Statistics on product quality inspection in China during these years show that the qualified rate of SMEs' product quality is much lower than that of large enterprises. At the same time, the pace of ISO9001 certification for SMEs is also slower than that of large enterprises. Many SMEs that intend to obtain certification or have obtained certification have not significantly improved their actual quality management. This sums up the following problems:
Problems in the implementation of ISO9001 certification by SMEs
1, relatively low quality awareness
Some small and medium-sized enterprises that have implemented the planned economic system for a long time have their main tasks of "finishing indicators" and "conforming to standards." In the thinking of leaders and employees, the concept of “quantity first†is established. Some even ask for quantity and ignore quality. Even the minimum standards can not be achieved. For some private companies, the main reason for low quality is that of corporate executives. Because of their own quality limitations, the primary issue they care about is the immediate benefits of the company. It lacks long-term planning and strategic considerations for the survival and development of enterprises. It ignores the challenges and international competition of new-born companies. The impact, to a certain extent, has actually weakened the quality management level of such enterprises, and the development potential is very limited. “Quality is the life of a company†and quality is not done well. This is the basic reason why SMEs generally live for a short time.
2. Misunderstanding of ISO9001 certification in recognition
Specifically embodied in 3 aspects:
(1) It is considered that the ISO 9001 quality system is only applicable to large enterprises, but it is difficult for small and medium-sized enterprises to operate. The cost of implementing the standard in terms of time, effort, and cost is much greater than that obtained through the standard.
(2) Customarily regard quality certification as a new administrative inspection, appraisal, and acceptance, so as to adopt a customary coping attitude toward certification work;
(3) Emphasis on the result does not attach importance to the process, that certification is to get the "certificate", in the sales competition, product exports, the company can be listed for convenience, so rush to standard, certification, deadline for completion. This runs counter to the spirit of ISO9001 international quality standards.
3, the development of basic quality management work lags behind
Many small and medium-sized enterprises use "packages" to "manage" and "shares" to "manage", overemphasizing technical, administrative, and economic means. The basic work of quality management includes measurement work standardization, quality information management, quality education, quality organization and responsibility, staff quality management activities, etc. The system is not perfect and development is lagging behind. In particular, the quality of some small and medium-sized enterprises is low, and it is difficult to grasp the basics of the application of statistical techniques. There are more oral communications than written communications in management work. Organizational operations rely on experience or memory. Even if there are complete processes, they lack comprehensive records or trends. Forms, resulting in the company's processes are often on the scene is not controlled.
4. The investment in quality management is seriously insufficient
The management of small and medium-sized enterprises, especially those of the private sector, has devoted their energy to sales and external liaison matters. As far as quality issues are concerned, such major events that are related to the quality of life have been “decentralized†as far as possible. The company’s quality policy and quality objectives are also determined by the department. What's more, the "full power" of the project will be handed over to the consulting company "one-handedly," and the cost investment for quality management will be more "economic", from the payment of professional consulting companies to the establishment of internal organizations related to internal quality management, personnel and testing. The equipment is equipped to save the province. As a result, either the prepared quality system document is inconsistent with the quality management needs of the company, or the established quality system cannot be implemented smoothly in the enterprise, and the quality management level cannot be improved. Enterprises will soon be caught in the international market competition. Eliminated.
5, administrators can choose freely
SMEs have great arbitrariness when designating managers' representatives. Either it is assigned to a person who can free up time and effort to cope with document preparation and on-site auditing, but is not directly related to the company's production and operation, or who has no experience in quality management and professional knowledge, and who cannot concentrate on the quality standards of the ISO9001 family. This will result in the management representative can not develop a reasonable and clear quality policy or goal, unable to self-manage the preparation of corporate quality documents, can only imagine or blindly plagiarism, and ultimately can not meet the needs of enterprises. Another situation is that the management delegate has not been explicitly authorized for the post, has a long-term appointment, or the representative does not have prestige among the employees, which makes the implementation of the standardization process difficult. After the completion of the standard, the appointment of such leadership quality management is over. It is difficult for companies to improve their quality system and the level of quality management has been declining.
6, there are misunderstandings in the selection and understanding of consulting agencies, certification bodies
(1) As the supervisor of the company only focuses on the results and only seeks evidence, as long as the consulting company is committed to taking the certificate, the length of time spent on the standard and the consulting price are the first considerations. The quality of the services provided by the consulting company is rarely considered.
(2) The consulting company is required to complete the package. Asking the consulting company to write documents according to the company's situation, and acting as an internal auditor, or even a certification body to review, also asked the consulting company to pretend to be staff to deal with inquiries, the results consistent implementation and implementation.
(3) The certification body chooses arbitrary. Enterprises do not pay attention to the background of the inspection certification body, the map is cheap and easy, there is a great deal of randomness. At present, certification organizations do have problems such as lax management, numerous branches, etc., and the authentication companies that are derived from the company are promiscuous and arbitrarily licensed.
Countermeasures to be taken by SMEs in implementing ISO 9001 certification
To improve the quality management level of small and medium-sized enterprises and achieve good results in the ISO9001 quality system certification, the following countermeasures should be taken:
1, establish a "quality first" concept of consciousness
Through extensive training and education, the management team and all employees have made it clear that in the future of international market competition, products with different quality, superior quality products will win, there will be markets with quality, and the market will have benefits, so the ISO9001 quality system. Accreditation is not the hard work imposed on the company or the department. It is not that "people want me to do it," but "you need to do it." The manager and all employees should also be made aware that the ISO9001 quality system involves all employees of the company and must be fully involved. It is built on the basis of the “up and down one†operation and pays attention to the “realization of quality, cost, and effectivenessâ€. .
