The "quality assurance principle" is the most basic principle of quality management. That is, each employee must “confirm the processing quality of the components of the previous process, confirm the quality requirements of the processing technology of this process, and confirm the quality of the products delivered to the next processâ€, thus creating a similarity between the upper and lower processes. Management of the "sales" relationship.
The upstream process is the "seller" of the market economy, the next process is the "buyer" and the "user" of the previous process. If there is a problem with the quality of the "seller," the "buyer" can refuse to purchase, and the defective product cannot be Continue to "circulate" down. By adopting this “buying and selling†unique quality management method, each employee is an inspector, and everybody strictly controls the quality of the situation, thereby ensuring that the goal of “zero flow of nonconforming product†is realized, ensuring that In the end, it produces nearly perfect zero-defect products. This kind of quality verification method is similar to the “mutual inspection†method of traditional quality management. The key point is that the traditional “mutual inspection†only picks out the faults of others and has nothing to do with it. This confirmation method emphasizes the responsibility of the confirmer and requires the operators of this process to take responsibility for the previous process at the same time. It is a detaining link and interlocking, so that the quality responsibility system is implemented to the shoulder of each operator. In the past, through the assessment of quality performance, the unity of responsibility and benefits was truly realized. The confirmation point transferred to processing is the beginning of joint responsibility and is also an affirmation of self-confirmation. It is the redevelopment of the original self-examination and mutual-examination experience. It is a reflection of the ownership of the employees and a rectification of the lax lessons of the process discipline.
The “three-confirmation†became a simple post-event control for pre-prevention, control in events, and post-summing up and improvement of management models. With the improvement of employees’ quality of work, product quality was effectively guaranteed and improved, enabling employees to integrate producers and inspectors. In one, it can prevent and control the occurrence and circulation of defective products, stressing that the first time we must do a good job, pursue zero defects, and use our own efforts to minimize losses. In order to achieve the "3N," the process quality control objectives, namely: do not accept the spoon <goods, do not produce defective products, do not transfer bad crystals, to achieve "zero flow rate of defective products," the process of quality control objectives.
Every employee understands the truth that product quality is manufactured, not checked. Inspection can only play the role of post-mortem checks, and losses have already been caused. While implementing the “Quality Three Confirmation Principleâ€, the employees fill out the key process quality checklists and quality feedback sheets every day, so that various quality data can be fed back to the quality management office in a timely manner to control the quality of the production process. , Check the key processes of key projects in each step.
To supervise and control the quality of the production process and inspect key processes in key processes. The quality management office conducts quality control through the analysis and processing of data, and then issues various job instructions, and serves as a guide for improving quality work. The quality management office is not the quality inspection department of state-owned enterprises. It pays more attention to the management of prevention in advance, and strengthens the quality and macro control of the production process. The relationship with employees is not the relationship between inspection and inspection, but the guarantor of quality. They mastered and controlled the completion of key processes, key components, and key indicators in the production process and ensured their confirmation. They conducted a comprehensive analysis of the quality problems that occurred in the production process, searched for causes, and formulated measures to guide employees to improve and improve them. , and continue to guide and supervise the implementation process and results. At the same time, each quality management team also looks for the causes of the quality problems and formulates solutions to avoid the recurrence of the same or similar problems. Only the joint efforts of all employees can ensure that all the quality management theories of “prevention first,†“all speaking with data,†and “everything that satisfies the customer†can be smoothly implemented in the company and achieve fruitful results. Total quality management based on an innovative approach.
Author: Wang Lishan Chongqing Hongsheng cigarette supporting structural material limited liability company
Source of information "Corrugated carton" 2005, 9