4.2.2 Quality Manual 6.1 Resource Provision 7.5.1 Control of Production and Service Provision
4.2.3 Document Control 6.2 Human Resources 7.5.2 Confirmation of Production and Service Provision Process< /p>
4.2.4 Records Control 6.2.1 General 7.5.3 Identification and Traceability
5 Management Responsibilities 6.2.2 Competencies, Awareness and Training 7.5.4 Customer Property
5.1 Management Commitment 6.3 Basic Equipment 7.5.5 Product Protection
5.2 Customer Focus 6.4 Working Environment 7.6 Control of Monitoring and Measuring Devices
5.3 Quality Policy 7 Product Realization 8 Measurement, analysis and improvement
5.4 Planning 7.1 Planning for product realization 8.1 General principles
5.4.1 Quality objectives 7.2 Customer-related processes 8.2 Monitoring and measurement
5.4.2 Quality management system planning 7.2.1 Determination of product-related requirements 8.2.1 Customer satisfaction
5.5 Responsibility, authority and communication 7.2.2 Review of product-related requirements 8.2.2 Internal Audit
5.5.1 Responsibilities and authorities 7.2.3 Customer communication 8.2.3 Process monitoring and measurement
5.5.2 Management representative 7.3 Design and development 8.2.4 Product monitoring and measurement
5.5.3 Internal communication 7.4 Procurement 8.3 Control of non-conforming products
5.6 Management review 7.4.1 Procurement process 8.4 Data analysis
5.6.1 General principles 7.4.2 Procurement information 8.5 Improvement
5.6.2 Review input 7.4.3 Verification of purchased products 8.5.1 Continuous improvement
5.6.3 Review output 7.5 Production and service provision 8.5. 2 Corrective measures
6 Resource management 8.5.3 Preventive measures
Edit this paragraph The psychological quality of quality engineers
Labor psychology believes that different industries and different Positions require employees to have different psychological qualities, and different psychological qualities will in turn affect work efficiency and work quality. Quality engineers are mainly engaged in quality management work, and of course they have their own special requirements for psychological quality. Quality engineers are personnel who specialize in quality management. In addition to having corresponding quality management knowledge and professional knowledge, in addition to having corresponding ideological, intellectual and physical qualities, I think they should also have necessary psychological knowledge. and corresponding psychological qualities.
Cheerful and enthusiastic temperament
First of all, quality engineers should have a cheerful and enthusiastic temperament. Among the various management systems of an enterprise, quality management may be the most open system. From the top managers of the enterprise to front-line workers, logistics workers, and quality management personnel, they all have to deal with it. Management systems such as finance, environment, production, and technology are difficult to compare with. The so-called "three completes" of total quality management ("whole process", "whole enterprise" and "whole employee") reflect the fully open system nature of quality management. The nature of this fully open system requires quality engineers to have an extroverted personality, be cheerful, lively, proactive, enthusiastic, and good at communicating. Engineering and technical personnel who are transferred from professional and technical positions (such as design, process, etc.) to quality management positions, due to the particularity of their original work, are often introverted, withdrawn, indifferent to others, overly focused on details, and lack organizational skills. They should change this mental state. For young people, if your ambition is to be a quality engineer, you should first have a grasp of your own psychological characteristics. If you are a person with a depressive temperament and cannot change, it is best to give up your plan to be a quality engineer. Generally speaking, people with depressive temperament are inactive, inactive, slow to react, sluggish in movement, gloomy in mood, and have obvious introversion. If you are engaged in quality management work, you will definitely have certain difficulties in dealing with people. Therefore, you are not suitable to work in the quality management department, especially the leadership of the quality management department.
Good communication skills with others
Secondly, quality engineers should have good communication skills with others.
