus on the following three aspects: 1. Value improvement, improvement and enhancement of products and services. In this aspect, the focus is on whether products and services can economically solve customer problems, focusing on customer segmentation, Carry out quality improvement, improvement and enhancement work in terms of customer demand research, product/service planning and design.

Whether the product/service design meets customer needs and whether it can bring value to customers directly determines whether customers are satisfied. Note: The products/services mentioned in this article include products and services provided to internal customers and external customers. 2. Improvement, improvement and promotion of conformity of products and services. In this aspect, we focus on improving the conformity level of products/services with designs, improving quality qualification rate, reducing defective products, reducing service errors, etc. The compliance level of product/service quality directly determines the number of customer complaints and the cost. The higher the compliance level, the lower the corresponding quality loss, and thus the lower the cost. 3. Improvement, improvement and improvement of the stability of products and services. In this aspect, the focus is on the differences between the products/services provided in batches. The smaller the difference, the higher the stability of product/service quality. Improving product/service quality stability can improve quality compliance levels and enhance customer loyalty. 2. Management and business process quality improvement and quality improvement. Products/services are the result of processes. To improve product/service quality, process quality must be improved. Process quality improvement and quality improvement need to start from process optimization design and reengineering, and improved process control technology and methods. The focus of improving process quality is to improve, improve and enhance process speed, process response speed, process controllability, process capability and other aspects. 3. Enterprise management system quality improvement and quality improvement The quality of enterprise management systems is the root cause of determining process quality and product/service quality. The quality improvement, improvement and upgrading of the enterprise management system focus on the following aspects: 1. Optimization and reconstruction of organizational structure; 2. Optimization and reconstruction of business process systems to ensure close connection and organic interaction between various processes; 3. Improvement of personnel quality; 4. Improve the quality of facilities and equipment; 5. Improve the quality of work sites; 6. Improve the quality of performance evaluation and incentive mechanisms, etc. What should be done within the company? First of all, we should shape the corporate culture required for quality improvement and quality improvement. To effectively carry out quality improvement and quality improvement activities, the corporate culture must have the following characteristics: 1. Tolerate failure; 2. Innovation; 3. Create value for customers; 4. Strive for excellence and pursue Excellence; 5. Fact-based decision-making methods; 6. Give full play to leadership role, etc.; 7. Maximum sharing of benefits and maximum responsibility. Second, a business process system for quality improvement and quality improvement activities should be established. Quality improvement and quality improvement activities should be carried out in an orderly and standardized manner. Procedures and operating guidelines should be established including the following processes: 1. Generation of quality improvement and quality improvement projects , screening process; 2. Quality improvement and quality improvement project planning process; 3. Quality improvement and quality improvement activity implementation process; 4. Quality improvement and quality improvement project quality control process; 5. Quality improvement and quality improvement project progress control process; 6. Quality improvement and quality improvement project cost control process; 7. Quality improvement and quality improvement project achievement evaluation process, etc. Third, quality improvement and quality improvement incentive mechanisms should be established. Incentive policies, work procedures, standards, etc. based on quality improvement and quality improvement results are key factors to ensure that quality improvement and quality improvement activities can be carried out continuously, effectively and efficiently. Fourth, establish a talent training system. The implementation of quality improvement and quality improvement activities requires the participation of "elites". Therefore, systematic talent training and education are the basis for quality improvement and quality improvement activities. Under normal circumstances, the following training and education should be carried out in a planned manner: 1. Improvement of quality awareness; quality improvement and improvement require business leaders and staff at all levels to change traditional concepts and establish new ways of thinking that adapt to the era of knowledge economy. According to market changes, reshape corporate business strategies and policy objectives, propose new management models and work processes, rely on quality improvement and innovation... >>

Question 4: How to carry out comprehensive quality Management quality management (TQM) evolved from total quality control (TQC). The early TQC only emphasized that quality control in each process has priority, that is, comprehensive quality control; while the current TQM puts the enterprise's All aspects are included.

