The first step is to find out the problem:
Analyze the current situation and find out the existing problems, including product (service) quality problems and management problems. Explain with data as much as possible and find out the main problems that need to be improved.
The second step is to analyze the reasons:
Analyze the various factors that cause the problem and list them as much as possible.
Please note:
(1) Analyze the problems and factors one by one.
② Don't be subjective, general and careless.
The third step is to determine the main reasons and find out the main factors affecting the quality.
Please note:
① There are many factors affecting quality. Broadly speaking, there can be operators (people), machinery and equipment (machines), raw materials (materials), technological methods or processing methods (methods), environmental conditions (environment) and testing tools and methods (inspection). Even management problems are influenced by many factors, such as managers, managed people, management methods, management tools used, interpersonal relationships and so on.
(2) Each big influencing factor contains many small influencing factors. For example, from the operator's point of view, there are differences between different operators, different reasons caused by changes in the psychological and physical conditions of the same operator, quality awareness, work ability and many other factors.
(3) Among these factors, we should try to find the main and direct factors that affect the quality, so as to solve the existing problems from the main factors.
4 don't "grab your eyebrows and beard" or "lose your watermelon and pick up sesame seeds".
⑤ Don't take all factors into account, improving failure will lead to failure.
The fourth step is to formulate measures:
According to the main factors affecting the quality, formulate measures, put forward improvement plans and predict their effects.
Please note:
(1) Giving and activity plans should be specific and clear, and avoid being vague.
② The content of "5W1h" is specified in the plan of the donation activity, that is to say, it needs to be answered: why this measure plan is made, what target is expected to be achieved, where this measure plan will be implemented, by which unit or individual, when it will start, when it will be completed and how it will be implemented. The above four steps are the concretization of the P-planning stage.
Step 5, execute the plan:
Carry out the implementation according to the established measure plan, that is, the D implementation stage.
Please note that if new problems or changes (such as personnel changes) are found in the implementation process, the action plan should be revised in time.
Step 6, check the effect:
According to the requirements of the action plan, check and verify the actual implementation results to see if the expected results are achieved, that is, the C-check stage. Please note:
(1) Check the effect to control the goals specified in the action plan.
(2) The inspection effect must be realistic, not exaggerated or reduced, and it doesn't matter if the goal is not fully achieved.
Step 7: Inclusion criteria:
Summarize according to the inspection results, incorporate the successful experiences and failed lessons into relevant standards, regulations and systems, and consolidate the achievements already made. Please note:
One step is very important, you need to make up your mind, otherwise the improvement of quality will lose its meaning.
(2) When it comes to changing standards, procedures and systems, we should be cautious. If necessary, we need to carry out PDCA cycle verification, and we should also take control measures according to the provisions of GB/T 19000-ISO 9000 family standards.
(3) unwritten consolidation measures are sometimes necessary.
Step 8: Remaining problems:
According to the inspection results, put forward the unsolved problems in this cycle, analyze the new problems caused by quality improvement, and turn to the first step of the next PDCA cycle. Please note:
(1) legacy problems should be analyzed, on the one hand, we should fully see the achievements, and don't dampen the enthusiasm for quality improvement and affect morale because of legacy problems; On the other hand, we should not be blindly optimistic and turn a blind eye to the remaining problems.
② The reason why quality improvement is continuous and uninterrupted is that any quality improvement may have problems left over, and the possibility of further quality improvement always exists. ?