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Steps to implement the factory quality management system

The establishment of the quality management system is divided into several stages:

1) Establishment of the organization and establishment of the quality management system leading group.

2) Distribution of functions of various departments.

the above two items should be improved according to your company's existing organizational structure and written down to form a part of the quality manual.

3) Prepare quality manuals and quality records of program documents.

This work is generally done with the help of consultants, who all have a set of models. A good consultant will integrate your company's operation and production management procedures into the system documents, but some consultants will ask you to implement them all according to his model. This situation will make your future system work not be combined with reality. In order to cope with the audit, you can only make a fake one, and the management representative will be very tired.

4) Personnel training and trial operation of the system shall be carried out according to the requirements of the program documents, and records shall be made. If it is inconsistent with the actual situation, the documents can be trimmed again.

5) The quality manual is officially released, including the quality policy and quality objectives, and the system is officially put into operation.

6) internal auditor training

7) organizing internal audit and management review, and taking corrective and preventive measures for the problems found

8) contacting the certification company to accept the third-party audit and obtain the ISO certificate.

in addition to the above contents, the time schedule, responsible person, cooperation department, etc. should be specified.

Steps:

1. Identify and diagnose the original quality system of the enterprise;

2. Appoint management representatives and form ISO9 implementation organizations;

3. Set goals and incentives;

4. Personnel at all levels receive necessary management awareness and quality awareness training;

5.ISO91 standard knowledge training;

6. Preparation of quality system documents (legislation);

7. Large-scale publicity, training, release and trial operation of quality system documents;

8. internal auditors receive training;

9. Several internal quality system audits;

1. Management review based on internal audit;

11. Improve and improve the quality management system;

12. Apply for certification

The implementation of p>ISO9 should not be formalistic, and the management of the factory should be combined with the requirements of ISO, so as to achieve a more rigorous and effective purpose. As for the management of the factory, I think the normal management method should be:

(1) Determine the organizational structure of the factory according to the business situation of the market target, and distribute the target to all departments according to the organizational structure.

(2) The next step is for everyone to achieve the goals and targets. The factory management involved is basically divided into four parts:

1) Clear organizational structure and clear responsibilities and authorities. It should be noted that there may be loopholes in the three-no-care link.

2) The operation process is clear, and it should be carried out according to the responsibilities and requirements.

3) The company regulations are institutionalized and clear. Follow the rules, and the rules are not correct. That is, it is a matter of principle not to let go.

4) the construction of corporate culture. This is very important. How long a company can have vitality and development potential depends on this. I won't elaborate on it. You can understand.

(3) The next step is the continuous improvement and revision of the system and the implementation of the implementation, which is equivalent to the internal audit, external audit and second-party audit of ISO9. It can be said that ISO9 is a very good management mode. It focuses on the vertical command system, horizontal contact system and inspection feedback system of A management mode, emphasizing the satisfaction of resources (including the ability and quality of personnel) and the rigor of operating procedures to achieve strict management, quality assurance, customer satisfaction and ultimately win-win or win-win situation.

(4) The specific management process involved:

The general manager is the top manager of the factory and is responsible for the overall management of the company. He needs to make a quality manual similar to ISO9, such as product type, product market positioning, business objectives, resource provision (including financial resources, manpower, plant, facilities, technology, etc.), and determination of the general direction of factory management. There are many details, including:

1) quality policy and objectives;

2) organizational structure;

3) responsibilities and authority;

4) General requirements for factory management, such as: requirements for document management, planning and regulation of product realization process, regulation of internal and external communication, management of resources (personnel, equipment and working environment), management of product realization process (product realization planning, customer-related process management, design and development, procurement, production and service, quality control equipment management), and management of quality control process (quality) Including inspection standards and control of nonconforming products, data analysis and continuous improvement), and this process must be accompanied by corresponding administrative personnel management rules, financial management rules, etc., and there may be many triangular areas, the so-called three-no-care zone, which cannot be involved in procedures and administrative regulations. Comprehensive management focuses on prevention and usually avoids such loopholes, but this kind of problem is usually known only when it is encountered, and it is difficult to think of prevention in advance.

5) Check the achievement of the target, revise the target, ensure the matching of resources, and then form a circular process.