In fact, in enterprises, quality management work is not mainly technical work, but non-technical work of communicating with people. Carrying out education and training, establishing a quality management system, conducting planning and review, implementing monitoring and measurement, organizing quality improvement, etc. are all inseparable from dealing with people (from corporate managers to general employees), investigating, analyzing, and discussing , Persuasion... If you don’t have the ability to communicate with others, have difficulty understanding other people’s opinions, and cannot effectively convey your opinions to others, how can you manage? For example, when dealing with non-conforming products, there is no serious investigation and analysis of the psychological factors that caused the operator to produce non-conforming products (whether intentionally or unintentionally, emotional stress or carelessness, fatigue or negligence, etc.), and the emotions of the production management personnel are not taken into account. Grasp, if there is too little research on communication of opinions in specific processing, it may not be possible to handle it.
A firm but not stubborn character
Again, quality engineers should have a firm but not stubborn character. In real life, even when solving a small quality problem, it is inevitable that there will be disputes and even quarrels. In an enterprise, after all, quality will conflict with quantity, schedule, cost, etc. From their own perspective, all relevant personnel will always have opinions of one kind or another on the solutions proposed by quality managers, and even express strong disapproval. Objection. For example, if you want to monitor and measure the work of a certain department, the department is likely to express dissatisfaction, take certain methods to obstruct it, or argue with you, or cover it up with false appearances. As a quality engineer, it will be difficult to do a good job in quality work if you do not have a firm will, go with the flow, and blindly comply without principles. Quality engineers should be rational and independent people, calm, thoughtful, good at independent thinking, willing to express different opinions, and have strong self-control ability. However, we should also be good at listening to different opinions and not jump to conclusions prematurely. If you have a biased and stubborn personality and insist on your own opinions, it will not only be detrimental to solving quality problems, but will also affect interpersonal relationships and cause trouble in future work.
Psychological knowledge and methods
Finally, quality engineers should know some psychological knowledge and methods. Quality management is essentially not the management of objects, but the management of people. Human beings are not grass and trees, how can they be ruthless? Whether they are business managers or ordinary employees, they all have their own cognitive, emotional, will and other psychological characteristics. When interacting with them, if we can better grasp these psychological characteristics, it will definitely help the communication of opinions between both parties and make the relevant management work go smoothly. To be able to grasp people's psychological characteristics, it is obviously not possible to understand some psychological knowledge. When communicating with others, you also need to pay attention to methods. Communication itself is the research object of psychology, and it also requires psychological methods and skills. For example, you must be good at understanding the other party's psychological characteristics and emotional dynamics, learn certain psychological analysis methods, and master the techniques to help others relieve psychological pressure...
Edit this paragraph Quality Engineer: Expect "career" to become "Practice"
"Quality engineer is not a traditional narrow concept of quality, but a comprehensive and systematic social examination that covers comprehensive knowledge and also focuses on professional skills. In the future Its market demand will become larger and larger, and its market maturity will also become higher and higher. For example, this year's exam will begin to collect questions online, and its teaching materials will not be static, but will change according to the actual situation. Changes are constantly updated, so the value is also increasing day by day. "Quality expert Han Furong knows the quality engineer exam very well. Although the prospects are promising, Han Furong regrets that the current quality engineer examination system has many restrictions and needs to be improved. "Quality engineering should not be a profession, but a practice. A profession is like an ear, which is optional, while a practice is like a hand, which is mandatory. Quality engineers should transform from a profession to a practice, and from ears to hands."
Edit this paragraph to take stock of knowledge related to the quality engineer exam
Keyword 1: Pass rate
Although the quality engineer exam has been conducted 5 times, this year’s exam may be The most "happy" time for candidates - this is the time with the highest pass rate in five years. The overall pass rate reached 37.68%, of which the primary pass rate was 30.76%, the intermediate pass rate was 40.90%, and there were 9,295 people nationwide. People have obtained quality professional qualification certificates issued by the Ministry of Personnel and the State Administration of Quality Supervision, Inspection and Quarantine.
