Effective Ways for Printing Enterprises to Convert ISO9000:2000 (Part Two)

4. The third-level system documents of the original system are operatively strong and effective, and they should not be easily eliminated, but should be roughed out, refined, simplified, and carefully screened, supplemented, and perfected so that the spring is more scientific, reasonable, effective, and effective. Quality records should also be carefully and carefully screened, focusing on meeting the needs of operations, decision-making review, and measurement, analysis, and improvement of each element.
Printing production is a typical order or processing service enterprise. From the signing and decomposing of contracts, to the realization and delivery of products, and to the post-training service processes, relevant procedures must be regulated and effectively controlled, and revised and perfected through the practice of operations. . In the process of product realization, four and four more are realized.
Fourth, establish a level training mechanism, to lay a solid ideological and theoretical foundation for the work of transposition.
To do a good job in the conversion of the 2000 version of the standard, the most important thing is to train a group of people who are familiar with the standard. In the training process, we must pay full attention to the importance of leadership and full participation in the conversion of standards. Learning standards, in particular, should understand the quality management principles that were incorporated, the basis of twelve quality management systems, the thinking of new standards, and changes in the content of the controls between the 1994 and 2000 editions. A multi-level training mechanism should be established, and the training should be strengthened in accordance with the professional, popular, and grassroots levels. The professional training is the training of the documents selected by the company's functional departments and workshops, and the training of internal auditors and key stakeholders, so that these comrades should be familiar with the new standards. The popularization training is to hold large-scale standard training courses within the company and based on the internal training materials prepared by the company's centralized management department. The top management, functional departments, and workshop leadership members are required to participate in the study. Leaders understand the standards and can strongly support and promote the edition work. Grassroots training was released after the release of the 2000 version of the standard and procedure documents. The backbone of the functional departments and workshops was responsible for carrying out the explanations on the floor operators so that they could understand the differences between the petal version files and the old version files. They were familiar with the company’s quality policy and Quality objectives, clear frameworks for quality systems and specific requirements for operators.
Digesting documents and clarifying responsibilities are the preconditions for ensuring that the version is running. Recalling the actual implementation of the 1994 version of the standard, the phenomenon of unclear interface, unsmooth operation, and poor results during the operation is due to the fact that during the training phase, some of the staff did not thoroughly study the true script of the document and misplaced the operation. People are even fooled.
Without assessment, there is no management. Based on this, while flexibly adopting various forms and strengthening training results, companies must further improve the assessment mechanism and deepen the connotation of training, and establish an evaluation system that recognizes the training needs of employees and evaluates the effectiveness of employee training. Each quarter's department heads comprehensively integrates employee's skill and quality awareness, work attitude performance, etc. Each year is led by the branch manager to supervisors, and the last one is eliminated in the staff. The worst employee will be laid off and diverted. If the evaluation is poor, training must be done in time.
Fifth, continue to improve some of the clearance, to strengthen the focus of the new content review.
Continuous improvement is one of the eight basic quality management principles proposed in the ISO 9000:2999 standard. In fact, the ISO9000:2000 standard classifies 20 independent quality management system elements in the ISO9001:1994 standard into the four major sections of management responsibility, resource management, product realization, measurement, and improvement, forming a structure of a process approach model. , in line with the PDCA cycle rules, intended to improve the level of the system to the spiral effect through continuous improvement. Continuous improvement can be expanded by the following steps:
First of all, we must find areas for improvement. It is necessary to find out the inadequacies of the system's operation through routine supervision and inspection and internal audit management review; learning can use the information received to conduct data analysis to find areas where the quality management system can be improved. Areas of improvement relate to products, processes, and systems.
Second, analyze the inadequacies. Evaluate the status and level of the existing process, identify the causes of insufficiency, set goals for improvement, determine the ways to solve the problems, and formulate implementation plans.
Third, the implementation of the plan should be checked, and if necessary, the plan can be modified according to the actual situation. After the implementation of the plan is completed, the implementation effect shall be evaluated to ensure that the solution is implemented and the established objectives are achieved.
Fourth, review the entire improvement process. Whether the review needs to take further improvement measures or look for new areas of improvement and implement a new round of improvement.
Through improvement, implementation of responsibilities, rational allocation of resources, use of new materials, new processes to simplify the process, improve product quality, expand market share, and achieve continuous improvement of quality management system.
For the newly added contents of the 2000 version of the standard, when conducting internal audits, key audits must be arranged, and even the first internal audit after the change of version, only the new requirements will be reviewed. The central purpose of this is to make relevant personnel as soon as possible familiar with the relevant content and requirements and implement this. For example, the audit of the top management process has been conducted in the past using internal auditing. Due to the objective reasons such as the contrast between the two parties, the audit time and the audit content are insufficient. The implementation of the new standard audit, on the one hand to increase the audit time; on the other hand to properly view the tone, increase the depth of the audit. It should be noted that the role of the top management in the 2000 edition is very important. Another example is that customer satisfaction, process monitoring, and internal communication of measurement data analysis are all new requirements. Key audits should be arranged.
Through the above five effective ways, as long as companies work hard and work hard, the change of work will be completed smoothly and with remarkable results.