Quality management and quality system elements-Part 4:Guidelines for quality improvement
Some standard content:
National Standard of the People's Republic of China
GB/T19004.4—1994
(idt ISO 9004-4:1993)
Quality management and quality system elements
Part 4: Guidelines for quality improvement
improvement1994-1022 issued
National Technology
1995-05-01 implemented
Referenced standards
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4 Basic overview
4.1 Principles of quality improvement
4.2 Quality improvement cycle
4.3 Quality loss
5 Management of quality improvement
5.1 Organization of quality improvement
Planning of quality improvement
Measurement of measured improvements
5.4 Review of quality improvement activities
5 Quality improvement methods
Organization-wide coordination and coordination of quality improvement projects or quality activities Preparation
Investigate possible sources
Determine cause and effect
Take preventive or corrective action
Confirm improvements
Maintain results
6.B Continuous improvement
7 Support tools and techniques
7.1 Tools for teaching digital data
7.2 Tools for non-digital data
.3 Training in the use of tools and techniques.
Appendix A Support tools and techniques (supplementary) Bibliography (supplementary)
Timeline B
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GB,T 1M4.4T994
JSC (International Organization for Standardization) is a world federation composed of national standardization bodies (ISO) member groups. The work of formulating international standards is usually completed by ISO's technical committees. Each member group is interested in a standard project established by a certain technical committee and has the right to participate in the work of the committee. International groups that maintain relations with ISO (official or unofficial) can also participate in related work. In the field of electrotechnical standardization, ISO maintains a close cooperative relationship with the International Electrotechnical Commission (IEC): the draft international standards formally adopted by the main technical committee are submitted to the member groups for voting: international standards must be approved by at least 75 member states participating in the vote. It means that the national standard 150) 9004-4 was formulated by the Quality System Subcommittee of the 1S0/1C176/SC2 Quality Assurance Technical Committee. The general title of [ISO9004 is Quality Management and Quality Benefit Management System, which consists of the following parts: - Part 1, Guidelines - Part 2, Service Guidelines - Part 3: Guidelines for Process Materials - Part 4: Guidelines for Quality Improvement - Part 5: Guidelines for Quality Plans - Part 1: Guidelines for Project Management Quality Assurance - Part 7: Guidelines for Technical Condition Management - Part 1 refers to the revised version of IS0004: 1937. Appendix A is an integral part of this standard, and Appendix B is for reference only. Introduction: When implementing a quality management system (such as GB/T19004--1S09004), the management of the organization should ensure that its system promotes continuous quality improvement. Striving to satisfy customers and achieving continuous quality improvement should be the permanent goal pursued by management at all levels of the organization. The quality of products and services is a means of competition. In order to enhance the competitiveness of the organization, it is necessary to carry out continuous quality improvement. It should be emphasized that the development of new products, new services or new process technologies should be considered with the continuous improvement of all aspects. Providing higher value to customers and satisfying them is the driving force for implementing quality improvement. Every member of the organization should realize that every process is running with better effect and efficiency by reducing waste and resource consumption. Improved effect and efficiency are beneficial to customers, the organization and its employees, and the society. Continuous quality improvement can enhance the competitiveness of the business organization and provide opportunities for its members to contribute, make progress and strive for excellence. 3
National Standard of the People's Republic of China
Quality management and quality system elements
Part 4: Guidelines for quality improvement
Quality management and quality system elements
Part 4, Guidelines for quality improvementThis standard is equivalent to the national standard 1S000044: 1993.1 Scope
The standard provides management guidance for the implementation of continuous quality improvement in the organization and the store. GH/1 19004.4—1994
(fdt 150 9004-41993)
The implementation of this standard depends on many factors, including the culture, structure and nature of the organization, the types of products and services provided and the markets and customers served. Therefore, each organization should develop appropriate improvement measures based on its own requirements and resource characteristics. This standard is not intended for use in contracts, legal or certification purposes. 2 References This standard refers to the following standards, which are all current versions when the standard is issued. All parties to an agreement based on this standard are encouraged to adopt the latest version of the following standards. All ISO members have current international standards. GB/T6583-IS0542 Quality Management System - Terminology 3 Definitions This standard uses the definitions given in GB/T6583 and a list of definitions: 3.1 Process The associated resources and activities that transform inputs into outputs Note 1: Resources can be other people, equipment, technology, etc. 3.2 Supply Chain The associated process of receiving inputs from customers, adding value to them, and producing products for customers 2. Inputs and outputs can be either products or services. 3. Customers and suppliers can be internal or external to the organization. 4.1 represents the supply chain unit.
