【Quality Version】Daily Q&A 2018-2-7 (Short Answer Questions)
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Short answer: What are the eight principles of quality management? 1. Customer focus 2. Leadership 3. Full employee participation 4. Process approach 5. Systematic management approach 6. Continuous improvement 7. Decision-making based on facts 8. Mutually beneficial relationships with suppliers. Participate in the “Haichuan Reunion Year” themed New Year event and win 20,000 Haichuan coins! ! ! - https://bbs.hcbbs.com/forum.php?mod=viewthread&tid=1921574&extra=page%3D1
1. Customer focus 2. Leadership 3. Full participation 4. Process approach 5. Systematic approach to management 6. Continuous improvement 7. Decision-making based on facts 8. Mutually beneficial relationships with suppliers
Principle 1: Customer focus； Principle 2: Leadership ； Principle 3: Full participation ； Principle 4: Process approach ； Principle 5: Systematic approach to management ； Principle 6: Continuous improvement ； Principle 7: Fact-based decision-making approach ； Principle 8: Mutually beneficial supplier relationships
Principle 1: Customer focus. The organization depends on its customers; therefore, it should understand their current and future needs, meet those needs, and strive to exceed their expectations. Principle 2: Leadership. Leaders establish a unified purpose and direction for the organization. They should create and maintain an internal environment that enables employees to fully participate in achieving the organization’s goals. Principle 3: Full participation in the search. Employees at all levels are the foundation of an organization; only through their full participation can their skills bring benefits to the organization. Principle 4: Process approach – Managing relevant resources and activities as processes enables more efficient achievement of desired outcomes. Principle 5: The systematic approach to management. Identifying, understanding, and managing the interrelated processes that make up a system helps organizations achieve their goals more efficiently and effectively. Principle 6: Continuous Improvement. The continuous improvement of the organization’s overall performance should be an enduring goal for the organization. Principle 7: Fact-based decision-making. Effective decisions are based on the analysis of data and information. Principle 8: Mutually beneficial supplier relationships. Organizations and their suppliers are interdependent, and a mutually beneficial relationship can enhance the ability of both parties to create value.
8 Principles of the Quality Management System The eight quality management principles form the theoretical foundation upon which the ISO 900 series of standards is built. It was developed by the International Organization for Standardization on the basis of summarizing successful practical experiences in quality management theory, drawing on contemporary quality management theories, and elevating them to international standards. The eight quality management principles are: 1. Customer focus. Putting the customer at the center means that an organization (company) should regard its customers as its source of livelihood, recognizing that losing customers means losing the very reason for its existence. Therefore, organizations must prioritize what customers prioritize, think what customers think, listen to their voices, and meet and exceed their requirements and expectations. For example, it is necessary to conduct regular market research, as well as surveys and analyses of customer satisfaction, in order to use this information as a basis for improving the organization’s management system and enhancing the quality of its products and services. 2. The role of leadership Leadership refers to the top manager of an organization, usually the president or general manager. They should have a long-term vision, determine the organization’s strategic direction, formulate its policies and strategies, and mobilize all employees to participate in various activities of the quality management system in order to achieve the organization’s objectives and goals – this is the role that leadership should play. 3. Full participation Since people are the main actors in organizational activities as well as the objects of management efforts, personnel at all levels form the foundation of an organization. In the end, competition between organizations (companies) is essentially a competition for talent. Organizational quality management is implemented through the participation of personnel at various functions and levels within the organization in the product realization process as well as in support processes. The effectiveness of the process depends on the awareness, capabilities, and initiative of personnel at all levels. As market competition intensifies, the active participation of all employees becomes even more important. Full participation by everyone is a necessary requirement for the proper functioning of an organization. The core of full participation lies in motivating people; when everyone’s talents are fully utilized and innovation as well as continuous improvement can take place, the organization reaps the greatest benefits. 4. Process approach
The process approach involves viewing everything that is done as a process. To ensure organizational effectiveness, it is necessary to identify and manage numerous interrelated processes. Systematically identifying and managing the processes applied by an organization, especially the interactions between these processes, can be referred to as the “process approach.” Before doing anything, one should plan how to do it well, then carry out the plan (Do), continuously check for any shortcomings, and summarize actions to address them (Act). This PDCA cycle of continuous improvement keeps the process under dynamic control; in other words, it involves identifying and managing the process, which is known as the “process approach”. For example, before purchasing materials, it is necessary to evaluate and select suppliers; during the procurement process, the procurement requirements should be clearly defined, and data analysis of the products supplied by the suppliers should be conducted in order to re-evaluate them. This approach of continuously identifying and managing the cycles of the management process is known as the process approach. 5. Systematic approach to management The systematic approach to management is a method for identifying, understanding, and managing interrelated processes as a system. The components of a quality management system are processes; an organic combination of a set of interrelated processes constitutes a system. Identifying, understanding, and managing the system can help organizations improve the effectiveness and efficiency of achieving their goals. An organization is considered as a whole, with its various activities taken into account together, in order to manage it as a system or a unified entity. In other words, emphasis is placed on the coordination and connection between these various activities (or processes) in order to enhance the effectiveness and efficiency of the entire organization in achieving its goals. The advantage of this approach is that it allows the various processes to work in harmony with each other, thereby maximizing the achievement of desired results. For example, applying systematic management approaches to quality management within an organization typically requires the organization to establish quality policies and objectives, define its organizational structure and responsibilities, and set up a quality management system in order to create a coordinated whole. 6. Continuous Improvement Continuous improvement is an ever-ongoing process of enhancement; it emphasizes the constant refinement of an organization’s management systems, processes, and products. Therefore, it represents an eternal cycle of activity. The formation of such a management philosophy enables organizations to continuously seek opportunities for improvement throughout the operation of their management systems, thereby enhancing their competitiveness. For example, this can be achieved by establishing or updating organizational and quality policies and objectives, conducting internal audits and management reviews, and taking corrective and preventive actions ； It is also possible to use rational organization of employees, QC team activities, quality improvement initiatives, and the like to continuously improve products, processes, or the entire management system. 7. Fact-based decision-making methods The fact-based approach to decision-making emphasizes the use of data and information to enhance the effectiveness of decisions. This approach emphasizes the importance of data and information collection and analysis within a management system. For this reason, organizations should collect data on production, inspection, procurement, testing, customer satisfaction, market analysis, etc., and analyze it using statistical techniques, so as to use it as a basis for decision-making and improvement. 8. Mutually beneficial supplier relationships The supplier is the party that provides products to an organization. With the development of socialized production, for an organization to satisfy its customers, it relies on the support and cooperation of its suppliers. Therefore, the relationship between the organization and its suppliers is interdependent. Only by establishing good communication and cooperation with suppliers, and creating a win-win relationship that is beneficial to both the organization and its suppliers, can both parties enhance their ability to create value.
