A multi-pronged approach to strengthen the quality management of printing companies

Jie Long Group Corporation (including Shanghai Jie Long Industrial Co., Ltd., Shanghai Jie Long Development Corporation, hereinafter referred to as “Company”), invested RMB 1,000 in 1973 and started two foot disc printers. Its subsidiary company, more than 2,500 employees, more than 700 million yuan in total assets, annual sales of more than 600 million yuan, profits and taxes 70 million yuan. The company is mainly printing, with 12 subordinate printing companies, accounting for more than 70% of the company's operating income, including packaging and decoration, books and magazines, business forms, color newspaper printing and plastic printing. In 1999, operating income ranked 47th in Shanghai Industrial Group Corporation. According to the statistics of the National Printing Industry Association, all three Shanghai companies in the top 20 of the top 100 companies in the year 2000 were all subordinate enterprises of our company.

Quality management is closely related to the economic benefits of the company. The company's leaders are consciously aware that quality is the life of the company, introducing the ISO9002 quality assurance system, adopting ERP software management, learning Haier OEC management methods, and strengthening assessments, and promoting printing companies to focus on quality management. Stones from other mountains can be used to attack jade. After several years of hard work, four of the company's major production enterprises have passed ISO9002 review. Before the end of the year, all backbone printing companies passed ISO9002 certification. The quality of printing quality has been significantly improved, product quality has increased, customer complaints have decreased, abnormal losses have declined, and economic benefits have increased significantly. After the subsidiaries adopted the ISO9002 certification, the printing quality was improved over many previous indicators. One of the subsidiaries' comparison data was as follows:

The subsidiary subsidiary company Jie Long Yongfa Gravure Co., Ltd. grasped the quality and started to formulate the standard. It established the corporate standard for "printed and printed gravure decorating prints". After being certified by the Shanghai printing management department and experts, the company's standard is the first domestic gravure printing. Enterprise standards, the main technical requirements are equal to or higher than the relevant national standards in the relevant data, that can be extended to the entire gravure printing industry. As the overall quality of the company’s quality management has been significantly improved, Jie Long has won the most awards for two consecutive years in the evaluation conference of outstanding packaging products in East China, accounting for 30% of the total number of awards for packaging and printing companies in Shanghai each year. About the China Printing Museum Dragon Group has a permanent exhibition booth to display various packaging and printing products of our company. Some subsidiaries have also obtained the exemption of products from multinational companies due to their excellent quality.

In the management of print quality management, we have taken measures at both the company and its subsidiaries. At the company level, we require our subsidiaries to do the following three things: 1. Combine the implementation of the ISO9002 quality system with Haier's Nissan Japan and Japan High-Management Law, and boldly carry out management innovations so that Haier can learn. To take people's strengths, strengthen management, create new ones, lack basic management, make up for shortages, and lay a solid foundation; basic management is better and standards are higher. 2. The company emphasizes the strengthening of production management with emphasis on the improvement of printing quality management. Each year, it reviews the control of the quality management of subsidiaries, such as quality feedback (including the establishment of quality groups, quality inspections, quality records, and quality accident analysis. The scores of the quality management procedures, including the conclusions, process rules, implementation of quality procedures, supervision and supervision of warehousing information feedback, are linked to the economic responsibility system and income of the business operators. Third, require the subsidiary company's managers to correct the relationship between management and business, in different situations, different economic environment, the quality and business status of the order is different, in the past, the seller's market structure, as long as there is a product, quality Not very particular about, we must focus on business-oriented; in the current buyer's market structure, product quality is not too hard, the business is difficult to open up, the business captured is also a shot for a place, with few repeat customers. A general manager of the subordinate subsidiary deeply understood that: We originally thought that as long as there is business, we can solve the problem. In fact, the real problem of the company is not the business, but the unskilled printing technology, low quality, high loss, high cost, The high price of printing scared the customer away. With quality management, loss reduction, quality improvement, and cost reduction, the business has grown. Now on the market, the customer must first consider your quality (including service), reputation, and reasonable price. If Haier’s products become famous brands, the price does not fall, and the market is prosperous. Therefore, when dealing with the relationship between quality and business, the company’s managers must take quality management as a foothold, do a good job of quality, create brand names, and stress reputation. Quality, reputation and business.

From the subsidiary level, each printing company has its own tactics in terms of quality management. The focus of the same move is also slightly different. To sum up, the common approach is:

First, the combination of quality awareness training and professional and technical training improves the quality concept of employees.

From the ideological level, employees are educated about professional ethics and quality. Some companies compile the “Employee Handbook” or job responsibilities and assessment rules, and have a manual; they vigorously promote the quality principle of “Everything to Satisfy Customers” and explain to employees.” "Quality is the life of an enterprise" and "Today's quality is tomorrow's market" makes employees firmly tighten the string of quality in their thinking.

