Performance improvement of management systems—Guidelines for procedures and methodology for continual improvement
Some standard content:
ICS03.120.10
National Standard of the People's Republic of China
GB/T27908—2011
Performance improvement of management systemsbzxz.net
Guidelines for procedures and methodologyfor continual improvementPerformance improvement of management systems-Guidelines for proceduresand methodologyfor continual improvement2011-12-30Promulgated
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of ChinaAdministration of Standardization of the People's Republic of China
Digital anti-counterfeiting
2012-02-01Implementation
Normative references
Terms and definitions
Basic concepts
Principle of continuous improvement
4.2 Role of top management
4.3 Process of continuous improvement
5 Management of continuous improvement
Topics of continuous improvement
5.2 Organization of continuous improvement
5.3 Environment of continuous improvement
6 Procedures for continuous improvement
6.1 General
6.2 Procedures
7 Techniques for continuous improvement,
Techniques for numerical data
7.2 Techniques for language data
7.3 Process diagrams·
7.4 Horizontal comparison
GB/T 27908—2011
This standard was drafted in accordance with the rules given in GB/T1.1—2009. GB/T27908—2011
This standard is equivalent to JISQ9024:2003 "Guide to procedures and methods for continuous improvement of management system performance improvement" (English version). This standard is proposed and managed by the National Technical Committee for Standardization of Quality Management and Quality Assurance (SAC/TC151). The responsible drafting unit of this standard is China National Institute of Standardization. The participating drafting units of this standard are Beijing University of Technology, Shenzhen Institute of Excellence in Quality Management, China Aerospace Standardization Institute, China Quality Certification Center, Dalian Baochi Consulting Co., Ltd. The main drafters of this standard are Gu Yanjun, Ding Wenxing, Jiang Yuanying, Xie Tianfa, Shen Bin, Wang Yu, and Cao Shaojian. Ⅲ
GB/T27908—2011
0.1 General
In order to fulfill the organization's mission, maintain competitive advantage and achieve sustainable development, the organization needs to increase the value of its existence by winning the satisfaction of customers and other stakeholders with the products it provides. To this end, the organization needs to adapt to environmental changes keenly, improve overall performance effectively and efficiently, create higher customer value, and meet the needs and expectations of customers and other stakeholders. In the face of the ever-changing environment and the trend of diversified customer needs, it is particularly important to continuously improve the ability to continuously improve to meet these requirements, and the development of increasingly differentiated products also requires the improvement of continuous improvement capabilities. Therefore, the importance of methods to improve continuous improvement capabilities is becoming increasingly prominent.
Methods to improve the ability to keenly adapt to environmental changes and to improve the ability to meet the needs and expectations of customers and stakeholders will help achieve: customer satisfaction;
Synchronous improvement of quality, cost and production cycle: performance improvement, such as increasing revenue and expanding market share. 0.2 Relationship with GB/T19000 family standards
This standard can be used as a supporting technology for organizations to effectively and efficiently manage and operate management systems based on GB/T19001 and GB/T19004.
0.3 Compatibility with other management systems
This standard is not a standard document specifically formulated for environmental management systems, occupational health and safety management systems, financial management systems, risk management systems or other management systems, but all organizations can use the supporting technologies provided in this standard as a method to improve the performance of related management systems. 1 Scope
Management system performance improvement
Guide to procedures and methods for continuous improvement
GB/T27908—2011
This standard provides guidance on procedures and methods for continuous improvement to support effective and efficient improvement of the performance of the management system of an organization. It can be used by organizations with the following needs:
Identify problems in products provided to customers and solve them through consistent procedures; Implement and manage breakthrough projects, including changes to existing processes or introduction of new processes that are different from daily operations and management; Develop resources required in the future that are different from daily operations and management. This standard applies to all organizations, regardless of their business type, status, scale or products provided. This standard aims to improve the performance of the management system of an organization by implementing effective and efficient continuous improvement. 2 Normative references
The following documents are indispensable for the application of this document. For all referenced documents with dates, only the versions with dates apply to this document. For any undated referenced documents, the latest version (including all amendments) shall apply to this document GB/T19000 Quality Management System Fundamentals and Vocabulary (GB/T19000-2008, ISO9000:2005, IDT) 3 Terms and Definitions
Terms and definitions defined in GB/T19000 and the following terms and definitions apply to this document. When the definitions of this standard differ from those of GB/T19000, the definitions of this standard shall apply. Terms defined in this chapter are indicated in boldface if they appear in other terms and definitions. Terms defined in GB/T19000 are also indicated in boldface and are indicated in brackets at the end as GB/T19000. Terms indicated in boldface may be replaced by their complete definitions.