The provinces and cities with pass rates higher than the national average this year include Shanghai, Jiangsu, Fujian, Guangxi, Beijing, Jiangxi, Hunan, Anhui, Guangdong, Zhejiang, and Liaoning, with pass rates of 53.45%, 45.79%, 45.61%, and 39.70%, 39.37%, 39.27%, 39.19%, 39.13%, 39.03%, 38.66%, 37.78%. The reporter found that compared with the 50% passing rate of the American Quality Engineer Examination, the passing rate of our Quality Engineer Examination is still lower. Relevant people from the Quality Department of the General Administration of Quality Supervision, Inspection and Quarantine believe that this is because our quality personnel are not familiar with this form of examination questions. Familiarity, on the other hand, is because most candidates have not participated in systematic study and their knowledge is aging. I believe that after several years of examinations and training, the overall quality of our country's quality personnel will be greatly improved, and the examination passing rate will also increase accordingly.
Keyword 2: Hard indicators
In November, the Yunnan Provincial Bureau of Quality and Technical Supervision and the Yunnan Provincial Department of Personnel jointly issued the "On Further Improving the Implementation of the Quality Professional Qualification System" Opinions". The document puts forward rigid indicators for the number of quality engineers for enterprises: For example, enterprises with annual sales of more than 1 billion yuan or enterprises manufacturing famous brand products in China should have no less than 5 senior qualified personnel and no less than 10 intermediate qualified personnel; Enterprises with annual sales of less than 1 billion yuan and more than 100 million yuan or Yunnan famous brand product manufacturers should have no less than 4 senior qualified personnel and no less than 8 intermediate qualified personnel. The document also proposes Yunnan's "Eleventh Five-Year Plan" for quality engineers - striving to have all enterprises and relevant quality management personnel in the province hold certificates within 5 to 10 years. Relevant persons from the Quality Department of the General Administration of Quality Supervision, Inspection and Quarantine pointed out that Yunnan Province is the first of its kind in the country to issue such a document, which will play a very good role in promoting the quality engineer examination.
Keyword 3: Rewards
In November, the Quality Control Division of the Shanghai Municipal Bureau of Quality and Technical Supervision and the Registration Management Center jointly held the "2005 Shanghai Quality Professional and Technical Personnel Symposium" , the meeting commended and rewarded the top three comrades in this year's junior and intermediate examinations, and exchanged learning and work experiences. The reporter learned that Shanghai’s quality engineer pass rate has always ranked first in the country, which is inseparable from its active quality engineer promotion activities.
Keyword 4: Advanced
The registration process for quality engineers in 2006 has begun. However, registration for the advanced examination that has attracted much attention before has not started. The reporter learned that the report on the quality engineer examination has been handed over to the Human Resources Department, but it has not yet been finally approved. Relevant sources from the Quality Department of the General Administration of Quality Supervision, Inspection and Quarantine revealed that even if the advanced level exam can be held next year, it will be held in the second half of the year. Another possibility is that the exam will be held in 2007, at the same time as the primary and intermediate exams. In addition, the format of the Advanced Quality Engineer Examination has been set to only one subject and is open book.
Keyword 5: Sampling survey
On June 19, the National Quality Professional Qualification Examination Office conducted a survey of Beijing, Fujian, Guangdong, Jiangsu, Shandong, and Shanghai after the quality engineer examination. A sample survey was conducted among candidates from 6 regions. The survey results show that 35% of the candidates are from state-owned enterprises, 33% of the candidates are from foreign-owned and joint ventures, and 24% of the candidates are from private and private enterprises. These three types of candidates account for 92% of the sample; among the candidates, 73 % of the candidates took this exam for the first time; 73% of the candidates did not participate in pre-exam training; 43% of the candidates thought that the difficulty level of the test paper was appropriate; 41% of the candidates thought that the test paper was difficult; 12% of the candidates thought that the test paper was difficult It's hard. According to analysis, candidates’ motivations for signing up to take the exam are, in order, improving their own abilities, assessing professional titles, being helpful in finding a job, and unit requirements. The corresponding proportions are approximately 57%, 21%, 15%, and 7% respectively. The rewards that candidates want most after obtaining qualifications are applying for a more ideal job, obtaining corresponding professional titles, increasing salary, and promoting positions. The corresponding proportions are approximately 38%, 32%, 22%, and 7% respectively.