People should not just regard TQC/TQM as quality control activities. It can also be used as a development strategy for enterprises to enhance their competitiveness and profit potential by continuously improving all aspects of work. The "Q" in TQC/TQM means quality - priority, and also includes cost and delivery time control objectives.

"T" stands for "comprehensive, all-staff", which means that all employees in the company, from top to bottom, from the company's top leaders to middle-level leaders, to production line operators, must be involved. In addition, suppliers, agents and sellers have also joined. "T" also stands for high-quality management (Top-management), which requires the senior leaders of the enterprise to assume management responsibilities and obligations for the success of the implementation of TQC/TQM within the enterprise. "C" stands for Control, which is the control of the process. With the help of TQC/TQM, people can understand the nature of the process, monitor and continuously improve it, so as to achieve successful improvement. The task of business leaders in TQC/TQM activities is to evaluate the process with the help of results. The results of this evaluation are the basis for improving the process, not the reason for criticizing employees.

TQC/TQM theory includes the following working methods or tools: corporate strategic reorganization, quality assurance system, standardization, training, cost management and quality group activities, etc.

Total Productive Maintenance TPM (Total Productive Maintenance)

TPM is the English abbreviation of Total Productive Maintenance, and its Chinese meaning is "all employees participating in production maintenance". This activity originated in the Japanese semiconductor industry in the late sixties. At that time, due to fierce competition in the semiconductor industry, product improvement and modification were accelerated, and products were rapidly changing from "thick, big, bulky, and heavy" to "thin, small, and light". With the upgrading of products, production equipment is required to improve processing accuracy, increase automation, and improve production efficiency. In order to meet production requirements, some large companies have invested huge sums of money to improve and update equipment. According to data, the equipment investment of the nine major groups manufacturing semiconductor products increased by an average of 20% per year at that time. As the precision of equipment increases, the complexity of the equipment increases, and the equipment failure rate also increases greatly. This results in an increase in equipment downtime for repairs, an increase in equipment maintenance personnel, and an increase in production costs. Under the dual pressure of increased debt repayment burdens and increased equipment failure rates for large equipment investment companies, equipment operating costs have increased, forcing corporate managers to seek countermeasures to reduce equipment failures and improve equipment operating efficiency. They changed from relying on full-time equipment maintenance personnel to maintain equipment to full-time maintenance personnel working with all employees of the company to maintain equipment to achieve the purpose of increasing equipment utilization. This is TPM.

TPM activities are generally carried out in a basic unit of 5-10 people, and work is carried out in eight aspects such as improving equipment operation efficiency, improving product quality, training equipment maintenance personnel, strengthening equipment maintenance, and individual improvement; the organizational form is : A director and several section chiefs are an activity unit, a section chief and several section chiefs, a section chief and several squad leaders, a squad leader and the employees in the class are an activity unit, from top to bottom, in a circle. The buckles form a TPM small group chain. In this chain, a TPM activity promotion bureau is specially established to be responsible for the overall coordination work. Each small group chain, with the necessary assistance of full-time equipment maintenance personnel, solves sudden equipment failures and performs general adjustments, cleaning and maintenance of the equipment to reduce downtime.

In TPM activities, the procedures for each TPM small group activity are strictly standardized. In addition to cleaning equipment, any other TPM activities must go through the process of current situation investigation, topic selection, determination of countermeasures, establishment of goals, task decomposition and allocation, implementation, results confirmation, and establishment of new goals. Every step must be planned and planned, and it can only be implemented after it is approved by the Secretariat and the main leaders. Driven by the TPM Affairs Bureau and through the PDCA cycle, the equipment is always operating in good condition. ...>>

Question 5: How to effectively implement total quality management The following materials are reproduced for reference

The implementation of total quality management in enterprises

Quality It plays an important role in the development of modern social economy. In today's world, science and technology are developing with each passing day, and market competition is becoming increasingly fierce. In the final analysis, the core of competition is science, technology and quality. There is no doubt that science and technology are the primary productive forces, and quality is an important part of social material wealth and a symbol of social progress and productivity development. Therefore, quality is not only an economic and technical issue, but it is also related to a country's role in the international community. reputation.