Continuous improvementcontinual improvementImprovement achieved by continually identifying and solving problems, or continually identifying and completing issues3.2
Problemproblem
The gap between reality and established goals that must be clarified and resolved3.3
Causecause
The situation that may cause a phenomenon
Root causerootcause
The identified cause of a phenomenon among many causes3.5
Problem solvingproblem solving
Activities such as identifying the root causes of problems, formulating measures, confirming and taking necessary actions1
GB/T27908--2011
Issueissue
The gap between reality and the goals to be established that require actionNote 1: Issues in the policy can refer to important issues, priority implementation projects, important implementation projects, challenging issues, etc. Note 2: This definition is only used for performance improvement of management systems. 3.7
Issue achieving
Activities undertaken to achieve the objectives of an issue through effort and use of skills 3.8
Hypothesis
Assumption established to identify the root cause
Recurrence prevention
Measures taken to eliminate the root cause of a problem or the effects of the root cause to prevent its recurrence Note: Recurrence prevention includes corrective measures and preventive measures. 3.10
cross-function team
Cross-functional team
A group of people with relevant knowledge and skills from different departments to deal with issues or problems that cannot be solved by a single department Note: A cross-functional team includes people in the organization who are engaged in design, manufacturing technology, quality, production and other related fields, and may also include customers (GB/T19000) or business partners.
smallgroup
A group of employees working on the front line of an organization that is responsible for product (GB/T19000) or process (GB/T19000) improvement. Note: This group is sometimes called a QC (quality control) group. 3.12
Improvement opportunitiesImprovement opportunitiesFeasible conditions that can produce products (GB/T19000) or operate processes (GB/T19000) more effectively and efficiently3.13
Policy
The overall purpose and direction of the organization's (GB/T19000) mission, philosophy, management vision and the realization of medium- and long-term business plans, which are officially issued by the top management (GB/T19000). Note 1: The policy provides a framework for key topics, objectives and methods. Note 2: Depending on the organization (GB/T19000), the policy may include the following: a) key topics;
b) objectives and methods;
C) key topics, objectives and methods.
Note 3: To implement the policy of the top management (GB/T19000), the development direction announced by the person in charge of the organization is also called policy, such as: department management policy, division management policy or site management policy.
Note 4: To explain the policy of a specific management area, sometimes modifiers are used, such as: quality policy, environmental policy. Note 5: The formulation of policies and their implementation are collectively referred to as "policy management". 3.14
Self-standard objectives
Objectives to be pursued and achieved in order to achieve policies or complete key projects Note: Objectives are usually specified in measurable form. 2
Methods means
Means selected to achieve objectives
Monitoring item
monitoring item
Performance indicator selected to monitor the degree of achievement of objectives Note 1: Performance indicator items selected to manage the application of methods can be called inspection items or cause management items. GB/T 27908-—2011
Note 2: Monitoring items can be established for the business operations (activities) of a certain business department or individual to determine whether the objectives or measures are implemented as planned and take necessary actions.
4 Basic concepts
4.1 Principle of continuous improvement
The purpose of an organization is to win the satisfaction of customers and other stakeholders and achieve sustainable growth through the product value provided. To this end, the organization needs to continuously improve products and improve system performance. Therefore, the continuous improvement guidance provided by this standard is based on the following basic principles: a) For products, processes and systems, the objects of continuous improvement are products (i.e. the results of all activities within the organization), processes and systems that produce products.
b) Fact-based approach Improvement activities not only rely on experience or intuition, but also include quantitative evaluation of facts with data, transforming subjective judgment into objective evidence,
Coherence of logical thinking To carry out improvement activities effectively and efficiently, a coherent logical thinking method should be adopted, using the following scientific c)
reasonable methods:
1) Understand the current situation;
2) Identify problems and root causes;
3) Plan corrective measures;
4) Take action;
5) Make an evaluation.
d) Seek opportunities for improvement Strive to find opportunities for greater performance, rather than letting problems exist for a long time or waiting for improvement opportunities to appear.