ISO quality management system standard form
1. Quality record list
2. Non-conformity report
3. Internal quality management System audit report (you can attach a separate paper to describe it)
IV. Notice of Customer Property Problems
V. Product Quality Information Feedback Form
VI. Internal Quality Loss Statistical ledger
7. Registration form for receipt and processing status
8. Inspection original records
9. Verbal order registration ledger
10. Facility (tool, mold, fixture) management ledger
11. Quality information feedback statistical ledger
12. Inspection and acceptance of raw materials and outsourced parts. Statistical Ledger
13. Product Quality Statistical Ledger
14. Product After-Sales Service Registration Form
15. Document Recycling Registration Form
p>16. Measurement cycle calibration plan
17. Measuring instrument scrapping application form
18. Zero (unit) quality spot inspection records
< p>19. Economic contract signing and performance ledger, statistics and analysis list20. Co., Ltd. equipment daily inspection card
21. Technical document issuance registration form< /p>
Twenty-two, year and month production material plan
Twenty-three, procurement plan
Twenty-four, outsourcing and outsourcing parts inspection notice< /p>
Twenty-five, production plan
Twenty-six, annual and monthly sales output value, sales product output indicator schedule
Twenty-seven, limited company product quality solicitation Opinion letter
Twenty-eight. Monthly report of purchase, sale and inventory of raw materials for the year
Twenty-nine. Document distribution registration form
Thirty. Product quotation
p>31. Equipment maintenance plan
32. Facility scrap sheet
33. Mold fixture technical status record
34. Training Approval Form
35. Training Record Form
36. Management Review Notice
37. Management Review Report
Thirty-eight, order confirmation form
Thirty-nine, contract change notice
Forty, facility acceptance form
Four 11. Facilities Management Ledger
42. Design and Development Input List
43. Process Design and Development Appraisal Report
44. Scrap Products Notice
Forty-five, Notification of Returned Products
Forty-six, Annual Training Plan
Forty-seven, Improvement, Prevention, and Corrective Action Report< /p>
Forty-eight. Employee Training File Card
Forty-nine. Production Facilities Configuration Application Form
Fifty. List of Qualified Suppliers
V 11. Supplier performance evaluation form
52. Sign-in form for the first (last) internal audit meeting
53. Distribution form of unqualified items
< p>54. Internal audit checklist55. Special type of work (process) training ledger
56. Technical data (blue, base map) filing and registration
Fifty-seven. Trainer sign-in form
Fifty-eight. Daily report of product entry and exit
Fifty-nine. Purchase statistics account
60. Design and development plan
61. List of production facilities
62. Factory requisition list
63. Product Quality Inspection Report
64. Sending and Receiving List
65. Three Inspection Cards
66. Document Destruction Application
67. Management Review Plan
68. Equipment Incident Report Form
69. Product Requirements Review Form
70. Application Form for Reuse of Deviated Parts
71. Document Change Notification
72. Audit Schedule
73. Supplier Assessment Record Table
Seventy-four, annual internal audit plan
Seventy-five, audit implementation plan
Seventy-six, internal school record table
< p>Seventy-seven, product delivery noteSeventy-eight, improvement plan
Seventy-nine, product inspection receipt note
Eighty
, Design and development output list
Eighty-one, mold adjustment record form
Eighty-two, improvement, corrective and preventive measures implementation list
Eighty-three , Non-conforming product report
84. Customer satisfaction survey form
85. Corrective/preventive action processing sheet
86. Equipment Check in
1 Foreword
Over the years of reform and opening up, the market economic system has become increasingly mature, consumers have become more rational, and competition among enterprises has become fierce. If small and medium-sized enterprises want to develop and succeed in the market, the only way is to improve product quality and establish good customer reputation. By establishing a quality management system and improving quality management level, it is a very important way to reduce production costs and improve product quality. Good means. The ISO9000 standard provides a management model for enterprises, the core of which is to help enterprises establish a standardized and effective quality management system.
