高端的质量改进，常始于最简单的流程优化
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><img src="https://mmbiz.qpic.cn/mmbiz_gif/iaBBqFS4ict4sgNoV80PIJyq1EhFHeAGq0wADPdFhyqBuptzDW8B74WGqyf0dPbY552T89FSA0PUhicA2VHWH3y3w/640?wx_fmt=gif&tp=webp&wxfrom=5&wx_lazy=1" style="width: 50%; margin-bottom: 20px;"></p><span style="color: black;"><span style="color: black;">咱们</span>之前分享的<span style="color: black;">文案</span>《<a style="color: black;">质量管理改进<span style="color: black;">办法</span>，有这些！</a>》收到了<span style="color: black;">非常多</span>质量人的反馈，下面<span style="color: black;">咱们</span>继续分享：高端的质量改进，常始于最简单的流程优化。</span><span style="color: black;"><span style="color: black;"><strong style="color: blue;">01 . </strong></span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">企业所面临的质量管理问题</span></strong></span></span><strong style="color: blue;"><span style="color: black;">质量、进度、成本<span style="color: black;">怎样</span>平衡，是<span style="color: black;">咱们</span>在企业管理中常遇见的问题和挑战。</span></strong><span style="color: black;"><span style="color: black;">掌控</span>过松，质量问题频发；<span style="color: black;">掌控</span>过严，效率下降，质量管理成本高。<span style="color: black;">导致</span>这一<span style="color: black;">困难</span>的<span style="color: black;">重点</span><span style="color: black;">原由</span>是企业<span style="color: black;">无</span>理清业务过程及管理过程，<span style="color: black;">不可</span>识别业务及管理过程的质量<span style="color: black;">危害</span>，<span style="color: black;">因此</span>就<span style="color: black;">不可</span>有针对性地进行<span style="color: black;">掌控</span>，要么是仅对结果进行检验，<span style="color: black;">引起</span>后续<span style="color: black;">海量</span>返工、要么是对过程设置繁多的<span style="color: black;">检测</span>点、审批点，结果<span style="color: black;">引起</span>效率低下、管理成本高，严重影响<span style="color: black;">制品</span>交付及市场竞争力。</span><span style="color: black;">新<span style="color: black;">制品</span>质量不稳定、转产周期长。<span style="color: black;">导致</span>这类问题大<span style="color: black;">大都是</span><span style="color: black;">制品</span>开发过程中缺乏质量管理，<span style="color: black;">导致</span>质量问题都累计到转产<span style="color: black;">周期</span>才暴露，<span style="color: black;">引起</span>转产<span style="color: black;">周期</span><span style="color: black;">持续</span>的返工。</span><span style="color: black;">质量管理<span style="color: black;">大都是</span>靠<span style="color: black;">最后</span>的检验、<span style="color: black;">检测</span>等事后<span style="color: black;">掌控</span>方式，难以起到预防<span style="color: black;">功效</span>。<span style="color: black;">导致</span>这一现象<span style="color: black;">重点</span><span style="color: black;">亦</span>是<span style="color: black;">因为</span>质量管理<span style="color: black;">分部</span>对过程缺乏足够的<span style="color: black;">认识</span>、对过程缺乏质量<span style="color: black;">危害</span>识别。</span><span style="color: black;">对“外协”的<span style="color: black;">制品</span>质量<span style="color: black;">常常</span>仅<span style="color: black;">败兴</span>料检验的<span style="color: black;">办法</span>来<span style="color: black;">掌控</span>质量，结果是<span style="color: black;">常常</span>难以真正<span style="color: black;">掌控</span><span style="color: black;">制品</span>的质量。<span style="color: black;">导致</span>这类问题的<span style="color: black;">重点</span>因是<span style="color: black;">咱们</span>缺乏对外协单位的业务过程及管理过程不<span style="color: black;">认识</span>，很难对其进行有效的质量<span style="color: black;">掌控</span>，只好进行被动的检验。而国外的企业在认证、<span style="color: black;">选取</span>外协商时，<span style="color: black;">非常</span>注重对候选外协商的过程管理能力进行认证。</span><span style="color: black;">质量体系得不到落实，体系文件<span style="color: black;">作为</span>一种<span style="color: black;">安排</span>或追究责任的一种依据。<span style="color: black;">导致</span>这问题的<span style="color: black;">原由</span><span style="color: black;">重点</span>是在于体系文件本身的问题。ISO9000族标准是针对<span style="color: black;">区别</span>类型的组织所制定，只规定了质量管理体系的通用<span style="color: black;">需求</span>，并未规定为达到标准<span style="color: black;">需求</span>的<span style="color: black;">详细</span>做法。而<span style="color: black;">非常多</span>企业的质量体系几乎是照搬ISO9000族标准，<span style="color: black;">无</span>依据行业特征及<span style="color: black;">自己</span>的业务特征进行细化，可操作行差，缺乏<span style="color: black;">指点</span>价值，<span style="color: black;">非常多</span>企业的员工、<span style="color: black;">乃至</span>管理者<span style="color: black;">亦</span>认识质量体系文件没法执行，<span style="color: black;">亦</span><span style="color: black;">不可</span>起到<span style="color: black;">保准</span>质量的<span style="color: black;">功效</span>，反而还会降低效率。