On the basis of incremental improvement, by responding to changes in the environment, we can achieve breakthroughs in the following aspects, while incremental improvement and breakthroughs
are not expansions of existing actions:
1) Develop new products and technologies;
2) Build new processes;
3) Explore new business areas.
4.2 Role of top management
In order to effectively and efficiently manage continuous improvement, it is recommended that top management demonstrate its commitment to improvement by carrying out the following activities: a)
Create an environment for continuous improvement;
Establish a policy for the future business environment; b)
Develop business policies and objectives based on the business environment; Accurately and firmly implement business policies and objectives; d)
Regularly review the progress of various tasks; e)
Develop corresponding measures based on the review results.
GB/T 27908—2011
4.3 Continuous Improvement Process
4.3.1 Planning
When planning continuous improvement, the organization should determine the following: a) Topics
--Based on the policy, determine the topics to be taken action; based on the problems encountered in daily operations and management, determine the topics that have an impact on the main goals of the organization. b) Objectives
--Relationship with the overall policy of the organization and contribution to the improvement of organizational performance;--with measurable values;
Based on the higher level that can be achieved by comparing the level, etc. c) Methods
To achieve the goals, the organization should determine the methods used in the following processes: Identify the process to achieve the goals;
--Processes that are very important to the development of the organization, such as: product manufacturing process, general affairs, personnel management and accounting, technology development, human resource development and other supporting processes.
d) Monitoring items
Items that indicate the completion status of goals, such as product quality, delivery time and total sales; items that indicate the implementation status of policies, such as equipment maintenance frequency and number of trainings attended. Note: Performance indicator items selected to manage the application status of methods can be called inspection items or cause management items. 4.3.2 Implementation
When implementing continuous improvement activities, the organization should ensure the following activities: a) Plan time schedule, such as year, month, week and day for implementing improvement activities; b) Designate responsible persons for problems or topics, processes and time schedules: c)
If the results of the actions differ from the plan, the plan should be reviewed with the relevant persons in charge at an early stage. 4.3.3 Confirmation of implementation status
The organization shall confirm whether the continuous improvement activities have been implemented in accordance with the following procedures: a)
Based on the action plan, evaluate the completion status of the objectives and the implementation status of the policy; b) Carry out evaluation based on the evaluation criteria determined in the planning stage; Analyze whether the success has been achieved as planned and whether the process has been managed to identify problems; c
d) Use appropriate methods to analyze facts and data (see Chapter 7). 4.3.4
Take action
Based on the results of the confirmation of the implementation status of the improvement activities, the organization shall take the following actions: If abnormal situations occur during the implementation of the plan, emergency measures shall be taken immediately; a
Confirm that the improvements made to the abnormal processes can improve product quality; b)
If the expected results cannot be achieved through improvement activities, a new plan should be formulated; d) If the planned results are not achieved, the root causes and existing problems should be identified. 4.3.5 Standardization
If the organization achieves the planned results, it should standardize its processes and promote their application throughout the organization. Standardization aims to benefit all employees of the organization in a unified and simplified manner. The organization should make standardized provisions for the following: objects, performance, capabilities, configurations, conditions, movements, procedures, methods, management procedures, responsibilities, authorities, approaches and concepts, etc.; method standards or physical standards for expressing scales to make measurements universal. The organization should establish and maintain standards in written form so that the organization's employees can share the benefits brought by the results of continuous improvement activities. To this end, the organization can adopt the following procedures: a) Prevent recurrence Establish methods to eliminate the root causes of problems, or methods to eliminate the impact of root causes, and revise standards or compile new standards;
b) Publish standards Publish revised or newly compiled standards to the entire organization. 5. Management of Continuous Improvement
5.1 Topics of Continuous Improvement
Organizations should be committed to continuously promoting effective and efficient improvement activities, rather than waiting for problems to occur before looking for opportunities for improvement. Improvements can range from incremental improvements to breakthrough strategic improvements. Organizations should identify improvement activities and develop management processes for these activities. In addition, if the current state is optimal, it should be maintained. Improvements can not only change products or product manufacturing processes, but also improve management systems and organizations, thereby optimizing organizational structures. Products or processes selected as topics can consider the following aspects: a) Products
--Meet customer needs and reflect the value of the organization's existence;--Pre-satisfy customer needs and enable the organization to gain a competitive advantage. b) Processes
--Ensure product quality;
--Plan and implement organizational policies and methods;--Support the education and training of organizational human resources;--Build the core capabilities of the organization and develop new technologies and new products. 5.2. Organization for continuous improvement
The top management should clarify the importance and scope of continuous improvement activities and allocate sufficient resources to ensure that all employees can participate in continuous improvement. To this end, the organization should establish an organization that promotes continuous improvement activities that includes all its functions. Examples of such organizations include: a) Continuous improvement activity promotion department
The top management of the organization leads this department and supervises the entire organization. For example, a functional committee based on functional management. b) Continuous improvement activity implementation department
Cross-functional team If a department cannot complete the improvement activities alone, it is necessary to form a cross-functional team composed of people with relevant knowledge and skills to take action, rather than being limited to the existing departments or levels of the organization; the task of the department is to take specific actions according to the organization's policies. For short-term or medium-term and long-term issues that cannot be solved by daily activities alone, the department should plan systematic measures to change or improve existing processes; a team composed of field staff In addition to improvement activities based on job functions, continuous improvement should be implemented by a team composed of field staff.