1.1 ISO quality management system
The ISO9000 standard is a concept proposed by the International Organization for Standardization (ISO) in 1994. International standards developed by the Assurance Technical Committee). ISO9001 is used to verify the organization's ability to provide products that meet customer requirements and applicable regulatory requirements. The purpose is to enhance customer satisfaction. This third-party certification is not dominated by the economic interests of both producers and sellers, and is notarized and scientific. It is a passport for countries to evaluate and supervise the quality of products and enterprises; it serves as a basis for customers to audit suppliers' quality systems; enterprises have the ability to meet the technical requirements of the products they order.
1.2 Management status of small and medium-sized food enterprises
Compared with large enterprises in the same industry, small and medium-sized enterprises account for more than 99% of the number of enterprises in my country. They are an important force that cannot be ignored in promoting my country's economic development. In 1999, China's definition of small and medium-sized enterprises included sales revenue and Total assets are used as the main inspection index: they are divided into four categories: extra large, large, medium and small. Among them, those with annual sales revenue and total assets below 500 million yuan and above 50 million yuan are medium-sized enterprises, and those with annual sales revenue and total assets are both Those with a capital of less than 50 million yuan are small enterprises.
Take a biscuit and pastry manufacturing enterprise as an example. This enterprise is a private enterprise established in early 2006. It started specializing in the production of biscuits and has a workshop area of ??less than 300m2. With 100 employees, it has developed into an enterprise with more than 20 varieties of products such as biscuits and pastries, with an annual output value of more than 5 million, a workshop area of ??1,000 m2, and more than 100 employees. Although the scale of the enterprise has expanded, the management level has never improved. Despite changes, the old habits are still followed, with the factory director responsible for purchasing, sales and production. At present, most small and medium-sized food processing companies are still like the above-mentioned biscuit and pastry production companies, with low education levels of production employees; incomplete corporate functional departments; and production. , sales, and purchasing are almost all under the control of the factory director; there is no quality management department, and factory inspection requirements are not strictly implemented
2 Analysis of the management status of small and medium-sized food enterprises
(1) Inadequate enterprise management. Improve
The basic management work of some small and medium-sized enterprises has not been done well. Generally speaking, they lack management talents and management systems, and they often do things based on personal preferences. Especially family-owned small and medium-sized enterprises, which have a strong emphasis on the rule of man. Business owners and some managers often handle things based on their own feelings.
(2) Production management is weak
Production management lacks management methods, and production operations and production processes are not effective. Control, "dirty, messy, poor" phenomena can be seen everywhere, production is based on the experience of managers and workers, and even the production delivery date cannot be met.
(3) The quality management method is backward and the quality management system is not in place. Can be established or run effectively. The quality management system is blindly controlled and no one is responsible.
(4) Financial management is not sound.
The financial management method is relatively backward. Small and medium-sized enterprises have flexible operating mechanisms, so their financial management methods are also flexible and diverse. However, it is difficult for small and medium-sized enterprises to attract and retain the required talents, so there is a shortage of financial management talents. Shortage of funds and poor financing ability. The level of cost and expense management is low.
(5) Poor research ability
my country's small and medium-sized enterprises generally despise R&D management and do not consider creating an environment suitable for enterprise R&D; some R&D technologies and Patents are rich in achievements, but they are not well protected and developed, and there are various problems.
