How can printing companies ensure the effective operation of the quality management system?
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First, Main factors affecting the effectiveness of the quality management system of enterprises
With the acceleration of economic globalization, the implementation of ISO9000 quality management system certification has become an effective means to improve the competitiveness of printing enterprises, but some printing companies can not effectively consolidate the results after certification, and further improve the management level of enterprises.
The main factors affecting the effectiveness of the quality management system of printing enterprises are as follows:
1. The top leadership of the enterprise has the most critical factors and prerequisites for certification. His attitude, ability and knowledge level of quality work affect the success or failure of quality management practice and will produce effective operation of the quality management system. The most direct and decisive impact. An important idea of the ISO9000 standard is that the eyes are upwards (for managers, not eyes down), requiring the active participation and practice of the top management, while the top managers of some of our companies are “fully authorized” to entrust others to administer, The level of attention and participation in quality management work is seriously inadequate.
2. There is a lack of systematic integration between quality management and the company. First, many management awareness in the ISO9000 standard has not been integrated with TQM, and has penetrated into all corners of the enterprise, that is, it has not extended from quality assurance to quality management. Second, it has failed to combine the actual and its own characteristics to form a mechanism for continuously improving the physical quality of products. Although the form corresponds to the standard, but the actual business process is fragmented, the control target is not clear, and the quality point is out of control.
3. The rationality and implementation status of the quality management system procedures. Some companies' quality manuals, from content to form, are stereotyped, apparently in order to closely copy the results of existing versions against the standards, and it is easy to mechanize the elements of ISO9000 and its derived program files and work instructions. The center of management has invisibly turned to the inspection quality record, analyzes the statistical chart, and under the tangible and invisible cover of the system quality supervision and audit, in order to obtain statistical data and quality records, it forms a sense of oppression and falsification in the enterprise, and some employees will concentrate. In the fabrication of data, records, rather than trying to work better.
4. The management foundation of the company is poor. Judging from the current situation of China's enterprise management, management is lax, discipline is slack, and there are laws that do not comply with laws and do not. From the perspective of quality management, the main performances are: lack of professional quality management team; lack of correct understanding and investment in quality management training, leading to outdated corporate concepts and declining personnel quality; many companies have not yet established scientific and customer-oriented The center's quality improvement and innovation mechanism; many companies have not yet established a customer-determined quality management philosophy and a market-oriented quality management strategy.
5. The training of the standard certification is not in place, there are dead ends, and it is misleading. For example, certification only for certificates, reflecting the company's knowledge of the ISO9000 standard and its inability to work effectively in combination with its own reality, if the establishment of a documented system is not for implementation and implementation, but as a form of props, it will fundamentally affect quality. The effectiveness of the management system.
6. The certification market is not standardized. As a third-party entity with a clear legal status, the certification consulting organization is a market intermediary organization that provides services to the society. It is also an international practice to survive and develop while gaining revenue while providing services. In some developed countries, due to the perfect market balancing mechanism, the independence, impartiality and authority of intermediaries have not been affected by their own income generation. The Chinese market environment in the period of economic transition does not fully possess this mechanism, which leads to serious and lack of restrictions on the commercialization of certification bodies. Some certification bodies take unfair means to seize the market, disrupt the certification order, and make their own rigorous certification work in the form. The structure has led to low-level audits, “one-stop” certification consultations, and random certification and fees. This is a fatal problem affecting effectiveness and must be resolutely eliminated. In addition, the method of supervision and inspection by the certification body (military products once every six months, once a year for civilian products) is to check several elements at a time. The non-conformities of the audits are discussed one by one, and the problems cannot be systematically reflected. Some enterprises are of course on the matter and lack systems. Sexual rectification. Therefore, the effective operation of the quality management system depends on the external driving force is very limited.
7. Some news media exaggerate and misunderstand the certification. What certificates are the passports for international trade and market. The certification can make the quality management of enterprises reach the international level, which leads to a considerable part of economic entities prevailing short-term behavior and chasing short-term interests. Performance in business management is quick success, lack of long-term planning for quality management development and strategy. In the quality certification, it does not pay attention to the basic work, formalism is very serious. After the certification, how to establish a continuous and effective quality management system that combines its own management practices with the characteristics of the company's products, most companies have no plans or plans.
Second, some problems in the process of implementing quality management system in some printing enterprises in China
1. The quality concept is not suitable. Some enterprises' understanding of quality only stays in the traditional "narrow quality (refers to product quality, engineering quality, transportation quality, service quality, its core requirements are quality compliance)" and "general quality (refers to product quality + work quality, The core requirement is the applicability of quality.) The stage, without the establishment of a "comprehensive quality" modern quality concept for the purpose of satisfying customer requirements, is thus in a passive position in the market competition of global economic integration.
2. Quality awareness needs to be improved. Some business leaders only focus on market development and do not pay enough attention to quality work. A small number of business leaders have never participated in the study of quality laws and regulations, and have not directly participated in the formulation of the company's quality policy and quality objectives. The basic management of the company has been declining year by year, the quality awareness of employees has generally declined, and the quality of products has been inferior.
