ISO9001质量认证对研发管理的作用
The ISO9001 quality certification on R & D management role
首先说质量管理是什么？质量管理是结合公司的实际组织结构，结合产品在公司中的运作特点，设定一套形诸文字的流程规定，供大家遵守和执行，以便对产品技术质量实现有效控制。由此可以得出：质量体系必须是立足于现实的，符合现实的组织结构，结合实际的流程的。质量体系是与我们的日常工作融为一体的。就像交通法规一样，“行车靠右，红灯停绿灯行，穿马路走人行横道”，都是基础的规矩。
First of all quality management is what? Quality management is the combination of the actual company organizational structure, combination of products in the company's operational characteristics, a set of written procedures, for your compliance and enforcement, in order to realize effective control of product quality. It can be concluded: the quality system must be based on reality, consistent with the reality of the organizational structure, combining with the actual process. Quality system is connected with our daily work of com. As the traffic regulations," road to the right, red light green line stop, cross the street walk", are the basis of rules.
      质量管理还是一种管理思想，它规定了一套使一个组织有效、高效运作的具体工作方法。它的这套体系比我们日常凭经验设定的管理流程要严密的多，这就是我在这里拼命为它鼓噪的原因。
Quality management is a kind of management thought, it provides a set of enable an organization effective, efficient operation of the specific working method. It is this set of system than we empirically set daily management process to strict, that's what I'm here for the reason it desperately clamoring.
     正确认识质量管理须澄清的几个问题，这几个问题我都抱怨过，也有人和我抱怨过：
A correct understanding of quality management must clarify several problems, the problems I have complained in the past, also somebody and I complained:
     1、质量流程要求的是各环节的控制，然而各控制环节的执行导致了低效率。这个任务催得很急，为何还要墨守陈规，坚持执行？例如某机型，加工商提出对图纸的一点疑问，研发人员就直接把改后的图纸给加工商了，东西要的急呀，这么干也是为公司着想呀。但是入检拿到东西后检验不过关，他们不知道已经改图了，采购付款时有纠纷，因为改图导致工艺工序增加，加工商要加价，突然前线传来要求追加50台，采购换人了，再订货的图纸版本不清楚，所有这些最后都会找技术人员咨询细节，凭空误了不少功夫，技术人员还抱怨，“采购连这点事都不懂”，工作计划完不成，还抱怨着“质量采购找我，我能不去吗”？就此事件分析，根子在哪？图纸的控制环节失控了，谁造成的？设计师自己，在改动设计加工这点事上是提高了效率，但整体效率降低了。举个通俗的例子来说，您为了抄近道，横穿限速120km/h的封闭快速路的结果是什么？个人有安全危险，一旦出事，高速路通行速度下降，**必须来处理这事。这两件事的唯一差别是穿越高速路对个人有生命危险，违反质量规矩，只对别人造成麻烦，自己没危险。我们能不能少给别人找点麻烦呢？
1, process quality requirements is the link control, however the control link implementation has resulted in low efficiency. The task is so urgent, why cling outmodel conventions, insist on the implementation? For example, a certain type of drawings, processors in a little question, R & D personnel directly to change after the drawings to the processors, something to hurry, so do it for the sake of the company. But the seizure of inspection after got a thing is, they don't know is the graph, procurement and payment disputes, because instead of lead process increased, processors to increase suddenly, from the front requested an additional 50, buy the substitution, reorder drawings version is not clear, all of these will eventually find technology personnel consulting details, just missed a lot, and technical personnel also complained," buy even this thing does not understand", work plan Wanbu Cheng, also complained of a" quality buy for me, I can not go "? This event analysis, root in? Drawing the control link control, who caused? The designer himself, changes in the design and processing this matter is to improve efficiency, but the overall efficiency is reduced. Take a simple example, you to cut across the speed limit, 120km / h closed on what is the result? Personal safety risk, once the accident, high-speed road traffic speed decreased, * * must have to handle this. The two thing is only one difference across the highway on the personal danger, breach of rules, only to the people in trouble, do not own risk. We can give others some trouble?
     2、质量体系遵守了，却没能带来质量的提高，纯粹在应付。这也是大家抱怨的原因之一。这不是质量管理思想的错，是我们的具体做法有问题，比如我们都有可生产性评价报告、可维修性评价报告、各种评审会以等等，看看结果吧，几乎都是通过。但听听一线的销售传来的抱怨就知道了，这些报告简直是瞎说八道。为什么这样？公司的技术决策人员或权力结构可以肆意破坏质量流程，导致这成了摆设，走流程成了应付外审的工具。写报告的人对结果不担任何责任，没有通过有效的机制使之形成务实的制约。这仅仅呼吁是不行的。必须有配套的组织结构的变革使之形成制约，否则生态就不平衡了。