At present, cost management, fund management and quality management of Chinese enterprises are weak links. How should enterprises improve their own quality and survive and develop in the tide of market economy? This is inseparable from the construction of an effective quality system.

Establishing an effective quality system

Establishing a quality system is the core task of total quality management. Without the quality system, total quality management becomes a "castle in the air." Quality system refers to the organizational structure procedures, processes and resources required to implement quality management. In order to achieve its stipulated quality policy and quality objectives, an enterprise needs to decompose its product quality formation process, set up necessary organizational structures, clarify responsibility systems, equip necessary equipment and personnel, and adopt appropriate control measures to ensure that product quality is not affected. All technical, management and personnel factors are controlled to reduce, eliminate, and especially prevent the occurrence of quality defects. The sum of all these projects is the quality system. To build a good quality system, an enterprise must first ensure the perfection of the quality system establishment process; the steps usually include: analyzing the quality environment, studying the specific organizational structure, forming documents, training all employees, quality system audit, quality system review, etc. step. Secondly, enterprises must grasp the characteristics of the quality system to ensure the rationality of the establishment of the quality system so that total quality management can effectively play its role. Finally, it is necessary to ensure that the quality system is effectively implemented in actual production.

Strategic plan for total quality management

To implement TQM, you should first formulate a corresponding strategic plan. Of course, different enterprise sizes and types will have different plans. For example: Cultivate the quality concept of the whole organization Establish partnerships with suppliers Establish product design quality standards based on customer needs Implement quality management training and education Establish standardized measurement indicators Establish the cost of quality standards Deploy and implement quality management strategic plans At this time, managers at all levels need to assume different responsibilities. First of all, as the top manager, he should have a sense of responsibility and mission, clarify the value of the enterprise's existence, establish the development goals of the enterprise, establish communication channels inside and outside the organization, and establish a close relationship between quality control and customer quality requirements and customer expectations. Connect and serve as a bridge. Secondly, as middle-level managers, they should promote the improvement and development of the enterprise in all aspects, shoulder heavy responsibilities, become the pillar of the enterprise's success, and assume the management responsibility of specific projects, be responsible for cross-functional communication, and ensure the internal work of the enterprise. Quality meets or exceeds standards.

Question 6: How do quality managers carry out quality work? According to the explanation of the system, the quality policy should be formulated first. So how to formulate the quality policy? View original post >>

Question 7: How to effectively carry out QC group activities 1. Pay attention to leadership ideas, integrate QC activities into corporate culture, and make QC group activities substantive

Youdao Yes, "The train runs fast because of the headband." In the promotion of QC activities, the company's general manager attaches great importance to active planning and timely promotion. The company's chief engineer personally conducts in-depth frontline research, conducts professional training for personnel participating in QC activities, actively creates a QC culture, and thoroughly implements the company's "Eight Don'ts" With the marketing strategy of "big market, big owners, brand building", we have won the recognition of owners with high-quality product quality and honest contract performance capabilities, and integrated QC group activities and improving the business quality of the workforce into the corporate culture. By continuously strengthening QC activities, the company promotes scientific and standardized management, improves the overall quality of employees, and enables the QC activity group to play an important role in enhancing competitiveness and improving market image, forming a top-down work that proactively adapts to and actively promotes QC activities. Atmosphere. The personal participation of business leaders has played an immediate demonstration role in the development of QC group activities. It is precisely because leaders at all levels attach great importance to and personally participate in that they not only maximize the initiative, enthusiasm and creativity of the QC group and its members, but also use the special resources of the company's leaders in management factors and technical factors to contribute to QC group activities. The development provides strong resource guarantee and economic support. At the same time, through the leadership's personal participation and demonstration, the level of QC activities and work quality can be effectively improved, and the QC team can be guided and helped to correctly handle the division of labor within the group, and improve the working mechanism, so that the company's QC activities continue to be standardized and scaled. This is the key to the success of the company's QC team.

