Improvement refers to activities carried out to improve the characteristics and characteristics of products and or to increase the effectiveness and efficiency of the processes used to design, produce and deliver products; continuous improvement is a cycle of enhancing the ability to meet requirements Activity. The object of continuous improvement is the quality management system. The process of setting improvement goals and pursuing improvement opportunities is an ongoing process. This process uses audit findings and conclusions, data analysis, management review, or other methods, the results of which lead to corrective or preventive actions.
1. The purpose of continuous improvement
The purpose of continuous improvement of the quality management system is to improve the effectiveness and efficiency of the organization's quality management system, achieve quality policies and quality objectives, and increase customer and Opportunities to satisfy other interested parties. Enterprises must adjust their quality policies and quality objectives according to changes in the environment and establish a mechanism for continuous improvement. Top management should make a commitment to continuous improvement, and all employees should actively participate in continuous improvement activities.
2. The current situation of continuous improvement:
The Sanlu incident and the poisonous capsule incident make us think that these companies have not paid attention to quality? It must have a quality management system, and at the same time, there will also be a series of certificates issued after various "qualifications" certified by the quality department. So, is the quality system operating effectively? Isn’t there continuous improvement? …
Currently, many companies have not established a mechanism for continuous improvement. Their understanding of continuous improvement is still superficial, and they deal with problems when problems arise. When unqualified products are returned, the quality management department does not inspect the products. Defects are analyzed, and after-sales service does not provide feedback on the service process. The entire quality management system operates in isolation. Therefore, the identification of the causes of non-compliance problems is critical. As an input to the continuous improvement process, its accuracy will directly affect the effectiveness of continuous improvement. In the enterprise's quality management system, there are many activities to identify the causes of non-compliance. The commonly used consistent improvement method is: based on the enterprise's quality policy and quality objectives, evaluate the existence of the enterprise's quality management system through internal audits and management reviews. If it is unqualified, of course, data analysis methods can also be used to provide various valuable information about the quality management system, process, and products, which ultimately leads to the adoption of corrective and preventive measures to achieve the purpose of continuous improvement. Understanding and mastering this consistent improvement method within the enterprise can quickly and effectively implement continuous improvement activities and achieve the desired results.
Problems existing in the continuous improvement process of enterprises:
1. Insufficient initiative in continuous improvement
Some of the measures taken by enterprises to meet the "audit requirements" Corrective measures or preventive measures in most cases only stay on the surface level of the problem, and are limited to solving problems that have arisen during the audit. If you think you have reached a very good level and instead of actively "attacking" to find your own problems, you wait for others to find problems, can your company still talk about continuous improvement?
2. The leader does not pay enough attention
The leader is the setter of organizational policies and goals, the planner of task division and the allocator of resources. The leader’s commitment and active participation are important for It is essential to establish and maintain an effective quality system that benefits relevant parties. Some business leaders are not aware of the importance of the quality system to the quality management level of the company. They only conduct quality system certification based on customer requirements. Their mentality is only to get a certificate. Then, the company will definitely fall into two systems. in trouble.
3. The suitability of system files is poor
The system files of some enterprises are not operable and the update of operating files lags behind. Some companies ignore equipment updates, personnel changes, and new requirements from customers, believing that operating documents are dispensable. The original operating documents cannot be updated in time, and they still operate according to routine and go their own way. If problems arise, they will regret it.
4. The practical effect of employee training is poor
The practical effect of training can be divided into three aspects. First, in order to complete the annual employee training plan, the training content prepared is not comprehensive, lacks pertinence, and is ineffective. It is a formality, just a formality, and has no promoting effect on the development of the enterprise. Secondly, the training is based on a script and has no actual effect. The training is useless and cannot apply what has been learned in practice. After the training, it is still "what you did before is still what you do now." The third is that the training objects are destratified and not taken seriously. For example, management personnel who participate in the standard training do not participate and think that it is the business of the operators. In actual production, there are inconsistencies between management and operation, and they cannot explain the problems clearly.
5. The quality of internal auditors needs to be further improved
During the audit of an enterprise, the auditor only sees some superficial things about the audit content and thinks that the operation of the enterprise's system meets the requirements. , and cannot continue to investigate; during on-site audits, there is a lack of observation and thinking, and they often only see the surface, not the essence, and cannot find evidence of the problem, and ultimately cannot discover the problem. Due to lack of patience and meticulousness, in order to complete the task, the non-compliance issued reluctantly is neither convincing nor instructive. Due to the decline in audit standards, the auditee feels slack and bored.