Guohao received the approval of the Technical Supervision Bureau on October 22, 1994 and implemented on May 1, 1995
3.3 Quality improvement
Value-added transition
Figure: The value-added benefit provided by the medical unit to the organization and its customers: the effectiveness and efficiency of the activities and processes taken within the organization,
3.4 Quality loss
The loss caused by not recognizing the potential of resources in processes and activities. Jiang 5: Examples of quality management include: the original intention to insert the customer first, the first to go to the customer, the organization to carry out more fashionable activities, and the waste of resources, etc. The most important loss is the lack of quality (see 42). 3.5 Preventive action
Action taken to eliminate the potential causes of nonconformities, defects or other undesirable situations and to prevent their recurrence. 3.6 Corrective action
Action taken to eliminate the causes of existing nonconformities, defects or other undesirable situations and to prevent their recurrence. NOTE: Corrective action includes repairs, decommissioning and improvements to process outputs to correct nonconformities, defects or other undesirable situations. 4 Basic concepts
4.1 Quality improvement principles
The quality of an organization's products, services or other outputs is determined by the satisfaction of their customers and depends on the effectiveness and efficiency of the processes that form and support them.
Quality improvement involves achieving through process improvement. Each activity in each work includes one or more "problems". Quality improvement is a continuous process with the goal of achieving the highest process effect and efficiency. It constantly seeks opportunities for improvement in quality improvement work, rather than waiting for problems to appear and catching them in batches. By correcting the output of the process to reduce or eliminate the problems that have occurred, prevent and take corrective measures to support or reduce the causes of the problems, thereby eliminating or reducing the recurrence of the problems. Therefore, improving the organization's processes and corrective measures is crucial to quality improvement. 4.2 Quality Improvement Environment
1.21 Management Responsibilities and Leadership
Top management is responsible for and leads the creation of an environment of continuous quality improvement. Managers at all levels perform the necessary leadership duties and obligations to create a quality environment by leading by example, perseverance and collaboration. Management and management at all levels lead the quality improvement effort through the following means: Achieve daily goals for quality improvement: Continuously improve their own work processes; Create an environment of communication, mutual cooperation and respect for individuals so that everyone in the organization can and is empowered to improve their own work processes. F.2.2 Values, attitudes and behaviors
The environment in which quality improvement is chosen requires a consistent set of values, attitudes and behaviors that emphasize satisfying customer needs and constantly pursuing higher goals: The values, attitudes and behaviors necessary for continuous quality improvement include: Responding to changes in regulations to satisfy internal and external customers
Make quality improvement programs part of the entire supply chain from the supplier to the customer: Demonstrate responsibility, leadership and participation of team members: Ensure that quality improvement is a part of every job, whether it is corporate or individual activities: Pay attention to improvement and solve problems
Integrate and continuously improve all processes;
Pay attention to establishing extensive communication of data and information to promote collaboration and equal importance to individuals;
Make decisions based on data analysis.
4.2.3 Quality Improvement Objectives
Quality improvement objectives should be identified throughout the organization. They should be closely aligned with management and focus on improving customer satisfaction and process effectiveness and efficiency. Quality improvement objectives should be defined to enable them to be measured: these objectives should be clear and challenging, and the people who need to work together to achieve these objectives should understand and agree on the strategy. Quality improvement objectives should be reviewed regularly to reflect changing expectations. 4.2.4 Communication and Cooperation
Extensive communication and cooperation can reduce the impact of adverse effects and promote continuous improvement of the organization and personnel. Extensive communication and cooperation should extend to the entire group, including suppliers and customers. Building cooperation requires trust, which is necessary if everyone is to participate in identifying and seeking opportunities for improvement.
42.5 Recognition
Encourage actions that are consistent with the values, attitudes and behaviors of the quality improvement organization through recognition of quality improvement work (see 4.2.2.
