A self-review summary with only 16 sentences – really thorough!

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This post was last edited by q2774594 on 2016-8-22 at 15:26. 1. Unclear responsibilities: The duties of different departments, individual positions, and employees are not clearly defined, leading to mutual shirking of responsibilities when issues arise； It is necessary to clarify departmental responsibilities, job responsibilities, and individual responsibilities, ensure alignment between duties, rights, and responsibilities, and implement effective assessments. 2. When documents are out of control and it’s difficult to determine what to do, there are no documents available for guidance; the requirements set out in the documents are unclear, they lack practicality, and they exist merely as a formality” ； Clear requirements should be set for the documents that need to be created, to ensure that the procedures are practical and that there is a basis for the work. 3. Setting goals is somewhat difficult; the necessity of setting goals is not recognized. Goals are arbitrarily created (rather than \"set\") or adjusted according to various needs, with a \"flexible\" approach, and there is a lack of management and evaluation of these goals ； True goal management should be implemented, setting useful, feasible, and motivating goals; meanwhile, corresponding goals should be established at various functions and levels, with practical, comprehensive, and effective evaluation of those goals. 4. Lack of record-keeping: No requirements are set for various types of records; the records are incomplete, irregular, or even fabricated ； It is necessary to establish requirements for various types of records, specify the methods and detailed requirements for keeping such records, use the results of these records to assess the performance of the system, product process control, and product quality, accumulate useful data, and derive trends and conclusions from data analysis. 5. Lack of oversight regarding personnel qualifications: It is impossible to determine whether the individuals working in various positions are competent; there is a lack of assessments, certifications, and pre-job training for these employees ； Provisions should be established regarding the qualification requirements for personnel in these positions, and assessments and evaluations should be conducted to determine whether such personnel are competent for the role. 6. The training provided is merely superficial and lacks the necessary quality; let alone being targeted training. It exists only as a formality to meet external audit requirements ； Targeted training programs should be developed and implemented effectively, with the training outcomes assessed to verify their effectiveness. 7. R&D changes are common; R&D projects lack or only have a rough plan. There are no defined criteria for the performance standards that the products under development must meet, and little attention is paid to the laws, regulations, standards, and guidelines that govern such products; as circumstances change, the development routes and plans are adjusted accordingly ； Design and development control procedures must be strictly followed; tasks such as design and development planning, input, output, review, verification, and validation must be carried out as required. Any changes to the research and development plan or related activities must be reviewed and approved in accordance with the established procedures. 8. Suppliers are changed arbitrarily without purchasing from the list of qualified suppliers; price is often used as the basis for procurement, and there is inadequate oversight of the quality of the products purchased ； The supplier management control procedures must be strictly implemented; supplier management should be strengthened in accordance with assessment, evaluation, and re-evaluation criteria, as well as the verification and control of purchased products. 9. Process control is difficult to improve due to a lack of proper control over the process. No comprehensive control measures have been established for the various processes that need to be monitored; reliance is primarily on the experience of operators to control these processes, and there is a lack of process records, making it impossible to trace the causes of problems when they occur. A sound process control capability must be established; when necessary, comprehensive and detailed guidance documents for various process operations as well as various measures should be developed. The implementation of relevant systems is essential to ensure product quality. 10. Maintenance is only carried out after the equipment breaks down; a comprehensive equipment management system has not been established. There are few or no personnel responsible for equipment management and maintenance, and the available equipment resources are insufficient to meet production needs. The equipment is not used properly as required, and sometimes equipment problems affect product quality ； A comprehensive equipment management system should be established to carry out regular maintenance of the equipment, ensuring that it meets the requirements for production and product quality. 11. The measurement equipment lacks calibration instruments; its management is chaotic, with no records kept or annual calibration plans in place. Instruments that have not been calibrated or have failed calibration are still in use, including in testing positions ； A comprehensive management system for measuring equipment should be established; instruments and meters should be sent for inspection on a regular basis, and it is prohibited to use those that have not been inspected or have failed inspection. 12. Product inspection is not standardized: many necessary inspection procedures have not been established, and the inspection guidelines are not fully formulated in accordance with laws, regulations, and relevant standards. The product inspection system is not implemented rigorously, resulting in products being released arbitrarily. A standardized product inspection system should be established and strictly implemented; the inspection standards formulated should cover laws, regulations, as well as relevant standards and specifications. Responsibilities for approving products must be clearly defined, and there should be comprehensive analysis of product quality data. 13. The slogan of customer satisfaction focuses on customers, but it is merely used as a slogan without any real effort to understand their needs and desires. Customer complaints are handled perfunctorily, and customer satisfaction surveys are conducted only to meet the requirements of external audits ； Attention should be paid to ensuring customer satisfaction, with concrete actions taken to conduct genuine customer satisfaction surveys and use the results to improve relevant work, thereby achieving customer satisfaction in all aspects. 14. Surface-level cause analysis: The analysis of the causes of the problems encountered is limited to the surface level; there is no willingness to explore deeper underlying causes, and simple examples are used as a way to deal with the situation ； A truly sustainable improvement system should be established to create a mechanism for consistently implementing corrective and preventive actions, to thoroughly investigate the root causes of current and potential problems, and to move away from so-called cause analysis that focuses on objective reasons or remains limited to superficial aspects. 15. Where is continuous improvement to be found? Continuous improvement remains just empty talk without specific requirements and implementation measures for improvement, nor are there any assessments, incentives, or mechanisms to solidify the effective improvements that are made. Continuous improvement should be integrated throughout the entire quality management system process, with improvement plans formulated and effectively implemented. 16. Once the certificate is obtained, all the tasks related to the quality management system are completed; the goal was to acquire the certificate. How to maintain the effective operation of the quality management system and ensure it fulfills its intended role is not part of the business leaders’ work plans or schedules ； Enterprise leaders should understand the crucial role that quality management systems play in ensuring product quality and promoting business development, and ensure that such systems function effectively, so as to avoid finding themselves faced with a multitude of unresolved problems.