In today's era of knowledge and quality, enterprises (projects) want to survive and seek development, we must constantly improve the level of science and technology and quality, to create "first-class quality."
The development practice of enterprises has also proved that enterprises rely on the market, the market depends on products, products rely on quality, the overall meaning of quality competition has become the key to market competition, that is to say, quality has become the main content of measuring the competitiveness of the project, become an enterprise's life.
As the sole agent of the enterprise in the project, the project manager is the first responsible person for the quality of the project and the general command of the quality formation process, shouldering the heavy responsibility of ensuring the quality of the project.
Therefore, the project manager must focus on improving his or her thinking concept so that he can stand in the perspective of the whole process of the enterprise, shaping the complete quality consciousness. Personally, I believe that project managers should strengthen and improve their quality management philosophy in at least four areas. 1 Listen to voices and improve customer satisfaction
With the content and environment of quality management, people's understanding of "customers - enterprises, the ultimate decision-maker of project profits" is becoming more and more clear, that is, the core and determinant of projects and enterprises are customers. The concept of customer first has become a principle of common adherence to quality management methods, such as ISO9000:2000 in the first article of the principle of quality management is "customer focus""Meeting and exceeding customer expectations"; TTherefore, the pursuit of customer satisfaction and loyalty, is the enterprise to create "first-class quality" of the eternal driving force, but also the project's destination and enterprise survival, development of the key factors.
The pursuit of customer satisfaction and loyalty is more important than the pursuit of product quality and standardization, the standard is higher, it reflects that customer satisfaction is the highest goal of the project and even enterprise pursuit, is the main driving force of design, production and marketing, is the center of enterprise and project quality management. The object of quality management here is not just what we usually call traditional consumers such as product buyers and service providers, but the whole "customer relationship management system" which is composed of commodity producers, consumers and distributors. 2 Full control, increase
project success rate Full control is the general term of pre-control, in-process control and after-the-fact control, corresponding to the prevention-oriented concept, process control concept and goal control (performance) concept.
The quality is not tested, but formed through the production process. Therefore, quality management should emphasize prevention as the main focus. It requires us to analyze the factors affecting quality in advance, in view of the accidental factors affecting quality, want to control the causes, non-control causes, pre-develop the corresponding control methods, clear the key points that need to be controlled (people, machines, materials, law, ring), in order to prevent problems before they happen.
Process control is a kind of thing control, is the characteristics of ISO quality assurance standards, it is the basic idea of ISO9000:2000 standards.
Process control requires that we control all processes and use them as a basis for identifying key processes, process development, and continuous improvement.
The concept of goal control (performance) is actually result control, which is an effective traditional management method, and performance appraisal is an important means to promote quality improvement and improve management level. Its overall thinking is "goal-oriented, process-oriented" on the core is standardization construction, that is, learning standards (ISO9000:2000), the implementation of standards, improve standards, improve quality. 3 Pragmatic implementation to
Enhance the credibility of enterprises
Pragmatic implementation, that is, "effective implementation, pragmatic as", the popular point is to "write what I do, do what I write". It is is THE9000:2000 international standard implementation concept, "write what I do" is about a sound system, reflects the concept of system management, here is not stressed is not how perfect the system you developed, but that it must be approved by most project team members, so that "do what I write" is possible; Check as well as not check one, collective action as well as individual action.
Pragmatic implementation is the fundamental to achieve the effectiveness of quality management, is the basis of project success, is the source of core competitiveness of enterprises, is the survival and development of enterprises to ensure. It has been suggested that the success of an enterprise (project) is the power of thinking, decision-making, and execution. IIf it is not effectively implemented, then good planning and decision-making can only be empty talk.
Pragmatic implementation requires that every project team member, including the project manager, must firmly establish a rigid, efficient, refined implementation concept, implementation in specific actions, is to implement the standards do not speak of conditions, accept inspection without excuses, achieve the goal of the pursuit of success, and it is cultivated into the habits of each employee, internalized into the project team spirit. 4 Continuous improvement to enhance market competitiveness
"Continuous improvement" refers to a circular activity that improves the ability to meet requirements, with the aim of improving the effectiveness and efficiency of the quality process, and its core ideas can be summed up in the words "no best, only better". The term "ability to meet requirements" here is "quality" and "circular activity" refers to the dynamic cycle of the PDCA ("planning-implementation-inspection-disposal"). Therefore, "continuous improvement" is an ongoing PDCA cycle to improve quality.
"Continuous Improvement" consists of four main aspects: first, continuous quality improvement should be the eternal goal pursued by project managers, and second, continuous improvement pursues higher quality goals, efficiency, efficiency and lower costs to make the project more
successful. Third, continuous improvement pursues overall performance value-added, focusing on improving performance target value, process ability, service quality, the core competitiveness of enterprises. Fourth, continuous improvement is generally achieved through PDCA dynamic cycle.
The PDCA approach can be applied to all processes of quality management for all types of projects: P-Planning Establish the goals and processes necessary to provide results according to customer requirements and project needs; D-Do Quality implementation process;
C-Inspection Monitor and measure processes and products and report results in
accordance with the company's guidelines, project objectives, and product requirements; A-Disposal Take steps to continuously improve the performance of the process. 5
Concluding remarks
The fundamental purpose of project management is to achieve or achieve the goals set by the project, so that the project's "all stakeholders" are satisfied. Although quality management is not equal to the whole of project management, it is the top priority of project management, so the project manager must focus on the quality management of the project. At the same time, we should also pay attention to the quality management of the project together with the project time management, cost management, risk management in a comprehensive consideration, the successful realization of effective project management.
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