(5) Management documents generally include:

1. General Manager:

1. Company-level documents:

(1) Articles of association, joint venture contract, business license, relevant tax registration certificate, production contract, animal and plant quarantine certificate, organization code certificate and legal person qualification certificate;

(2) resolutions of shareholders' meeting (or board of directors), minutes of meetings, etc.

(3) other company certification certificates (such as ISO9, national safety regulations, trademark and patent certification);

(4) information of shareholders. (documents of share purchase and holding and other supporting documents of shareholders)

(5) other company-level documents. (I haven't thought of it yet)

2) Company management system documents:

(1) Quality manual;

(2) program files;

(3) management system and regulations;

(4) manage meeting minutes;

(5) monthly reports and annual reports of various departments of the company;

(6) management system review document; (such as management review, internal audit, second-party audit result report, system audit report, analysis and summary of the achievement of quality objectives, etc.)

(7) Long-term and effective important technical documents of the company.

3) information of other key customers and suppliers, market research, information of the same industry, etc.

2. Administration and Personnel Department:

Human resource management:

1) Human resource allocation:

(1) Human resource management procedures;

(2) job description (each position in each department)

(3) provisions on the division of personnel authority;

2) Recruitment:

(1) Recruitment and employment system;

(2) Resignation procedures.

3) Training management system.

4) performance appraisal system: (this block is a topic that needs to be discussed well at present)

(1) post appraisal system;

(2) the performance appraisal scheme of each department in the factory (including performance appraisal indicators and regulations linked to promotion and reward)

5) the attendance system;

6) employee welfare plan and other

administrative management systems:

1) employee code of conduct;

2) Plan and summarize the management measures;

3) reward and punishment regulations;

4) factory certificate management system;

5) attendance management system; Conference management system

6) Resignation regulations;

7) security management system;

8) dormitory management system;

9) plant management system;

1) fire safety management system;

11) vehicle management system;

12) business trip management system;

13) telephone management system;

14) reception procedures for guests;

15) Other regulations (such as special regulations when we enter the dust-free workshop)

3. Business Department:

1) Quotation rules;

2) customer-related process control procedures;

3) customer satisfaction measurement procedures;

4) nonconforming product control procedure-about returning goods;

5) customer information system analysis;

6) Management control methods on business development such as customer credit management methods.

4、 Finance Department:

1) Authority approval standard

2) Business trip management system

3) Travel expense reimbursement regulations

4) Business entertainment management system

5) Current assets management system

6) Accounts receivable management method

7) Over-limit delivery regulations

8) Fixed assets management system

. ) audit punishment regulations

13) expenses, taxes and additional verification regulations

14) purchasing process

15) warehousing process

16) outbound process

17) return and exchange process

18) reimbursement process

19) collection process

2) item counting and scrapping process.

2) Material control procedures;

3) procurement control procedures;

4) supplier review procedures;

5) relevant provisions on warehouse management (such as provisions on receiving incoming materials, shipping/returning goods, provisions on warehouse management, provisions on guiding the connection with other departments, and provisions on handling stagnant finished products and materials, etc.)

6) relevant provisions on financial connection.

7) others, such as linkage system with suppliers (sharing of economic responsibilities, etc.).

6. Technical Department:

1) Design control program;

2) engineering change control procedures;

3) new product material selection specification;

4) product BOM or production standard book or operation instruction.

7. Production Department:

1) Production control procedures;

2) product identification and traceability procedures;

3) product protection control procedures;

4) monitoring and measuring device control program;

5) nonconforming product control procedures;

6) Other concession procedures, requirements for material acquisition, replenishment and warehousing.

8. Quality Department:

1) Planning of quality control;

2) inspection standard;

3) process control of product quality related to processes;

4) product monitoring and measurement control procedures;

5) handling of customer complaints;

6) data analysis and continuous improvement.

9. Equipment management department:

1) Management procedures for equipment, facilities and working environment; .

1. Others: management representative or quality management system department:

1) internal audit control procedures;

2) management review control procedures;

3) Records and result reports of the second party's audit;

4) report on the effectiveness and suitability of the system;

5) file management control;

6) Other quality records, etc.