For example, the QC activity group for the application of new closed stirrup technology in the Shaanxi Expressway Project established a total quality management leading group with the chief engineer of the second management department as the team leader and the technical department manager (chief project engineer) as the main person in charge. There are *** members responsible for managing QC group activities, and the annual QC group activities are included in the 2010 work plan. Through the signing of target responsibility letters between the company and the management department, and the management department and the project, two-level management is carried out to integrate quality The management work is linked to the year-end assessment of the subordinate units, and the quality management process is supervised, inspected, and guided. The comprehensive quality team regards QC group activities as an element of the quality system and implements specific work details. < /p>

2. Strengthen quality awareness education and make the company’s QC group activities more extensive

QC group activities are mass quality management activities voluntarily organized by employees. Those who participate in QC group activities The people are mainly focused on the project, and the two levels of the company and the management department cooperate fully to supervise and guide the process inspection of the project on a monthly and quarterly basis, provide various resource guarantees, and ensure the QC team activities to the maximum extent from the system. It has been carried out in an all-round way, and through rewards, training and education, it has mobilized the enthusiasm of employees to the maximum extent and improved their quality awareness, so that all managers of the company have established the management concept of "quality first" and made it clear that the quality of engineering products is the survival of the enterprise. and development. Only by continuously strengthening the quality awareness education of employees can we enhance employees' problem awareness and improvement awareness. Only in this way can the company's quality work continue to improve and ensure 100% user satisfaction with the company's engineering products.

The concept of quality formed by the improvement of quality awareness of all employees will surely penetrate into the company's culture and form the quality spirit of Northwest Company. It will mobilize the enthusiasm of employees to the greatest extent and enable them to consciously and independently Participate in QC group activities. Attract employees, including leaders, technicians, managers, and production front-line personnel, to participate in quality management activities, making the company's QC group activities more extensive and mass-oriented, and able to consciously and autonomously solve problems around them. Solve problems in the production and operation management of the unit, so that employees can truly regard the unit as their own home, unify the destiny of the unit with the personal future of the employees, and make progress and retreat with the unit. In 2010, the enterprise management department of the bureau conducted a comprehensive review. Since the promotion and implementation training of the management system, we have continuously consolidated basic quality management work, strictly adhered to the requirements of national norms, standards and industry regulations, strengthened comprehensive quality management work, and continuously deepened quality management work to integrate QC group activities into project management and construction production. In every link and every work process, QC group activities become the standards and requirements of every job, so that every job can be analyzed, planned, implemented, inspected, and summarized. < /p>

3. Strengthen the training of basic professional and technical knowledge and effectively build an excellent QC backbone team

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Question 8: How to do a good job on site First of all, quality management work must be divided into areas, such as: to be inspected, inspected to pass, unqualified, inspected to be judged, and scrap.

Secondly, after inspection, in addition to placing it in this area, inspection records must be made. If conditions permit, inspection marks must also be made.

Thirdly, the measuring tools and instruments used for inspection must be stored and kept in a special place, and cannot be thrown around or damaged. Finally, reworked and repaired products must be processed in a timely manner, and information must be transmitted in a timely manner during the review of unqualified products.

In addition, you will also need to assist in placement management, 5S management, etc. according to workshop production requirements.

For your reference, if you think it is helpful to you, please click to adopt, thank you!

Question 9: How to carry out quality management work in the team 1. The development stage of quality management and the concept of quality management Through our understanding of the development process of quality management, we have gained an understanding of quality management in different periods and Understanding gradually deepens and renews as it develops. 1. Quality inspection stage Quality inspection as a scientific management method was formed in the early 20th century. American engineer Taylor proposed the "scientific management theory" and created the "Taylor System". Taylor advocated that planning and execution must be separated, thus requiring a "tyranny test" link. At the same time, with the expansion of production scale, the requirements for interchangeability and standardization of parts are getting higher and higher.