</span><span style="color: black;"><span style="color: black;">导致</span><span style="color: black;">以上</span>问题的<span style="color: black;">原由</span>可能会有<span style="color: black;">非常多</span>，但有一点几乎是所有问题都有的，那<span style="color: black;">便是</span>缺乏对过程（流程）的认识和管理。</span><span style="color: black;"><span style="color: black;"><strong style="color: blue;">02 . </strong></span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">流程管理与质量管理的关系</span></strong></span></span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">1)流程及流程管理的价值</span></strong></span><span style="color: black;">流程是什么？流程<span style="color: black;">便是</span>一组<span style="color: black;">一起</span>给客户创造价值的相互<span style="color: black;">相关</span>的活动进程。流程是客观存在的，在流程<span style="color: black;">无</span>规范化之前，做同一个工作可能会有<span style="color: black;">非常多</span><span style="color: black;">区别</span>的流程，这<span style="color: black;">亦</span><span style="color: black;">便是</span><span style="color: black;">咱们</span><span style="color: black;">平常</span>到的“做同一件事情，<span style="color: black;">区别</span>的人有<span style="color: black;">区别</span>的做法，结果<span style="color: black;">亦</span>相差很大”的现象。流程管理<span style="color: black;">便是</span>对流程进行优化设计，督导流程执行，并对流程<span style="color: black;">连续</span>地优化，<span style="color: black;">持续</span>地<span style="color: black;">加强</span>团队的整体效率和质量、降低成本。流程管理<span style="color: black;">同期</span><span style="color: black;">亦</span>是企业<span style="color: black;">持续</span><span style="color: black;">累积</span>并分享经验的过程，<span style="color: black;">亦</span>是企业<span style="color: black;">累积</span>智力资产的过程。</span><span style="color: black;"><span style="color: black;">非常多</span>优秀的企业<span style="color: black;">非常</span>注重流程管理。这是<span style="color: black;">由于</span>流程管理不仅<span style="color: black;">能够</span><span style="color: black;">累积</span>智力资产、<span style="color: black;">保证</span>企业<span style="color: black;">安稳</span>运营，<span style="color: black;">况且</span>还是企业进行项目管理、质量管理、人力资源管理等其它管理的<span style="color: black;">基本</span>。</span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">2)流程管理是质量管理的<span style="color: black;">基本</span></span></strong></span><span style="color: black;">企业的质量管理<span style="color: black;">想要</span>上一个档次，就必须摆脱只靠事后把关的单一检验做法，要做到以事前预防、过程中<span style="color: black;">掌控</span>为主和事后检验为辅的管理模式。要做到这一点就必须对<span style="color: black;">制品</span>的<span style="color: black;">开发</span>、<span style="color: black;">制品</span>的生产、运输等全过程有一个系统、可操作的流程（<span style="color: black;">包含</span>流程图、流程说明文件、<span style="color: black;">指点</span>书、模板）。<span style="color: black;">仅有</span><span style="color: black;">知道</span>了<span style="color: black;">制品</span><span style="color: black;">开发</span>、生产及运输等环节流程中常<span style="color: black;">显现</span>问题的区域、质量<span style="color: black;">危害</span>点以及关键活动，质量管理<span style="color: black;">分部</span><span style="color: black;">才可</span>有针对性地进行预防和监控。<span style="color: black;">同期</span>质量管理数据<span style="color: black;">亦</span>是<span style="color: black;">做为</span>流程优化的<span style="color: black;">重点</span><span style="color: black;">原因</span>之一。</span><span style="color: black;"><span style="color: black;"><strong style="color: blue;">03 . </strong></span><span style="color: black;"><strong style="color: blue;"><span style="color: black;"><span style="color: black;">怎样</span>将质量管理融入流程建设</span></strong></span></span><span style="color: black;"><strong style="color: blue;"><span style="color: black;"><span style="color: black;">首要</span>，</span></strong></span><span style="color: black;">在对现有的流程体进行<span style="color: black;">评定</span>，<span style="color: black;">发掘</span>流程<span style="color: black;">无</span>覆盖到的业务及操作，<span style="color: black;">这里</span><span style="color: black;">基本</span>上<span style="color: black;">经过</span>流程体系规划，将所有的业务及管理操作、<span style="color: black;">尤其</span>是关键的业务及管理操作纳入流程管理范围，避免质量管理的盲区。例如对质量及效率影响很大的<span style="color: black;">需要</span>分析、系统设计、外协合作<span style="color: black;">研发</span>、技术评审、测试、供应商认证等业务流程，要做到都有相应的流程来支撑和管理。