3 Main issues in quality management of small and medium-sized food enterprises
By analyzing the research targets, we believe that the main problems in quality management of small and medium-sized food enterprises are as follows:
3.1 Unclear quality objectives
The quality objectives of the above-mentioned enterprises are as follows: to produce satisfactory products for consumers. Quality objectives are not quantified, resulting in company employees not knowing what to do to achieve quality objectives.
3.2 The factory inspection of products is not in place
The factory inspection indicators of biscuits and pastries produced by this company include moisture, total bacterial colonies, coliforms, etc. Since there is no specialized quality inspection department, it is necessary to provide The factory inspection report given to customers only contains appearance, net content and moisture. The indicators required for inspection before leaving the factory were not inspected, and the inspection was not carried out batch by batch according to the provisions of the standard.
3.3 Poor process and chaotic workshop management
Production planning and execution have always been directly arranged by the factory director. In the early stage of the development of the enterprise, the small output showed the advantage of fast and flexible production, but then the As the scale of the enterprise expands, the factory director has to take care of purchasing, sales, etc. alone, and has no energy to take into account production arrangements. Moreover, the production process of each person is not identified, which is very arbitrary and will inevitably lead to chaos in workshop management.
3.4 The organizational structure is not sound and the necessary rules and regulations are lacking
Because the company has always followed the management principles from the early days of its establishment, it has not established corresponding functional departments. Therefore, even if some rules and regulations are established, they are ineffective because there is no executive department. At the same time, because the corresponding responsibilities and authorities are not stipulated, some rules and regulations cannot be implemented.
4 Establishment of management system for small and medium-sized food enterprises
4.1 Planning
4.1.1 Planning of quality policy and quality objectives
Quality policy The definition is the overall quality purpose and direction of the organization officially issued by the organization's top management. Quality objectives are specific quantitative goals of the quality policy. Based on the discussion and the actual situation, the quality policy of the pastry and pastry factory is set as: quality first, customer first, scientific management, and continuous innovation. The quality goals are set as: 95% product one-time delivery inspection pass rate, 100% customer complaint handling rate, 100% raw material purchase pass rate, 100% product factory inspection rate, and customer satisfaction ≥ 95%.
4.1.2 Responsibilities, authority and communication
Referring to the process method of quality management, the enterprise was planned for the organizational structure and stipulated the responsibilities, authority and how to carry out the work of each department. Method of communication: The factory director has a management representative (deputy factory director), office, finance department, and quality manager under his jurisdiction: production department, quality control department, supply and marketing department, and communicates through various methods such as regular meetings and phone calls.
4.1.3 Management Review
Plan the time intervals, review inputs, review outputs, etc. of management reviews to ensure their continued suitability, adequacy, and effectiveness. The review shall include the evaluation of opportunities for improvement and the need for changes to the quality management system, including the need for changes to the quality policy and quality objectives.
4.1.4 Planning of product realization process
In order for the process to meet the requirements, the organization should plan and develop the processes required for product realization. Planning of product realization should be consistent with the requirements of other processes of the quality management system.
① Determine the quality objectives and requirements of the product;
Determine the quality requirements of the products produced according to national and industry standards, and formulate the quality requirements of related processes such as semi-finished products, and determine Factory quality targets.
② Determine the requirements for product determination processes, documents and resources;
③ Determine the verification, validation, monitoring, measurement, inspection and test activities required for the product, as well as product receipt Criteria;
④ Determine the records required to provide evidence that the implementation process and its products meet the requirements
4.1.5 Support process planning
For purchasing and sales , services and other support processes are also planned, quality objectives and requirements are determined, acceptance criteria are determined, etc.
4.1.6 Planning results
The results of the entire planning are finally formed into documents, which properly describe the quality management system established by the enterprise and provide guidance for the operation of the system.
