How to do a good job in ISO9000 quality management system?

1, the person who wrote it should have received relevant training;

2. Refer to the quality systems of other companies and know what to write;

3. Classify the system and assign relevant personnel to write corresponding documents;

4. Review and modification;

Step 5 release

Although the enterprise has passed the ISO9000 certification, the operating condition of the enterprise is not good, and it is difficult for all departments to find reasons for not implementing the document requirements, and it is also difficult to take actions to improve the process. These situations are often encountered in the process of promoting enterprises to establish ISO system. In fact, in the final analysis, this is a question of how to effectively promote the establishment of ISO9000 quality system. As far as my point of view is concerned, the following aspects are worth noting:

To promote the establishment of ISO9000 in enterprises, it is the most important prerequisite to obtain the support of the top management.

?????т?тт?т?тттттттттттттттт1 This is a huge systematic project, and there is a temporary conflict with the daily business of various departments during the promotion process, resulting in conflicts between various departments. This is a common phenomenon. At this time, the position of senior managers is very important. Top management tends to cooperate with ISO9000 as they wish, so all departments must cooperate with ISO 9000.

Therefore, in the process of promoting ISO9000, we should first be good at communicating with senior management, which includes letting them know ISO9000 thoroughly, not just a concept. We should also let them know the work content, requirements, workload and possible difficulties of establishing ISO9000 system. If the top management is determined to implement ISO9000, after understanding these situations, they will put forward some resolutions that are conducive to the promotion of ISO9000 according to the business development strategy and the current situation of the enterprise, urge all departments to cooperate, and sometimes give you some authorization. For you, it's like having an imperial sword. In fact, in the ISO9000 standard, the idea of top managers' commitment to and promotion of the quality system has been reflected, and there are broader requirements, such as determining the quality policy, organization and resources, which are important foundations for establishing and promoting the establishment of the ISO quality system.

To promote enterprises to establish ISO9000, it is also important to mobilize all departments to participate. Generally speaking, ISO9000 is a team activity, that is to say, only when all departments of the enterprise are involved, and the owners of the process make their own control procedures, control points and control parameters, the system established on this basis can be smooth and operable, and the situation that "the process is not followed and the parameters are not suitable" can be avoided. Usually, the department or personnel in charge of ISO9000 will regard the establishment of ISO9000 as the work of their own department. They don't communicate well with all departments or processes, let alone do a lot of detailed coordination work to determine the links between departments. They just concocted a set of quality system documents according to some so-called "templates" or some rules and regulations provided by consulting companies, and then rushed to implement them in enterprises. Such a file will naturally be encountered when it is executed.

Therefore, for those who are full-time in charge of system establishment, to correct such a view, your important job is not how to write practical quality system documents, but to actively publicize and organize and coordinate. Publicity is to let people at all levels of the enterprise really understand ISO9000. It is not a rigid and fixed mode to restrict and hinder the workflow, but a systematic and flexible mechanism that combines the characteristics of enterprises to ensure the implementation of quality requirements and norms. These requirements and specifications are realizable and modifiable requirements and specifications decided by the process owner according to the characteristics of the enterprise, which is more conducive to the smooth progress of the workflow. Coordination is to organize the personnel of each department to define the interfaces of each department and process, determine the acceptance criteria of quality control, and make each department reach a * * * understanding to ensure the operation of the process, including the implementation of some improvement measures and the responsibilities that each department should perform.

Finally, in order to promote enterprises to establish ISO9000, there must be strong measures, including taking some reward and punishment measures. The establishment of ISO9000 system will inevitably touch some stereotypes. If we don't insist on improvement, the established system will gradually become an empty shelf. Efforts should be made to gradually adapt the behavior of department employees and get used to the operation of the system, instead of giving up halfway. Stick to it for a while and you will get results. This is practical experience.