</span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">其次，</span></strong></span><span style="color: black;">在流程规划的<span style="color: black;">基本</span>上，由业务骨干“卷入”，对流程体系进行逐级细化设计，<span style="color: black;">保证</span>流程的<span style="color: black;">指点</span>性和可操作性，<span style="color: black;">保证</span>流程体系能落地执行。</span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">再次，</span></strong></span><span style="color: black;">在流程体系设计与优化时，除了<span style="color: black;">思虑</span>流程的效率外，还应识别流程中的问题区域、<span style="color: black;">危害</span>点、关键活动，并采取有针对性预防<span style="color: black;">掌控</span>。<span style="color: black;">例如</span>对问题区域增设监控点、<span style="color: black;">供给</span><span style="color: black;">指点</span>书，对关键活动<span style="color: black;">供给</span>操作<span style="color: black;">指点</span>书、配备<span style="color: black;">关联</span>技能的人员及相应的设备，对<span style="color: black;">危害</span>点进行测试、<span style="color: black;">检测</span>及监控等。</span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">最后，</span></strong></span><span style="color: black;">企业在内部<span style="color: black;">创立</span>起系统的流程体系的<span style="color: black;">基本</span>上，应加强对“外协”单位的流程管理。在“外协”单位或供应商<span style="color: black;">选取</span>上，应强化对其流程能力的认证，以便“外协”或供应商<span style="color: black;">亦</span>能从预防和过程管理的<span style="color: black;">方向</span>对质量进行管理，从而实现企业与外协或供应商的流程对接，<span style="color: black;">即时</span><span style="color: black;">认识</span>和监控流程的质量。</span><span style="color: black;"><span style="color: black;"><strong style="color: blue;">04 . </strong></span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">流程建设案例</span></strong></span></span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">案例：</span></strong></span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">某企业的<span style="color: black;">开发</span>流程优化</span></strong></span><span style="color: black;">企业每年上百个<span style="color: black;">研发</span>项目，为了对众多的项目质量和进度进行有效的管理，近1年来该<span style="color: black;">机构</span>质量部在ISO9000的<span style="color: black;">基本</span>上，对流程方面进行了局部的优化，取得了<span style="color: black;">必定</span>的效果，但总体上感觉仍然存在有不少的问题：</span><span style="color: black;">1）缺失<span style="color: black;">非常多</span>流程、流程覆盖率低。</span><span style="color: black;"><span style="color: black;">非常多</span>业务及环节<span style="color: black;">无</span>流程支撑和管理，容易出问题，出了问题，大多需要领导出面协调后工作<span style="color: black;">才可</span>推动，总体效率低下、质量难以<span style="color: black;">掌控</span>。</span><span style="color: black;">2）“低级错误”<span style="color: black;">持续</span>重复。</span><span style="color: black;">总是<span style="color: black;">显现</span><span style="color: black;">非常多</span>“低级错误“，同一个错误在<span style="color: black;">区别</span>的<span style="color: black;">行业</span>里重复的<span style="color: black;">显现</span>，<span style="color: black;">乃至</span>同一个错误在同一个项目组里<span style="color: black;">区别</span>的人身上重复<span style="color: black;">显现</span>。</span><span style="color: black;">3）质量多靠<span style="color: black;">最后</span>的结果检验，<span style="color: black;">引起</span>问题<span style="color: black;">不可</span><span style="color: black;">即时</span>暴露、<span style="color: black;">海量</span>的问题都<span style="color: black;">累积</span>到后期，质量难以<span style="color: black;">保准</span>、返工及问题归零工作量巨大。</span><span style="color: black;">4）体系文件流程过于粗放，质量<span style="color: black;">情况</span>难以<span style="color: black;">即时</span>掌控，出了问题难以定位。</span><span style="color: black;">5）文件的<span style="color: black;">指点</span>性/价值有待<span style="color: black;">加强</span>。</span><span style="color: black;">现有的流程没能给员工的工作带来<span style="color: black;">实质</span>的价值，流程<span style="color: black;">作为</span>一种<span style="color: black;">安排</span>。</span><span style="color: black;">6）流程<span style="color: black;">认识</span>及“<span style="color: black;">开发</span>流程管理”组织与机制缺失。</span><span style="color: black;">流程体系规划、流程审计、流程优化、流程过程监控、考核等管理组织职责和运作机制尚待完善。拿流程说话、按流程办事的流程氛围<span style="color: black;">无</span>形成。