Successful recognition processes emphasize individual development and growth and take into account the factors that affect individual effectiveness (the organization, the organization, the environment). In addition, successful recognition processes emphasize collective effectiveness and group recognition and frequently prevent informal feedback. The reward system is in line with the recognition process. In particular, the reward system should avoid harmful internal factions. 4.2.6 Education and Training
Continuous education and training are necessary for everyone. Education and training are important in creating and maintaining a quality improvement environment. All members of the organization, including the highest priority areas, should be educated and trained in its principles and practices and in the application of quality improvement methods. Quality improvement tools and techniques: See Appendix A (Supplement) Use: All teaching and training programs should be evaluated to ensure that they are consistent with quality principles and practices. The effectiveness of education and training should be evaluated regularly. Training that is divorced from practice will not be effective (see 7.3).
4.3 Quality loss
Reducing quality loss is the direction of quality improvement efforts: Quality loss should be linked to the process by which it is generated. For all measured quality losses, at least a check should be made, such as credibility and adequate human potential. Each group should use every opportunity to improve quality to reduce the resulting losses. 5 Quality improvement management
Although the use of any of the techniques described in the appendix can promote Only by using these skills in a coordinated way within the organizational structure can their full potential be realized. This requires the organization, planning and tracking of quality improvement activities, and the review of the quality improvement activities carried out before implementation.
5.1 Organization of quality improvement
The effective delivery path of quality improvement is to identify and plan opportunities for improvement at two levels within the organization and at the inter-departmental level. When organizing quality improvement, the following methods should be clearly defined: First, establish the strategy, key quality improvement goals, overall guidance, effectiveness and coordination of the organization's quality improvement activities:
.- Identify the incentives for improvement across functional departments and the mechanisms to meet these needs. Methods to achieve daily goals by allocating resources: Methods to achieve monthly quality improvement goals by: Encourage each member of the organization to carry out quality improvement activities related to their work. Coordinate these activities with the department. Methods to: Evaluate and assess the progress of quality improvement activities. Maintaining a hierarchical quality policy within the organization also refers to: Managing processes, such as determining the department's responsibilities, setting strategies, and clarifying responsibilities: Allocating and allocating resources, providing education and training, and recognition; Determining and planning the quality improvements of each department's work process - determine and plan the continuous quality improvement of the department's work process: Track the reduction of quality losses! 1. Create an environment that enables all people in the department to have the power, ability and responsibility to continuously improve the quality of the cross-departmental process. The responsibilities for quality improvement of cross-departmental processes include: 1. Explore the purpose of each process and its relationship with the organization's objectives, and reach a consensus on the comparison: 2. Establish and maintain communication between departments! 3. Identify internal and external consultants of the process and determine their needs and expectations: Translate the needs and expectations of the consultants into specific customer requirements; 4. Identify the suppliers of each process and communicate the customer's requirements and expectations to them; 5. Identify the quality improvement opportunities of each process, allocate the resources required for improvement, and monitor the implementation of the improvement. 6.2 Planning of quality improvement
Quality improvement goals and plans should be an integral part of the business plan. Management should set quality improvement goals, including the reduction of the maximum adjustment error. It is necessary to formulate a quality improvement plan within the scope of the business plan to ensure that the quality improvement system can benefit the overall supply chain strategy. The quality improvement plan should be developed in all functions and at all levels of the organization. Every member of the organization, as well as the organization's suppliers and customers, should be involved in the development of the quality plan: this can greatly increase the impact of the improvement plan.
The quality improvement plan is implemented through a series of specific quality improvement projects or activities. Management should monitor and control these implementation activities to ensure that they are integrated into the organization's overall goals and overall business plan. The focus of the quality improvement plan is on new opportunities and areas where the quality improvement plan has not been fully achieved: the planning process is personally involved in all aspects of the organization, from the evaluation of the results achieved, and from customers and suppliers. 5.3 Measurement type for quality improvement
The organization should develop a measurement system that is appropriate to the specific nature of the operation. An objective measurement system should be established to identify and diagnose improvement opportunities, and it should also be used to measure the results of quality improvement activities. A good measurement system should be able to measure needs at all levels of a department, between functional departments and the entire organization. It should be able to measure the quality of the product and service and the loss rate and social perception of the customer. a) The information related to customer satisfaction that can be measured can include: surveys of existing and potential customers, surveys of competing products and services, performance records of products or services, changes in income, regular inspections conducted by service personnel: information from the service department, as well as customer satisfaction and compensation. 2) The quality of process efficiency that can be measured can include: labor, material utilization, production, classification, and the process of filling and unfilled boxes, design adjustments, waiting times, performance provided, unnecessary excess design, inventory size, and process performance, and qualitative statistical measurements of the process performance, etc. ) The basis for quality loss can be: failure to use human capabilities (only job satisfaction surveys are used), harm caused by poor quality, and loss of quality of the body, etc. All measurements are subject to variability, and only statistical analysis can reflect the trend of the overall results. In addition to establishing and meeting regular requirements, it is very important to conduct annual measurements and compare them with past "baselines" to avoid errors and strengthen the objectivity of the identification of feedback.