5.3 Environment for continuous improvement
5.3.1 Communication
The top management shall communicate the organization's business policies and objectives to employees through effective and efficient communication methods. 5
GB/T 27908--2011
The organization encourages employees to participate in the realization of organizational goals and supports the organization's performance improvement by providing such information. In order to achieve significant performance improvements closely related to the organization's business policies and objectives, it is necessary to promote improvement activities to the entire supply chain by forming cross-functional teams that go beyond the organizational framework, and mutual trust based on teamwork is also necessary. The top management should allow employees to share the progress and results of improvement activities through effective and efficient communication activities, and provide participants with opportunities to stimulate creativity.
5.3.2 Evaluation
The top management shall evaluate the results of performance improvement through rewards and other incentives, thereby motivating employees to achieve the goals of continuous improvement and making them more satisfied.
The incentive system should be fair and transparent, and should clearly define the performance level and evaluation criteria appropriate to each area of business activity and each task in order to implement effective and efficient management. 5.3.3 Proposal System
Top management should establish a proposal system to encourage employees to make continuous improvements and make suggestions for improvements to problems. To ensure the quantity and quality of proposals, the organization should develop an incentive plan to evaluate the impact and quantity of proposals. In addition, the organization should make excellent proposals public and share them throughout the organization. 5.3.4 Training
The organization should establish a training system to improve the skills and capabilities of employees. In order to create and maintain an environment of continuous improvement, the organization should provide employees with education and training opportunities, such as developing training programs to improve employees' problem-solving capabilities. In addition, the organization should review the program to improve problem-solving capabilities based on the results of continuous improvement to confirm whether the program can meet the training standards. The training program should consider the following:
Hierarchical training, such as separate training for management personnel, supervisors, administrative personnel, etc.; - Basic work training, such as training on operating specifications, technical standards, etc.; - On-site guidance training;
Training on systematic methods for continuous improvement.
5.3.5 Use of information technology
To create and maintain an environment for continuous improvement, the organization should provide an environment that supports employees' continuous improvement through the effective use of information technology. For example, some of the "continuous improvement techniques" in Chapter 7 can be used as software packages to improve the efficiency of data processing. In addition, by developing a database, improvement results and examples can also be used as knowledge for organizational employees to learn. 6 Continuous Improvement Procedures
6.1 General
6.1.1 Objectives
6 Continuous Improvement Procedures
6.1 General
6.1.1 Objectives
All work involves "solving problems" or "completing projects". Therefore, "methods for solving problems" and "methods for completing projects" should be effective and efficient. Continuous improvement of these methods enables the organization to maintain sustainable development by increasing the value of the products provided to customers. 6.1 General
6.1.1 Objectives
All work involves "solving problems" or "completing projects". Therefore, "methods for solving problems" and "methods for completing projects" should be effective and efficient. Continuous improvement of these methods enables the organization to maintain sustainable development by increasing the value of the products provided to customers. Systematic methods for problem solving and project completion include: effective and efficient initial assessment of the current situation, development and implementation of action plans, and communication of results.