The process approach involves viewing everything that is done as a process. To ensure organizational effectiveness, it is necessary to identify and manage numerous interrelated processes. Systematically identifying and managing the processes applied by an organization, especially the interactions between these processes, can be referred to as the “process approach.” Before doing anything, one should plan how to do it well, then carry out the plan (Do), continuously check for any shortcomings, and summarize actions to address them (Act). This PDCA cycle of continuous improvement keeps the process under dynamic control; in other words, it involves identifying and managing the process, which is known as the “process approach”. For example, before purchasing materials, it is necessary to evaluate and select suppliers; during the procurement process, the procurement requirements should be clearly defined, and data analysis of the products supplied by the suppliers should be conducted in order to re-evaluate them. This approach of continuously identifying and managing the cycles of the management process is known as the process approach. 5. Systematic approach to management The systematic approach to management is a method for identifying, understanding, and managing interrelated processes as a system. The components of a quality management system are processes; an organic combination of a set of interrelated processes constitutes a system. Identifying, understanding, and managing the system can help organizations improve the effectiveness and efficiency of achieving their goals. An organization is considered as a whole, with its various activities taken into account together, in order to manage it as a system or a unified entity. In other words, emphasis is placed on the coordination and connection between these various activities (or processes) in order to enhance the effectiveness and efficiency of the entire organization in achieving its goals. The advantage of this approach is that it allows the various processes to work in harmony with each other, thereby maximizing the achievement of desired results. For example, applying systematic management approaches to quality management within an organization typically requires the organization to establish quality policies and objectives, define its organizational structure and responsibilities, and set up a quality management system in order to create a coordinated whole. 6. Continuous Improvement Continuous improvement is an ever-ongoing process of enhancement; it emphasizes the constant refinement of an organization’s management systems, processes, and products. Therefore, it represents an eternal cycle of activity. The formation of such a management philosophy enables organizations to continuously seek opportunities for improvement throughout the operation of their management systems, thereby enhancing their competitiveness. For example, this can be achieved by establishing or updating organizational and quality policies and objectives, conducting internal audits and management reviews, and taking corrective and preventive actions ； It is also possible to use rational organization of employees, QC team activities, quality improvement initiatives, and the like to continuously improve products, processes, or the entire management system. 7. Fact-based decision-making methods The fact-based approach to decision-making emphasizes the use of data and information to enhance the effectiveness of decisions. This approach emphasizes the importance of data and information collection and analysis within a management system. For this reason, organizations should collect data on production, inspection, procurement, testing, customer satisfaction, market analysis, etc., and analyze it using statistical techniques, so as to use it as a basis for decision-making and improvement. 8. Mutually beneficial supplier relationships The supplier is the party that provides products to an organization. With the development of socialized production, for an organization to satisfy its customers, it relies on the support and cooperation of its suppliers. Therefore, the relationship between the organization and its suppliers is interdependent. Only by establishing good communication and cooperation with suppliers, and creating a win-win relationship that is beneficial to both the organization and its suppliers, can both parties enhance their ability to create value.
1. Customer focus 2. Leadership 3. Full participation 4. Process approach 5. Systematic approach to management 6. Continuous improvement 7. Decision-making based on facts 8. Mutually beneficial relationships with suppliers
1. Customer focus 2. Leadership 3. Full participation 4. Process approach 5. Systematic approach to management 6. Continuous improvement 7. Decision-making based on facts 8. Mutually beneficial relationships with suppliers
1. Focus on the customer. 2. Leadership. 3. Full participation. 4. Process approach. 5. Systematic approach to management. 6. Continuous improvement. 7. Fact-based decision-making method. 8. A mutually beneficial relationship with suppliers
1. Customer focus 2. Leadership 3. Full participation 4. Process approach 5. Systematic approach to management 6. Continuous improvement 7. Decision-making based on facts 8. Mutually beneficial relationships with suppliers
1. Customer focus 2. Leadership 3. Full participation 4. Process approach 5. Systematic approach to management 6. Continuous improvement 7. Decision-making based on facts 8. Mutually beneficial relationships with suppliers
1. Customer focus 2. Leadership 3. Full participation 4. Process approach 5. Systematic approach to management 6. Continuous improvement 7. Decision-making based on facts 8. Mutually beneficial relationships with suppliers