3. The participation of all members is low. The participation of enterprise employees in quality management is mostly passive. It is not common to actively care for enterprises and actively improve product quality and work quality. The development of quality management work lacks a strong mass base.
4. Lack of advanced quality strategies. Due to the low level of involvement of some business leaders in quality management activities, they feel good about themselves. They do not pass the innovation of quality strategy to adapt to changes in market and customer demand, which makes enterprises lose good development opportunities.
5. Quality management methods are lagging behind. The quality management activities of some enterprises are limited to the control of the production process, and quality inspection is still the most commonly used means of controlling quality, failing to truly achieve the connection with the market.
6. There is no mutually beneficial supplier relationship. Many enterprises and suppliers have not formed a true partnership, which affects their support, participation and cooperation in market analysis, product development, process control, quality improvement, etc., and reduces their business performance.
7. Insufficient motivation for continuous improvement. Continuous improvement requires companies to establish long-term goals and continually improve their management to meet changing customer needs. However, many printing companies only pay attention to the short-term effect. The leaders of the company are only concerned about their political achievements during their tenure, and they are looking forward to immediate results. "Killing chickens and taking eggs" leaves huge hidden dangers for the development of enterprises.
8. Quality responsibility is not clear. The quality responsibility system of many enterprises is not perfect, and the quality functions are not effectively decomposed and implemented into every department and position, and their quality responsibilities are clarified. The quality management work of the enterprise is in the form, and the quality responsibility system is difficult to implement.
9. The construction of quality culture is lagging behind. Since most enterprises do not cultivate the quality culture of enterprises in time according to the needs of the market economy, the quality management of enterprises has many standard standards, and it is less combined with reality; there are more common experiences and less individuality; "two skins" There are many phenomena, and there are few fusion and refining; there are many charts hanging on the wall, and there are few effective applications.
10. The quality certification effect is not obvious. A small number of certification and consulting institutions for the purpose of collecting money have relaxed their requirements for enterprises in order to pursue more customers. However, some enterprises aiming at forensics pursue a superficial form and give up the essence of the ISO9000 standard. Establish an effective quality management system.
Third, the quality management system effective operation countermeasures
1. The application of customer focus. Paying attention to customer needs is the driving force behind the establishment and continuous improvement of the system. At present, most companies' understanding of "customer satisfaction" is more superficial. There is no clear way to judge the long-term or short-term requirements of customers. The customer files only store general information. It is not useful to analyze and summarize customer expectations and market trends. It is necessary to consider establishing a customer satisfaction survey system to effectively identify customer's clear and potential needs through various effective channels such as questionnaires, questionnaires, sample surveys, product structure methods, etc., and transform customer needs into a series of Standards or specifications to achieve the requirements. The technical standard of the product is the basis for product production and inspection, strengthen the control of the process, ensure the realization of technical standards, and meet these requirements through various means.
2. Give full play to the role of all staff. The human resources of an enterprise is the foundation of an enterprise. The key to the success or failure of an enterprise's quality management lies in the improvement of the overall quality of the company's employees. It should pay full attention to the construction of human resources, improve the quality awareness of all levels of personnel, business quality, professionalism, responsibility, professional ethics. And the ability to adapt to my job.
3. Optimize the configuration and use of resources. To reduce process waste, it is necessary to integrate and optimize the process, and to standardize it, complete the construction of the entire business flow and workflow, form a stable operation order, and bring about improved management efficiency. Process optimization and redesign must analyze the existing process, identify bottlenecks, waste links, etc., identify the core processes that need to be improved, establish process evaluation indicators and process realization goals, and provide a basis for process optimization and redesign. .
4. Establish ideas for continuous improvement. In order to further improve the conformity, applicability and effectiveness of the quality system, the quality system must be carried out from the following aspects: First, adhere to the central task of training as a quality system. The operation and improvement of the quality system is inseparable from human participation and management. Strengthening training can reduce the long running-in period. The promotion of ISO9000 standards and vocational skills training should be grasped by both hands. Both hands should be hard. For management personnel, the promotion of ISO 9000 standards should be strengthened to fully understand the role of the quality system, how to implement management, and improve management. To learn to use the quality system for management and evaluation, technical personnel should strengthen the training of quality management knowledge related to their profession, which is an important guarantee for their professional skills; second, strengthen internal quality audit. Only through the internal quality audit, the quality system is diagnosed, the identified non-conformities are corrected in time, and the potential non-conformity is effectively prevented, so that the quality system can enter a good cycle and form a self-improvement, self-discipline and self-improvement mechanism; The third is to do a good job in management review. Discussing and resolving major issues of the quality system is an important means to ensure continuous improvement of the quality system. It is not only necessary to solve the review input, but also to solve the output of the review, which is crucial for the effectiveness of the management review.
In summary, only by accurately understanding and applying the management ideas and methods of ISO 9000, and establishing the CIMC quality management system of “customer-centered, continuous improvement, and pursuit of excellence” can we form an effective operation mechanism and obtain long-term competition. The advantage is to win the trust and loyalty of customers.