6. Implementation is low and various supervision and inspections are mere formalities
This is exposed in the quality inspection activities such as internal audit activities, product quality audits, and process quality audits that the company implements every year There are more and more problems. Some companies, due to the limited level of internal auditors and various reasons such as personal relationships, only find some problems that are easy to rectify during each internal audit and issue a few unqualified reports to deal with leaders at all levels and external parties. There are actually many problems, some of which are serious. On the other hand, there are still non-conforming items issued that are only rectified for the problem without paying attention to comprehensive inspections and drawing inferences from one instance. As a result, repeated problems are found during the next audit. Therefore, the follow-up inspection and supervision of rectification are not strong enough, and the improvement tool of corrective and preventive measures cannot fully play its role.
3. Countermeasures for the effective operation of "continuous improvement" in the enterprise quality management system
How to make continuous improvement effectively operate in the enterprise quality management system and improve the quality management level is the key to It is a realistic and urgent problem facing all certified companies. Quality management is one of the aspects of enterprise management, and continuous improvement of overall performance should be an eternal goal of the enterprise. How to continuously improve the effectiveness of system operation should grasp the following points:
1. Correctly understand continuous improvement work
The positive significance of continuous improvement is not to passively take measures to solve problems after discovering them. The question is, from the perspective of pursuing excellence, how to further improve and improve the enterprise on the existing basis, and how to do better. Effective continuous improvement activities are first of all proactive and purposeful improvement activities, involving improvements at different levels such as single, partial or regional, and overall, and can expand greater room for appreciation for the enterprise. Continuous improvement is an advanced enterprise management concept and a state of enterprise management.
The quality of continuous improvement reflects the quality of enterprise management. Look at the basic principles and logical structure of management. Continuous improvement is an indispensable part of normal enterprise management. Without continuous improvement, it is equivalent to cutting off the passage of enterprise management to a higher level, and its management will cycle at the inherent level. Eventually, the system becomes rigid or ineffective and is eliminated by the market. Facing an increasingly complex competitive market, for an enterprise, its management and technology must keep pace with the times. It gradually develops and accumulates to a certain stage or degree through continuous improvement in a gradual manner on the original management and technology platform, and continuously advances the continuous improvement management work to new heights. Therefore, one should never maintain its own management and products at the original level. It is necessary to fully promote continuous improvement work so that the company's management and products can meet the needs of market changes.
For an enterprise to continuously pursue excellence, the key is not how many problems it has. It lies in the ability to identify, analyze and solve problems, which means that enterprises must always look for their own weaknesses and shortcomings, take measures and continue to improve. No matter what problems an enterprise has, as long as it continuously implements improvements, the enterprise will be stronger than in the past. An excellent enterprise will not let go of any improvement needs and opportunities that can promote enterprise progress, because if you lose an opportunity for continuous improvement, you will lose an opportunity to improve and perfect enterprise management.
2. Change concepts and give full play to the leadership role
Dr. Feigenbaum, a world-renowned quality management expert, pointed out: "Company leadership is the key to quality success." Strong quality management leadership is very important for the continuous improvement of the quality management system. Today's competitive trends are no longer determined by individual efforts in quality, but must have an environment to establish an environment within the company. framework to enable every employee to actively participate in quality improvement activities. Therefore, the role of the company's quality leadership is even more important. Leaders must not only actively participate in the construction of the quality system, stipulate the responsibilities of various departments and personnel at all levels, formulate quality policies and goals, and provide the necessary human and material resources for the operation of the system. Leaders should take the lead by example, set challenging goals, inspire, motivate and recognize employees' contributions, educate, train and guide employees, be transparent, pragmatic and lead by example in their work methods, and create a relaxed environment for continuous improvement of the company. , harmonious and orderly working environment.
3. Pay attention to the suitability of system documents
After a period of operation of the quality management system, due to changes in internal management or changes in the external environment, some of the supporting documents initially prepared will be changed. Some requirements for management documents are no longer appropriate, especially strengthening the establishment and improvement of third-level operating documents. With the continuous development of social economy and technology, enterprises are also constantly developing. Whether it is the introduction of new equipment, talents, or the exploration of new methods, the three-level documents of the enterprise must also keep pace with the times, and solicit opinions extensively based on actual conditions. Gradually modify and improve the quality management system documents, optimize the process of each quality activity, and cancel the operations that do not conform to the actual conditions one by one, making it more operable and conducive to quality control under the premise of meeting standards, not only ensuring the suitability of the documents and adequacy, and can also improve the awareness of self-improvement and self-improvement of all employees.