2. Improve understanding of ISO9001 quality certification
First of all, it should be recognized that the ISO 9001 standard does not rigidly stipulate how companies should write and how to do it, but it requires that a 20-element framework should be used to formulate a quality system that meets the actual needs of the company. In other words, the inherent nature of the ISO9001 system is in fact flexible and flexible. It applies to companies of any size in any industry and is equally applicable to SMEs. Second, quality certification is an initiative for companies to improve their management and competitiveness. The objective scientific assessment is not an administrative inspection; ISO 9001 puts emphasis on documented quality system, prevention-oriented thinking, self-improvement, and process quality control, and thus achieves comprehensive quality management for all employees, all doors, and the entire process. , is the only way for companies to improve the quality of management.
3. Develop a quality system that meets the needs of the company, and maximize the benefits with reasonable investment
Enterprises should give reasonable and sufficient investment in the effort, time and cost of the project. The management of a company is familiar with the overall operation of the enterprise. It should clearly demonstrate the quality policy and objectives of the enterprise by participating in the project, and at the same time control the degree of complication in the process of the preparation of the quality system documentation. Do not hinder over-exhaustion. The criteria for operation and recording should be “write what you do, do what you write, and remember what you didâ€; from another point of view, you don’t have to repeal the original rules and regulations, process flow, etc. Instead, according to the actual conditions of the company, according to the selected system elements, some existing procedural rules, systems, and operating rules are deleted or supplemented. This will not only save investment, but also provide a quality system that is in line with the needs of small and medium-sized enterprises. At the same time, the quality system that SMEs need to operate, the advantages of flexible mobility of SMEs can also be preserved, and the greatest benefit can be obtained with the minimum investment.
4, carefully select management representatives
The management representative is the most critical person in the establishment of the entire quality assurance system. The ISO 9001 quality standard gives it “ensure the responsibility of establishing, implementing and maintaining the quality system in accordance with the requirements of this standardâ€. The choice of the manager’s representative is directly related to the entire The progress of certification work is smooth or not. There are several basic requirements for this: in the company's long working hours, familiar with the actual situation of the company; as a company's important position in the leadership position, the quality department manager level above the best candidate; with professional knowledge in business management; in the company and employees There is a prestige, a style of leadership, and an emphasis on management art; it has strong learning abilities and can be integrated with the essence of quality management. In general, the selected management representatives must also work under the guidance and guidance of a professional consulting agency so that the implementation of the standard can be effective to the maximum extent. For SMEs, the highest leadership personally assumes the position. The implementation of the standard work smoothly and practically.
5, effective implementation of the certification process
The ISO9001 quality system is a set of scientific management models that effectively implement the quality policy of managers and managers and realize the established quality objectives. Therefore, in order for SMEs to effectively implement them, special attention should be paid to the following aspects: problem:
(1) Emphasize the formation of a documented quality system. The quality system documentation is a concrete embodiment of the quality system. It describes the entire process of the organizational structure, management functions, resource allocation and product formation of the quality system. Through the provisions of various quality activities and implementation methods and control methods, quality activities include the behavior of personnel, standardization and standardization, so that regulations can be followed, laws can be followed, and people ruled as the rule of law, so that the operation of the quality system is Effective control status.
(2) Emphasis on the use of statistical techniques. SMEs should use appropriate statistical methods to use them carefully and verify the results. To a certain extent, whether or not statistics technology can be well used to reveal the law of quality formation and correctly understand the requirements and expectations of customers is also a good measure of the effectiveness of the enterprise system.
(3) Pay attention to quality records. The ISO 9001 standard clearly states: “If you do not record it, you cannot admit that you did it. This is equivalent to the fact that this did not happen.†A complete quality record is the most objective and most effective for companies to correctly and effectively control the quality of a product or service. The evidence of the letter.
6, attach importance to training and post-management
All ISO9001 standard procedures, quality plans, etc., must be performed by people. Therefore, strengthening training to improve the quality of personnel and adapting to the needs of management, implementation, and verification are the primary factors that ensure the continued normal operation of the quality system and achieve the quality policy and objectives. The establishment of a documented quality system requires a group of leaders and cadres at all levels who understand the actual situation of the company, understand the business and understand the standards. The implementation of management, implementation, and verification requires a batch of familiar standards and procedure documents that can be combined with the actual work of the company. Staff; All the quality activities and the implementation of quality objectives need to correctly understand the purpose and significance of the standard. Therefore, compliance should begin with education, education, continuous summary, repeated training, and continuous improvement. On this basis, the company conducts internal quality system audits and high-level managerial management reviews on schedule. The certification body conducts supervision and inspection of the certified companies in accordance with the procedures, so as to ensure that the company's quality management level after certification continues to improve and the goals of continuous improvement are realized. .
7, careful selection of consulting and certification agencies
In general, the company's consistent certification process requires the participation of professional consulting companies in order to sort out the clues, speed up progress, and avoid detours. When selecting a consulting company, it is necessary to examine the size of consulting firms, whether there are consultants from different professional fields, whether their professional knowledge and practical management background are extensive, and whether they have rich experiences in consulting with SMEs and whether they can plan to complete a complete one. Training, can provide the opportunity to observe the field and other issues. In the process of standardization, enterprises and consulting companies should be based on matters, supplemented by consulting companies. The most important point in the selection of certification bodies is to examine the institutional background. Stringent certification bodies will strictly abide by the requirements of the ISO guidelines and operate in a standard manner. They will not engage in business operations for commercial purposes and unfair means, and can provide value-added audits. The award certificate has a high degree of credibility and a wider range of mutual recognition.
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