The contents of quality management system documents mainly include:
①Quality manual
②Procedure documents
③Operation documents
④Record
4.2 Implementation and operation of the quality management system
4.2.1 Quality management system training
The training output for the enterprise is in compliance with the requirements Talents, small and medium-sized enterprises are gradually realizing the importance of excellent talents. The implementation and operation of the quality management system are also inseparable from qualified personnel. Therefore, the company's employees must be trained on quality management system knowledge so that everyone can master the theoretical and practical knowledge necessary for work. 4.2.2 Implementation and operation of the procurement process
For food production enterprises, the quality of raw materials is related to whether they can produce qualified finished products. Therefore, enterprises should carry out procurement according to the supporting process requirements of quality management planning. Strictly control and do a good job in procurement.
4.2.3 Implementation and operation of the production process
The production process is the value-added process of the enterprise. If you want to obtain good benefits, you must pay attention to the control of the production process.
① Control various factors that affect product quality.
② Clarify the responsibilities of all parties involved in the implementation and operation of the production process.
③ Pay attention to supplier management and regularly evaluate supply performance.
④ Strengthen workshop management, strictly follow the work instructions for production, and strictly prohibit violations of process requirements.
⑤ Pay attention to equipment management, regular maintenance, and regular cleaning and disinfection.
⑥In particular, strengthen health management, pay attention to the hygiene of personnel and equipment, carry out daily health management and cleaning and disinfection operations in strict accordance with the requirements, and conduct regular physical examinations for personnel.
4.2.4 Implementation and operation of the inspection process
The company's inspection process includes: factory inspection, raw and auxiliary material incoming inspection, process inspection and outsourcing inspection.
① Establish a full-time department to be responsible for inspection work, and have full-time personnel to carry out the work, clarify relevant responsibilities and formulate inspection procedures.
② Develop methods and acceptance criteria for various types of inspections and ensure operability.
③ Produce one batch and inspect one batch according to relevant requirements.
④Raw and auxiliary materials shall be inspected in accordance with the incoming acceptance operating procedures, semi-finished products and in-process products shall be inspected in accordance with the process inspection operating procedures, and finished product inspection shall be inspected in accordance with the finished product inspection operating procedures.
4.3 Measurement, Analysis and Improvement
In order to verify the compliance of product requirements, ensure the compliance of the quality management system, and continuously improve the effectiveness of the quality management system, enterprises should plan and implement Measure, analyze and improve processes.
Measurement, analysis and improvement include: monitoring and measurement, control of non-conforming products, data analysis and improvement.
4.3.1 Monitoring and measurement
Means of monitoring and measurement include: customer satisfaction, internal audit, process monitoring and measurement, product monitoring and measurement:
< p>①Customer satisfactionMeasurement through customer satisfaction surveys, user opinions, etc.
②Internal audit
Carry out internal audit according to internal audit procedures and specified time through the arrangement of audit planning
a) Develop an audit outline.
b) Determine the scope of the audit.
c) Prepare an audit plan.
d) Carry out audit activities.
e) Take tracking measures.
③Process monitoring and measurement
Monitoring and measurement are carried out according to the different processes distinguished and the determined quality objectives and requirements of each process or the requirements of the acceptance criteria.
④Monitoring and measurement of products
Monitor and measure according to the determined product inspection process.
4.4 Control of non-conforming products
For the control of non-conforming products, enterprises should develop non-conforming product control procedures, and determine the responsibilities and authorities for the control and disposal of non-conforming products that have occurred. It stipulates that non-conformities that occur shall be dealt with in accordance with procedural requirements.
4.5 Data Analysis
Analyze various monitoring and measurement results, such as customer satisfaction, product qualification, etc., to confirm the effectiveness and suitability of the quality management system .
4.6 Improvement
Enterprises can use quality policy, quality objectives, audit results, data analysis, corrective and preventive measures and management reviews to continuously improve the effectiveness of the quality management system. oLook for weak links from multiple angles, correct and prevent them, and formulate corrective measures and prevention to maintain the effective operation of the quality management system.