Certification Encyclopedia | How to Achieve the Effectiveness of the Quality Management System (ISO 9001)?

Release Date:

2020-08-26 15:23

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Certification Encyclopedia | How to Achieve the Effectiveness of the Quality Management System (ISO 9001)?

Quality system management, as an important part of manufacturing and the management of the entire enterprise and institution, requires continuous attention and authorization from senior management, continuous improvement by quality staff, and participation of the entire organization's PDCA spiral quality cycle. Only in this way can the organization's quality work truly be improved and the quality level elevated.

1. Implement the principle of "write what is needed, do what is written, record what is done"

The purpose of preparing quality system documents (quality manual, procedure documents) is to standardize employees' work. Whether employees consciously carry out work according to the requirements of the procedure documents is one of the quantitative indicators for evaluating effectiveness. Many certified enterprises share the same feeling—documents are easy to write but hard to implement. In fact, emphasizing systematization and practicality, "write what is needed, do what is written, record what is done," and using forms for quality records will achieve very good expected results.

2. Conduct self-correction through rolling quality internal audits

Seriously carrying out quality internal audits is an important part of quality system management. Audits must be thorough horizontally and vertically, covering the entire company, to conduct self-correction. Practice has proven that even if an enterprise passes quality system certification, various problems still arise during actual operation of the quality system.

If there is no mechanism for continuously discovering problems, solving problems, and continuously improving, various issues affecting the operation of the quality system will appear, gradually making the quality system difficult to operate and eventually leading to the quality system existing in name only. General internal audits, based on internal hierarchical relationships, usually do not audit management, which is actually incorrect. Because the management's attitude towards quality directly affects employees' attitudes towards quality work.

3. Focus on quality costs to satisfy customers

Quality cost is one of the quantitative indicators for evaluating the level of quality management. The quality of a company without benefits is predictable. Enterprise quality work reflects quality management philosophy—the seven basic principles, treating "customers as God," not only valuing the quality of products provided to customers but also maintaining good relationships with customers. Customer satisfaction actually involves a lot of communication and understanding. In business operations, quality management must start from the actual situation of the enterprise and cannot blindly comply with all customer demands. Some demands that exceed the enterprise's capacity for improvement should be resolved through communication.

4. Implement traceability system through process-based work standards

Product and service quality is ensured through process-based work standards. For any nonconforming products, the cause of nonconformity must be identified, and responsibility must be effectively traceable. Even if no punishment is imposed, merely exposing the issue can raise quality awareness. Repeated nonconformities should be closely tracked and closed-loop managed, educating employees with factual cases through quality case studies and quality analysis meetings.

5. Management must always demonstrate great "quality wisdom"

Some employees and even frontline managers find it difficult to understand why simple work must be broken down into so many steps and why work instructions are necessary. They wonder if without these, good products cannot be made. Many often complain: if everything must follow this, we won't have to do anything else.

When conflicts arise between the quality control department and the production department, business operators (management) often hope the product is "good enough" and prioritize production and sales. Therefore, many times, enterprise quality system management is reluctant. The story of Zhang Ruimin smashing refrigerators reflects the great wisdom behind him, leading Haier to become an international company. But when it comes to product quality, few such "smashing refrigerator" stories are seen, which explains the common reality of many enterprises.

About Beijing United Intelligence Certification Co., Ltd.

Beijing United Intelligence Certification Co., Ltd. (abbreviated as UICC) is an important member of Beijing United Intelligence Technology Group and a well-known international, comprehensive standard certification and evaluation technical service organization. The company provides intellectual services for nearly all industries worldwide, including standardized development, informatization development, green development, and innovative technology development. It carries out standard certification, review and evaluation, standard research and development, technological innovation, green ecological development, environmental protection and energy-saving technology, quality management technology, safety production technology, informatization technology, information system development, professional training, policy compliance, and technology promotion among other high-tech services.

The company has been established for over 20 years with a wide business scope and rich experience. It has set up more than 20 branches nationwide, providing convenient and fast customer service. It has provided certification/review/evaluation, innovation/development/research, application/promotion/training, and other technical services to more than 50,000 customers, issuing over 100,000 certificates in total.

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