Combine the professional characteristics of the company and organize employee technical training. The following is a subsidiary company in the quality assurance system review process, the 33 quality inspection personnel training, passed a written assessment; five factory internal auditors participated in the German TUV Quality System Certification Center training, access to internal auditor qualification certificate; 9 multi-color offset printers were sent to specialist colleges for training and obtained professional qualification certificates. This year, they also organized preliminary and intermediate-level training for offset presses to further understand the characteristics of the machine's performance and the printing process, so that the printing and color reproduction of machinery and equipment can be achieved. The best results, and the provisions of each printer, ergonomics and other provisions to ensure the quality of printing. The training forms are diversified. Starting from the actual conditions, the training work characteristics that focus on the characteristics of the market, adapting to the needs of the work, and combining the quality assurance system should be formed, and new areas for employee training should be constantly expanded and new content be given.

Second, take the ISO9002 certification as an opportunity to establish a scientific quality management system.

To establish a scientific and procedural quality management system. In August 1998, the Dragon Color Printing Factory of the Foreign Trade Industry Group passed the ISO9002 Quality System Certification of Germany’s TUV Company, and seriously implemented and continuously improved the “Quality Manual”, “Operation Guide” and “Program Files”. Establish and improve quality-based statistics, input computers, improve ERP management software, speak with data, use data theory, find gaps in management with data, and find solutions to problems. Before each review, the factory department carefully organized internal audits. Every time an internal audit was passed, it was an education on quality management for employees, with eyes inward, hard work, strict quality requirements on products, and implementation according to technological procedures. For example, to ensure that the product is consistent and no color difference occurs, it is ensured that from the beginning of processing the first product, the product can be produced strictly in accordance with the product's process requirements and quality standards. The company has formulated a sample-taking system and carries out different levels of identification according to the product type. In this case, managers at all levels are required to produce samples for each product. After each procedure, they must sign samples and use the quality of the sample as a basis for assessment.

Third, the application of new technologies, new processes, new equipment, optimize the "hardware" to ensure the stability of the printing quality.

　　 The purpose of quality management is to improve the quality of printing, to ensure that its quality is stable and reliable, and changes with the needs of the market and customers; on the other hand, as time goes by, some of the equipment of the company are aging, some are broken, and the printing accuracy is improved. The reduction in productivity and the low productivity also require companies to use new technologies, new processes, and new equipment to arm their companies. Our subsidiaries continue to introduce leading domestic and world-class technical equipment, and transform the workshop to ensure the temperature and humidity, and to meet the needs of printability. In order to ensure the stability of product quality, a number of companies have established and improved the configuration of quality testing rooms and metering rooms, and newly added glossiness meters, whiteness meters, density meters, temperature and humidity meters, friction meters and other instruments and equipment. After the inspection of incoming raw materials (such as paper) and products, it provided better conditions for ensuring product quality.

Fourth, strengthen the quality inspection, improve the quality of process management.

　　 In order to control the quality of printing on a certain standard, we have developed a multi-layered, three-dimensional quality inspection system that is criss-crossing quality management. That is, a four-level management system has been adopted for the team self-inspection, process mutual inspection, workshop inspection, and factory-level sampling inspection. The specific contents are as follows:

1. Establish a "Quality Inspection System for Processes", which clearly stipulates the scope of team inspections and mutual inspections, and establish incentives and penalties so that each process will work hard to ensure that it meets the required rate set by the factory; The next process checks the previous process, discovers the problem, promptly informs the previous process, and feeds the situation back to the quality control department to find a solution.

2. Arrange quality management personnel to take charge of quality inspection during production, ie workshop inspection. As the first administrator of product quality management, the workshop director focuses on the quality of his work assessment, and promotes the requirement of product quality while completing the production task. Through inspection of each procedure, it is ensured that problems are found and solved in a timely manner.

3. The factory-level spot checker is responsible for supervising the implementation of the quality standard; sampling the management of the daily product quality, and checking the authenticity of the work record of the workshop quality inspection personnel, and the quality of the work; and asking the workshop quality manager to carry out the product Random inspection, inspection of the production status of each process, whether to meet the company's quality standards. In each link, there are horizontal horizontal self-checks and mutual inspections, and vertical top-to-bottom inspections and random inspections, which make it possible to reduce the quality of accidents or reduce the quality of accidents. Problems are effectively contained.

Fifth, implement the quality management economic responsibility system by means of rewards and punishments.

Some subsidiaries have established an economic evaluation system for all employees. According to the actual situation of the company, the evaluation index is determined, and a “double-percentile” assessment combining economic indicators and management responsibilities is used, referred to as “8+4”, that is, the assessment of economic indicators. There are eight assessments, and there are four assessments for the workshop, of which the quality indicators are highlighted. The specific indicators for each workshop were put forward regarding the product qualification rate and the quality loss rate, monthly assessments, and monthly cashing. The quality inspection department shall distinguish the responsibility for each quality accident and make corresponding economic penalties. At the same time, the establishment of a "quality information column" in the restaurant, recognition of quality products, exposure to quality accidents, and strong repercussions among employees. Some of them also implement a rating system, quality rating of printed products, and awards to superior products and employees whose loss is lower than the standard. We have had some brains in print quality management and have done some work, but there are still many gaps in management compared with some big companies at home and abroad. Quality management is the eternal theme of the company. We must continue to strengthen quality management as a way to reduce costs and increase efficiency. This year we will carry out the “version change” of the 2000 version of the ISO9002 Quality Assurance System from time to time. As soon as China's accession to the WTO is imminent, we must work harder and pay more attention to management. ,Increase competitiveness.