4. Innovate training methods and improve employee quality awareness
First of all, based on reality, scientifically compile training content, adopt a variety of novel and unique training methods, and combine listening, checking, and reading , ask questions, and interact to arouse employees' interest in learning. Use diagrams, analysis, and discussions to communicate with students and deepen their understanding. The implementation of training has assessments to truly achieve the purpose of training and improve the quality of training. Secondly, the training must be targeted, focus on the training effect and quality, and make training plans and training handouts at different levels. What should be trained at the management level and what should be trained at the operational level. There should be certain distinctions and pertinence in order to improve the quality of training.
5. Improve the internal audit level of the internal auditor team
As we all know. A team of high-quality internal auditors is a valuable asset to an enterprise. With the development of the times, the advancement of standards, and the continuous improvement of the company's own management level,
If an internal auditor who is initially considered to be a qualified internal auditor does not pursue the continuous improvement of his own quality, it will be difficult for him to meet the requirements. The development of the times and the requirements of continuous improvement of enterprises. During the internal audit process, internal auditors not only perform inspection tasks, not only find out where the problem lies, but more importantly, provide guidance on how to solve the problem and teach them what to do when encountering problems. Therefore, relying on external training, independent learning, and active participation in practical exchanges to continuously improve the quality of internal auditors is a solid foundation for successful internal audits.
6. Improve the execution ability in the operation of the quality management system
Execution ability is a kind of ability. Its connotation is broad, including the summary of various disciplines, methods, and ideas. The key is to influence the behavior of all employees of the company through corporate culture. In ≤ One Minute to Improve Execution ≥ it is written in the book: Without execution, there will be no business growth; to build execution, start from successful decision-making; to guide execution, formulate reasonable enterprise processes; to implement execution, it must start from leaders start; promote execution and exert the "motivation" effect; improve execution, use the weapon of communication; promote execution and advocate team strength. In the quality management system, enterprises should promote the implementation of continuous improvement, thoroughly rectify problems found in audits, increase supervision of corrective and preventive measures, check the continuity and effectiveness of rectifications, and eliminate problems. Repeated occurrences and inadequate corrective and preventive measures.
7. Insist on carrying out mass QC group activities
In the implementation of the quality management system, form an effective mechanism for discovering, analyzing and improving problems, and further promote quality management QC group activities , promote the participation of all employees, the entire process, and the entire enterprise, and advocate the combination of QC group activities with technological innovation and management innovation. Apply statistical methods to analyze problems, identify problems, and solve problems. In 2005, the Yunnan Tin Co., Ltd. Smelting Branch carried out QC activities in response to the low qualification rate of 63 solder in one casting. Through the main reasons such as insufficient slag stirring temperature and insufficient slag stirring time during the production process, detailed countermeasures were formulated.
And implemented it carefully according to the plan, improving the one-time casting pass rate of 63 solder; in 2006, the outer packaging of tin ingot products was originally bundled with 10# iron wire. The bundling was labor-intensive and costly. If it was damaged during transportation, Rainwater causes rust and affects the appearance quality of the product. Therefore, the "Sanxing QC Team" of the Smelting Branch improved the material selection and bundling methods for tin ingot packaging, explored and tested the bonding strength of the plastic steel strips. In the test, all-plastic steel straps were used for bundling, and a series of improvements were made in the bundling method, which improved product packaging and appearance quality, and increased user satisfaction. In 2008, tin ingot casting was changed from manual casting to mechanical automatic casting; a new oxygen station and gas station were built in terms of technology. In 2009, Ausmet furnaces, fuming furnaces, and boiling furnaces were operated with oxygen-enriched smelting and roasting; the oxidation kettles, tin pots, and centrifugal kettles were changed from coal-burning to gas-burning and other new technologies, which greatly increased product output. In terms of environmental protection, energy conservation and emission reduction have also been achieved. Therefore, insisting on carrying out QC group activities is the guarantee for continuous improvement of enterprises.
To sum up, continuous improvement is the essence of quality management. It is a measure taken throughout the enterprise to improve the effectiveness and efficiency of the activity process in order to provide value-added benefits to the enterprise and its customers. Improvement is a continuous and never-ending process. Dr. Deming proposed the PDCA cycle improvement model. Dr. Zhu Lan defined the improvement process as a spiral process. Only through continuous improvement can the continuous and effective operation of the quality management system be achieved. .