2015 Year-end Work Summary of the Quality Control Department

1. Summary Introduction

In 2015, although the quality control department had 2 fewer QEs, one SQE, and one document control director than in 2014, all work was basically maintained. A small improvement has been achieved on last year's level.

II. Summary

1. Unification of standards:

The quality control department has been working every Monday, Wednesday and Friday from 17:00 to 17:00 in the past six months: The 30-minute running-in of incoming materials and process standards achieved good results. After the introduction of this measure, complaints from the production line about "inconsistent standards" have been well prevented.

2. Add an IPQC functional group:

Add an IPQC group to strengthen the supervision of process quality status, further promote the rapid handling of quality incidents, and effectively improve the information feedback mechanism. At present, since the establishment of IPQC, the professional knowledge and ability quality of IPQC personnel have not yet met the requirements, and their role is limited. This is also a direction of efforts in 2012.

3. Customer complaints:

Customer complaints were 13 times, compared with 19 times in 2014, and there were no rejection quality incidents. Although there are fewer customer complaints, our shipment quantity has also decreased. Next year, we will count the number of customers in the shipment batch or quantity. This will better reflect the quality of our products and is relatively better. Scientific statistical methods.

4. The pass rate of customer inspection:

The pass rate of customer inspection was 97.11%, which was 0.44% lower than last year. The main reason for the decrease is that the appearance of LEEDS lampshades has not been able to meet the requirements. Since the customer inspection pass rate last year was 97.55%, the target was raised to 98% during last year's management review. This year, the target was not reached. This will become the main target for this year and we will strive to achieve it.

In addition, taking into account that the appearance requirements of our products are quite strict compared with those of our peers, and considering the overall quality and cost, we will gradually relax the appearance standards and gradually return to the quality of the products without letting customers notice. Normal requirement level.

5. QA first-time inspection pass rate:

QA’s first-time inspection pass rate is 95.3%, which is a great improvement from last year’s 92.17%, an increase of about 3.13%. This is inseparable from a series of improvements supported by company leaders. From efficiency improvement to continuous follow-up and handling of historical issues, the engineering department, production technology, procurement, and QA have all made corresponding contributions.

6. Process pass rate:

The comprehensive process pass rate is 94.2%, an increase of 0.6% from last year’s 93.6%. Although the effect is not very obvious, it also reflects the The improvement of process capabilities reflects the value of our addition of IPQC. It is also the prerequisite for improving the QA inspection pass rate and customer inspection pass rate, and is the top priority.

7. Incoming material inspection pass rate:

The incoming material inspection pass rate is 97.11%, a decrease of 0.2% from last year’s 97.31%. The main reason for the decline was the introduction of LEEDS lampshades and Aoda plastics, lenses and cameras from new customers PINEWOOD.

3. Existing problems (main problems that exist in the department or hinder the development of the department and the company during the work process)

Internal factors: Due to the uneven quality of department personnel, management brings a certain degree of difficulty. Most of them have introverted personalities, coupled with the overall low level of professional ability and quality, resulting in unsatisfactory results when communicating with other departments to solve problems. This is a problem that we ourselves must overcome. Coupled with my limited experience, I believe all this will change nicely in 2012.

External factors: First, the company's wide range of products, small batches, and short product life cycles have brought certain difficulties to quality management; second, the personnel's quality awareness is not high and not all employees Participation, when quality problems occur, it is believed that quality personnel should solve them, and it has nothing to do with themselves. Such quality awareness needs to be improved urgently; thirdly, there are many and complex suppliers, the quality management level is not high, and there are many material problems, which also brings problems to quality management. Certain difficulties came. Fourth, unfamiliarity with procedures, documents and responsibilities is also a reflection of the company's management level, so making all employees familiar with standard operating procedures will be a focus of this year's work.

IV. Outline of the direction plan for the department’s efforts in 2016 (Guidelines for the department’s work priorities in the new year)

In view of the summary of quality work in the past year, from the following aspects to improve quality levels.

1. QA structure adjustment:

In order to better perform quality supervision and assurance work, QA internally restructured the original four parts of IQC, QE, QA (shipping inspection) and IPQC. The combination is divided into three parts, namely IQC, IPQC (process supervision and control), and QA (quality assurance, composed of original QE and QA personnel). Lu Guangfu is good at QC management. Lu Guangfu no longer serves as QE director, but is only responsible for IPQC business. The assurance work of QE and QA is directly responsible to the Quality Control Department Manager. In this way, it can be clearly divided into three parts: incoming materials, process and shipment control, as well as QA assurance work throughout the entire chain.

2. Implement the quality concept and enhance quality awareness:

To implement the quality concept and enhance quality awareness, we have increased the intensity of training, which mainly includes quality system documents and quality concepts. propaganda.

3. Improve quality professional skills and capabilities:

Train QA internal employees to improve the overall quality knowledge level, as well as the ability to analyze and solve problems. Cultivate potential QEs to become good helpers, improve their knowledge level, and various management and transaction processing skills.

4. Focus on the achievement of quality objectives and the effectiveness of countermeasures:

The achievement of process quality objectives is an important measure of a factory’s process capabilities, so process capabilities are improved It is the focus of many tasks. This year’s actual results were 94.2%, and this year’s plan achieved 95%.

5. Improve the quality level of incoming materials:

Due to the past year, I have mainly accumulated basic management and internal affairs and customer communication, and I have been more involved in handling incoming material problems. In the next year, I will conduct a series of communications with suppliers with more problems and larger supplies to stabilize the level of incoming materials and improve supplier management capabilities.

6. Improve leadership and teamwork skills:

Enhance mutual understanding among colleagues through training, learning, and organizing amateur interest groups and activities, and can also be organized if necessary Cross-department horizontal and vertical interactive activities.

7. Plan to add a QE:

Due to the increasing number of product types of the company, there is no separate quality assurance staff in the original QA organizational structure. All of them are

< p>The organizational structure is based on quality inspection, so if the business volume increases, we will plan to recruit a QE staff, and the requirement is to have professional skills in system maintenance and environmental protection. An existing QE is still in training. Due to his slow learning progress, he may not be able to work independently within a year. Another environmental QE technician is also in the process of learning, and his consideration of issues and professional knowledge are still far from our requirements.

5. Other suggestions on work:

1. It is recommended that the company leadership hold a meeting of department managers to restate the customer relationship between various departments and emphasize the responsibilities and duties of each department. obligations, and make it clear that each department has an indisputable obligation to solve the problems found by QA/IPQC, so as to improve the current bad situation, such as "QA found a problem, and some colleagues in the responsible department will suspect that it is caused by QA (of course there may be , if there is, I will definitely deal with it seriously) or "IPQC finds problems, leading to quarrels", these are bad phenomena and undermine the unity between departments.

2. Establish quality management. Fund.

The purpose of establishing the quality management fund is mainly to provide certain employees who have a positive effect on quality improvement, or on reducing costs and improving efficiency, etc., according to the impact of the incident. Of course, this project must be approved by the quality department for further planning.

The above is the work summary of the quality control department in 2015 and the work plan for 2016. Leaders criticize and correct.