6.1.2 Problem solving and project completion
Problems are the gaps between reality and established self-targets; projects are the gaps between reality and the self-targets to be established. 6
In both cases, the concept of continuous improvement and the basic procedures of the organization remain unchanged. Practice Guide Problem Solving Process and Project Completion Process GB/T 27908—2011
The problem solving process is used to solve problems that have been clearly identified and need to be solved (i.e., actual problems), while the project completion process is used to deal with problems that have not yet become problems, but if ignored at present, they may develop into problems that require a lot of action to solve in the future (i.e., potential problems). Therefore, the two are different in the methods adopted and how to set goals in the planning stage. The projects included in the project completion process are often proposed from the top down by the higher level of the organization, while the problems included in the problem solving process come from the grassroots personnel and are promoted from the bottom up, which forms a sharp contrast between the two. When taking actual actions, problem solving usually focuses on improvement activities for each existing process (i.e., accumulating small changes); while project completion often involves comprehensive changes to the process, such as designing and introducing new processes (i.e., big changes). Solve the problem
Problem type
Problem raising
Solution
Actual problem
Bottom-up
Implement in existing process
Continuous improvement activities
Complete the project
Potential problems
Top-down
Change and improve existing
process, or introduce new process
Figure 1 shows a cycle diagram that can be started from any position, which is both a PDCA cycle (Plan, Do, Check, Act) and a CAPD cycle (Check, Act, Plan, Do). Disposal
Effect Verification
Standardization and Solidification
Management Activities
Review and
Measures
Select Topics
Current Situation Evaluation
Establishment of Goals
Cause Analysis
Figure 1 Problem Solving Process and Task Completion Process6.2 Procedure
6.2.1 Topic Selection
Both problems and tasks refer to the gap between reality and customer expectations. If customer dissatisfaction actually exists at present, it is a problem; if customer dissatisfaction may occur in the future, it is a task. In other words, it is important to recognize that problems exist because of customer dissatisfaction. Therefore, it is important to start with improvement actions that have the greatest impact on customer satisfaction. To implement improvement activities, topics should be selected from problems or tasks. When selecting topics, in order to take effective and efficient actions on problems and priorities, the following should be considered:
a) Emphasis on customer requirements It should be verified whether the topic always meets customer requirements. Although there may be improvement activities that are not related to customer requirements, projects related to customer requirements should be given priority. b) Participation of top management Since the topic is directly related to business management, the participation and commitment of top management to improvement activities are important.
Emphasis on organizational goals The selection of topics should not only consider the benefits to a certain department, but also consider the close relationship with organizational goals. e)
Because local optimization may not be beneficial to organizational optimization, it is important to always pay attention to the interests of the organization. Appropriate number of projects When making breakthrough improvements, comprehensive actions covering all projects should be avoided. Because it is not an extension of the existing process, it often faces many difficulties. Only by grasping the key points and gathering strength can success be achieved. Defining the scope of abstract topics is not conducive to improvement. The topic should be specific and easy to manage. e)
Examples of methods used for topic selection are as follows:
-matrix diagram method (see 7.2.5);
-brainstorming method;
multiple voting method;
-Pareto diagram (see 7.1.2).
Current Situation Assessment
Data should be collected for the selected topic so that a quantitative assessment of the current situation can be made based on facts. The current situation assessment should clarify the data types, data collection methods and analysis methods related to the problem. Actions should be taken after the data within the specified time is collected and analyzed. When effectively and efficiently collecting data related to the problem, the following should be considered: what happened (WHAT);
when it happened (WHEN);
where it happened (WHERE);
who was on the scene when it happened and who took measures (WHO); why it happened (WHY);
how it happened (HOW).
Examples of methods used for current situation evaluation are as follows: Pareto chart (see 7.1.2);
Histogram (see 7.1.5);
-Stratification method (see 7.1.9);
Graphical method (see 7.1.3);
Control chart (see 7.1.7);
Checklist (see 7.1.4);
Cause and effect diagram (see 7.2.2);
Process diagram (see 7.3).
6.2.3 Establishing objectives
Objectives should be established after the current situation has been evaluated. When establishing objectives, the following should be considered: Limitations in available funds, time and human resources; Evaluation indicators to measure the achievement of objectives; Comparison with competitors, other industries and other departments within the organization; Commitment to self-standards to enhance employees' sense of responsibility and motivation for action. Note: Goals do not have to be ideal conditions, because when the gap between reality and ideal conditions is too large, goals become empty talk. Goals should be achievable and unrealistic goals should be avoided.
In the process of establishing specific goals, the following aspects should be considered: projects related to reducing the number of defects or enhancing customer satisfaction (what); completion time, such as the end of a fiscal year or a period of time (when);
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