Therefore, most companies have set up full-time departments and inspection personnel to be responsible for the inspection and management of product (parts) quality. At that time, people's understanding of quality management was limited to quality inspection, that is, relying on inspection methods to pick out unqualified products and making statistics on unqualified products. The role of management was very weak. This kind of "inspection-based quality management" is a management method based on post-test inspection of semi-finished products and finished products. It is completely necessary to prevent substandard products from leaving the factory and protect the interests of users and the quality of factory products. It will be popular for a long period of time in the future. It's effective. This method has the following shortcomings: a) It lacks a systematic concept in solving quality problems; b) It only focuses on the results afterwards and lacks prevention; c) It requires 100% inspection of finished products, which is often difficult to achieve in mass production situations. 2. Statistical quality control (SQC) stage Statistical quality control was formed in the 1930s. Shewhart of the United States applied mathematical statistics and proposed the statistical process control (SPC) theory. Its purpose is to prevent the occurrence of substandard products in the production process. Theoretically, the transformation of quality management from post-checking to pre-emptive prevention is realized. During World War II, in order to ensure the quality of arms production, the United States forced military industrial enterprises to implement statistical process control, which ensured and improved the quality of military products, with remarkable results. Since SPC contains counting and measurement control charts, it requires a large amount of statistical data and tedious calculations and drawings (computer applications). Therefore, this method was not widely promoted and applied from the 1950s to the 1980s. It was not until the 1980s that the rapid development of Japan's economy, especially the huge role quality management played in Japan's economic development, once again attracted the world's attention to statistical quality. Developed countries, led by the United States, have launched a wave of vigorous promotion of SPC. Since mathematical statistics are used at this stage to prevent the occurrence of non-conforming products, the quality function is transferred from full-time inspection personnel to professional quality control engineering and technical personnel. This marks a change from the concept of post-inspection to a preventive concept of preventing quality accidents. It can prevent quality loss caused by accidental abnormal factors, but it cannot solve problems existing in the system and common problems. The application of SPC requires that the system itself is in a stable state. 3. Total Quality Management (TQM) Stage The theory of total quality management was proposed in the 1960s and is still being developed and improved. With the development of society, people have higher and higher requirements for product quality. They not only focus on their performance, but also add requirements such as durability, reliability, safety, and economy. The concept of system analysis is widely used in production and enterprises, and quality issues are comprehensively analyzed and studied as a system project. In management theory, "behavioral science theory" appeared, highlighting "emphasis on human factors" and "participation in management", emphasizing the role of people in management. With the intensification of market competition, especially the international market competition, and the rise of the "protecting the interests of consumers" movement, countries are attaching great importance to the issues of "product responsibility" and "quality assurance". Due to the above situation, it is difficult to solve the problem solely by relying on quality inspection and statistical methods, so many companies have begun to introduce the concept of total quality management. Feigenbaum, an American engineer, was the first to propose the concept of total quality management. He emphasized that quality functions should be undertaken by all company personnel and that quality management should run through the entire process of product production and formation. Early total quality management proposed full participation and whole-process management, but this quality management process was relatively loose and unsystematic. Activities such as the "QC" group, "Process Control Point", and "Quality Month" implemented in my country from the late 1970s to the 1980s have made outstanding contributions to the promotion of total quality management. With the development needs of the market economy, the pattern of industrial enterprises, especially the manufacturing industry, has been re-divided and integrated. Many enterprises have integrated and differentiated from a large and complete turnkey production model from a complete vehicle to a screw into specialized production. Integrated combined production model. This model has a supply chain composed of many specialized production companies... >>

Question 10: How to strengthen corporate quality management 1. Focus on quality management and vigorously carry out engineering excellence activities 1. Strengthen quality education and enhance employees’ quality awareness. Firmly establishing quality awareness is the prerequisite and foundation for continuously improving project quality. Construction enterprises must always adhere to the policy of revitalizing quality, putting people first, improving quality, and putting education first, and put quality education in a prominent position.