</span><span style="color: black;"><strong style="color: blue;"><span style="color: black;">基于<span style="color: black;">以上</span>问题及系统部的<span style="color: black;">实质</span><span style="color: black;">状况</span>，对项目提出如下<span style="color: black;">需求</span>：</span></strong></span><strong style="color: blue;"><span style="color: black;">1）对<span style="color: black;">开发</span>流程进行整体规划，输出<span style="color: black;">开发</span>流程体系图、流程<span style="color: black;">名单</span>以及各流程的责任人，为后续的流程<span style="color: black;">连续</span>工作<span style="color: black;">供给</span>方向指引。</span></strong><strong style="color: blue;"><span style="color: black;">2）<span style="color: black;">选取</span>重点流程，并对<span style="color: black;">选取</span>出的重点流程进行优化，输出流程图、说明文件以及关键活动的操作<span style="color: black;">指点</span>书/模板。</span></strong><strong style="color: blue;"><span style="color: black;">3）<span style="color: black;">创立</span><span style="color: black;">开发</span>知识库及知识管理机制。</span></strong><strong style="color: blue;"><span style="color: black;">4）<span style="color: black;">创立</span>流程管理机制，为流程的落地执行与<span style="color: black;">连续</span>优化<span style="color: black;">供给</span>制度及组织<span style="color: black;">保证</span>。</span></strong><span style="color: black;"><strong style="color: blue;"><span style="color: black;">经过五个月的紧张工作，项目取得预期的成果：</span></strong></span><strong style="color: blue;"><span style="color: black;">形<span style="color: black;">成为了</span>系统的<span style="color: black;">开发</span>流程体系，避免了<span style="color: black;">因为</span>流程缺失代来的质量<span style="color: black;">危害</span>；细化了流程中的关键活动，可有效的避免犯低级的错误，<span style="color: black;">加强</span>了<span style="color: black;">开发</span>过程质量；<span style="color: black;">知道</span>了评审要素，减少评审的经验<span style="color: black;">成份</span>，<span style="color: black;">加强</span>评审质量与效率；提前了研制<span style="color: black;">制品</span><span style="color: black;">研发</span>中的部分活动，引入了并行工程，可缩短<span style="color: black;">研发</span>周期；激发了骨干人员参与流程建设，为后续的端到端流程优化奠定了良好的开端。</span></strong><span style="color: black;"><span style="color: black;">经过</span><span style="color: black;">以上</span>案例，<span style="color: black;">咱们</span><span style="color: black;">能够</span>看到，</span><span style="color: black;"><strong style="color: blue;">一个系统的、可操作的流程体系，<span style="color: black;">能够</span>有效的加强过程质量管理、<span style="color: black;">加强</span>过程质量，从而<span style="color: black;">加强</span><span style="color: black;">制品</span>质量。流程优化工作<span style="color: black;">能够</span>更好地促进企业开展以预防和过程管理为主的质量管理。</strong></span>
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<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><span style="color: black;">免责声明：本文部分内容<span style="color: black;">按照</span>网络信息整理，<span style="color: black;">文案</span>版权归原作者所有。向原作者致敬！推送旨在积善利他，如<span style="color: black;">触及</span>作品内容、版权和其它问题，请跟<span style="color: black;">咱们</span>联系删除并致歉！</span></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><img src="data:image/svg+xml,%3C%3Fxml version=1.0 encoding=UTF-8%3F%3E%3Csvg width=1px height=1px viewBox=0 0 1 1 version=1.1 xmlns=http://www.w3.org/2000/svg xmlns:xlink=http://www.w3.org/1999/xlink%3E%3Ctitle%3E%3C/title%3E%3Cg stroke=none stroke-width=1 fill=none fill-rule=evenodd fill-opacity=0%3E%3Cg transform=translate(-249.000000, -126.000000) fill=%23FFFFFF%3E%3Crect x=249 y=126 width=1 height=1%3E%3C/rect%3E%3C/g%3E%3C/g%3E%3C/svg%3E" style="width: 50%; margin-bottom: 20px;"></p>
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<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><span style="color: black;"><span style="color: black;">因为</span>公众号平台更改了推送规则，<span style="color: black;">倘若</span>不想要<span style="color: black;">错失</span>“管理与质量”的干货<span style="color: black;">文案</span>和限时活动，记得读完点一下“</span><strong style="color: blue;"><span style="color: black;">在看</span></strong><span style="color: black;">”，<span style="color: black;">这般</span>每次<span style="color: black;">能够</span><span style="color: black;">第1</span>时间看到最新<span style="color: black;">文案</span>。</span></p>
<p style="font-size: 16px; color: black; line-height: 40px; text-align: left; margin-bottom: 15px;"><span style="color: black;">读完记得点一下</span><span style="color: black;"><strong style="color: blue;">【</strong><strong style="color: blue;">在</strong><strong style="color: blue;">看】</strong></span><span style="color: black;">！</span></p>
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