Reporting and reviewing the results of the measurement as an integral part of the organization's policy and control activities: the people and teams involved in the evaluation of the results of the evaluation report understand their performance in a scientifically quantifiable form that they consider to be necessary. 5.4 Quality improvement activities
Review quality improvement activities regularly at all levels of management to ensure that the teams that have achieved quality improvement are playing their role effectively. 1.1. The quality improvement plan is appropriate and implemented appropriately; 2. The quality improvement measures are adequate and sufficient, and show satisfactory progress; 3. The review results are reflected in the next round of planning. When non-compliance is found, appropriate measures should be taken. 6. Quality Improvement Methods
When the organization carries out quality improvement activities in a consistent and strict manner based on data collection and analysis, quality improvement will be effective.
6.1 Full Organization Participation
When the organization's quality improvement is well initiated and managed, all personnel in the organization and all management will be responsible for implementing many complex and different improvement projects or activities. These quality improvement projects and activities will be a part of each person's work. These projects and activities will be large or small, and some will require cross-departmental teams or even management participation in implementation: some will be undertaken by individuals or groups.
A quality improvement project or activity begins with the identification of improvement opportunities based on comparative analysis of the quality of the organization or of other organizations that are leading in the same field. · If it is confirmed that a quality improvement has been initiated or can be achieved through a series of steps towards progress and through the adoption of preventive or corrective actions, the process will eventually reach and maintain a new, higher level of quality: After a quality improvement project or activity is completed or added, the members immediately select 1 to implement a new quality acceptance date or date: 6.2 Preparation for quality improvement projects or activities
All members of the organization should be involved in the preparation of the quality improvement project or activity. The purpose, scope and significance of the quality improvement project or activity should be clearly defined and justified. The definition should include the relevant background and reasons, relevant quality content and the previous situation. If possible, it should be expressed in a specific and quantitative form. The project or activity should be assigned to a person or group, including the group leader. A schedule should be developed and adequate resources allocated. Provision should also be made for the scope, planning, resource allocation and regular evaluation of the progress of the quality improvement project activities. 6.3 Investigate possible causes
This step involves collecting and analyzing the data to improve the understanding of the nature of the process to be improved. Data should be collected according to the established plan. The causes should be investigated as regularly as possible without assuming what the cause may be and making predictions or corrective actions or decisions based on facts. 6.4 Determine cause-effect relationships
The nature of the process to be improved is understood through analysis of the data and possible causal relationships are determined. It is important to distinguish between coincidence and consequence. Those relationships that appear to be consistent with the data need to be verified by new data based on carefully formulated plans:
6.5 Take preventive or corrective measures
When determining the relevant conditions, different preventive or corrective measures should be formulated and evaluated according to the corresponding reasons. The members of the organization involved in implementing the action should review the strengths and weaknesses of each option. Whether the corrective action can be successfully implemented depends on the work of the relevant personnel. Note B: The potential for quality improvement of the process can produce more satisfactory output and/or fewer unexpected changes. The corrective measures that are completed on time should be carried out in accordance with the schedule. Appropriate data should be collected and analyzed frequently after preventive or corrective actions are taken to confirm the results of the improvement. The environment in which the data is collected should be consistent with the environment in which the data was previously collected to investigate and determine the internal relationship. Other subsequent conclusions, whether desirable or undesirable, should also be reviewed.