Make full use of newspapers, slogans and other media to educate employees on quality, so that all employees can enhance their awareness of quality first, quality winning, quality strictness, quality self-control, quality responsibility, quality standards, and customer satisfaction as the ultimate goal. Editor's recommendation: Scientific Outlook on Development study notes 2. Establish a quality assurance system and promote standardization and scientific quality management. The so-called quality assurance system means that in order to ensure the quality of engineering products, an enterprise uses systematic concepts and methods to organize all the quality management functions of the enterprise to form an organic whole that has duties, responsibilities, powers, mutual coordination, and mutual promotion. Forming an organic whole that is interconnected and closely connected from line to surface, from one surface to multiple surfaces. The operation of the quality assurance system is based on scientific procedures, and the basic method is the PDCA cycle. Among them, P stands for plan, D stands for do (implementation), C stands for check (check), and A stands for action (processing). Now, our country generally adopts the ISO quality assurance system. Since the ISO9000 family of standards was introduced into our country, it has rapidly taken root in Chinese enterprises with its strong market vitality, bringing a new look to the quality management of Chinese enterprises. With the continuous deepening of my country's reform and opening up, competition among enterprises is no longer just domestic competition, it has been elevated to a new level of globalization. Enterprises realize that quality certification is an effective way to improve quality management and increase market competitiveness. So ISO certification entered the mainstream in our country. ISO certification plays a very important role in further strengthening our country's certification work and ensuring the quality of institutional work, laying the foundation for our country's enterprises to go global. At present, my country's quality system certification work has made great progress. The accreditation system has been established. The whole society, especially construction enterprises, have rapidly increased their understanding of quality certification. A number of certification agencies with considerable scale and a certification team with international standards have been formed. . At present, ISO9000 family standard implementation certification activities have been widely carried out in the construction industry. To this end, the Ministry of Construction has established a specialized agency and introduced relevant plans and measures to supervise and guide this work. In the past few years, the number of certified companies has gradually increased, their efforts to implement standards have been further intensified, their management levels have been improved, and their market competitiveness has also been enhanced. 3. Solve some problems existing in the operation of the quality system of construction enterprises. The main problems currently existing: The first is the contradiction between the operation of the internal system and the external market. Because our country's market economic system is not perfect enough, the legal system is not sound enough, and people's ideas have not completely changed, leading to phenomena such as market irregularities and lack of synchronization of supporting construction. To this end, it is recommended that national and industry authorities or local governments introduce relevant plans and measures suitable for the particularities of the construction industry as soon as possible, actively raise funds, coordinate planning, and complete supporting construction. Further increase the implementation of relevant laws and regulations and continuously improve them to effectively regulate various market behaviors, establish a market mechanism for fair competition, form a scientific and reasonable market system, and promote enterprise standardized management to embark on a virtuous cycle. The second is the issue of combining quality standards with the actual conditions of construction companies. The implementation of ISO9000 standards must be closely integrated with the actual situation of the enterprise and applied flexibly in order to have strong suitability and operability. The construction production of construction enterprises is highly mobile, and most of them are manual operations, with complicated interleaving between various processes. This puts forward higher requirements for the rigor and scientificity of process control. Construction products are generally single, making it difficult to form repetitive production patterns. It is impossible to control according to fixed production processes. Instead, quality planning and production procedures must be developed for each construction project. Building products have customers first and then products, and customers participate in the entire construction and production process. Customer opinions are incorporated into material procurement, services, production process control and other aspects. How to coordinate well with customers will be related to the ultimate realization of project quality goals. To this end, the first step is to encourage managers and employees to re-understand standardized quality management, re-learn and re-train corporate system documents, and pay high attention to them in terms of thinking, organization, and behavior. The second is to focus on each basic link, strengthen the basic management of the team as a unit, and provide a certain range of management knowledge to employees when appropriate...>>