If the consequences of the previous or corrective actions continue to occur, and the frequency of occurrence is similar to that before, a new quality improvement project or activity is established. 6.7 Maintaining the results
After the quality improvement results are confirmed, they need to be maintained: usually including changes to the specifications and/or the work or consulting department, as well as necessary education and training, and ensuring that the changes are implemented for all relevant personnel and work content. The progress after the improvement needs to be controlled at the new level. 6.8 Continuing the process
If the expected progress has been achieved, a new quality improvement project or activity should be selected and implemented. There is always the possibility of further improvement in the near future. The quality improvement project or activity can be implemented according to the new target. Try to arrange for a good time limit for the quality improvement project or activity, and do not schedule the effective quality improvement activities. Note 9: The "plan-change-check-manage cycle" is used for continuous point or progress. The quality improvement method in this document is to track the points in the cycle of inspection and processing. In quality improvement projects and activities, it is important to use the actual situation and data as the basis for decision making. Correct use of tools and techniques developed for quality improvement projects and activities is expected to achieve the best results. 7.1 Tools suitable for digital data Quality improvement decisions should be based on teaching data as much as possible. Use appropriate statistical requirements to analyze the differences, trends and changes reflected in the digital data. 7.2 Tools suitable for non-digital data 1. Specific improvement decisions are based on non-digital data. This type of data plays an important role in marketing, research and management decisions. Use appropriate! Tools and techniques must be used to correctly process this type of data and transform it into useful information for decision making. 7.3 Training on tools and techniques All members of the organization should receive pre-training on tools and techniques to improve their work processes. Training on advanced applications is limited and effective. Appendix A of the standard describes the basic tools and techniques that have been widely used. Table 1 lists these tools and techniques and their use in quality and improvement. In the case of continued use, they can be used in conjunction with other tools or techniques. 10
Work and quick techniques
Questionnaire
Pingbei method
Head fat wind result
Cause and effect diagram
Flow re-entry
Control rangebzxZ.net
Scatter diagram
Table! Quality Improvement Tools and Techniques
Systematically collect data, use common communication channels for non-digital tools and techniques
to compare a process with other established processes to identify problems that may exist and analyze and express the relationship between results and results.
. Promote improvement of existing processes by finding the causes, patterns, and conditions,
·Design new processes
·Determine the components of the process
·Evaluate the quality through qualitative analysis.
: Control decisions: What processes should be adjusted and when should they be adjusted? What should be done to maintain quality? , confirm; confirm the impact of changes in a process
show the impact of data
+directly seek to achieve a good result, quickly determine where to make changes
, and show the effect of an item on the overall effect, and eliminate opportunities for improvement
. It is necessary to find and confirm the relationship between a group of data, and to identify the relationship between two related data items. Appendix A
Supporting tools and techniques
(Supplement)
This appendix introduces basic quality improvement and techniques. The following tools and techniques can be used for digital data analysis and non-digital data analysis. Inversely, I apply to both digital data analysis and non-digital data analysis, so I will introduce them first, then introduce the tools applicable to non-digital data analysis, and finally introduce the tools for digital data analysis. A) A brief introduction to each tool or technique should be provided in the following format: b) Application of the tool or technique in quality improvement; c) Description: A brief description of the tool or technique; d) Procedure for using the tool or technique. 3) Examples: 1. Example of the use of the tool or technique: A1 Questionnaire
41.1 Application
Questionnaires are used to systematically collect and record data in order to obtain a clear understanding of the facts. A1.2 Description
Source Questionnaires are a form of collecting and recording data that facilitates the collection and analysis of data in a unified manner. A7.3 Procedures
) Determine the specifics of the data collected (the problem to be solved). d) Identify all the data needed to achieve the goal (solve the problem); d) Determine the criteria and how to analyze the data (compute the statistics). d) Use a table to record data, with columns to record the following information: Who collected the data:
Where, when, and how the data was collected. ) Test the form by voting and recording some basic data, E) Review and revise the form if necessary,
41.4 Example
Table A1 lists the reasons for the receipt of the missing number of the form, Table A1 Questionnaire
The original four
Machine paper jam
Exhibition of the kidney
It is also detailed>
Date:
Location:
Thank you for the way of delivery,
The number of winds not printed
The number of winds
Missing type
The number of pages on this page
If you are wrong, please teach again
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