超越ISO9000认证基本要求，追求卓越绩效
Beyond the ISO9000 certification requirements, the pursuit of excellence performance
一、一个“调子”：确定了组织应“以顾客满意为宗旨”这一基调
One, a "toned" : defining the organization should be" for the purpose of customer satisfaction" this tone
　　计划经济环境下，人们习惯于“识别和满足上级需求”，即完成上级一达的计划任务。在市场经济环境中，组织的管理团队必须清醒地认识到：不断地识别顾客，持续满足并超越顾客的要求，才是组织赖以生存的基础。ISO9000族标准确定了“顾客满意”这一宗旨，同时也指出了组织发展还需要在顾客、投资者、员工、社会供方的需求之间寻求一种平衡方可持续发展这一规律。
Planned economy environment, people are accustomed to" identify and meet the demand", namely the superior that finish a task. In the market economy environment, the organization 's management team must realize soberly: continue to identify customers, continue to meet and exceed customer requirements, is the organization's survival foundation. ISO9000 standards to determine the " customer satisfaction" the purpose, but also pointed out that the organization development also needs in the customers, investors, employees, community supplier needs to seek a balance between sustainable development of this law.
统一认识——“定调子”，对任何一个组织来说都是非常重要的。在此基调下，自然少不了领导重视和全员参与。可目前我国许多贯标组织无论是机构设置、职能分配还是过程的识别和展开，ISO9000族标准所提供的“顾客满意测量”和“顾客需求调查”这两项“引擎活动”，往往相当薄弱。常常是“调子定了”，但却“没戏”，活动即使开展起来也是方法单一、成本颇高、效果平平，组织难以得到的信息发挥不了应有的作用，“跑调”就在所难免。
Unified understanding --" toned", of any organization is very important. This tone, nature is little not the leader takes seriously and full participation. Now many of our small tissue either orgnaization setting, function allocation or process identification and expansion, ISO9000 standards provided by the" measurement of customer satisfaction" and" customer survey" two" engine ", often quite weak. Often is" keyed", but" no", activity even developed method, high cost, and single effect flatly, organization is difficult to obtain the information can not play a due role," out of tune" it can hardly be avoided.
二、一只“靶子”：制订质量目标并分解
In two, a" target": setting quality objectives and decomposition
　　ISO9000族标准指出，组织在“定基调”之后，就该立“靶子”制订组织的质量目标并在各层次上分解。
ISO9000 standards organization pointed out, in" set the tone", should establish" target" for the quality objectives of the organisation and in the all levels of decomposition.
　　可以说，设目标、“立靶子”是质量管理体系中一项非常重要的系统性活动，做好了，纲举目张；做不好“靶子”立了没用，结果只能是“无的放矢”，有时还会带来负面作用。因此，不能轻易或草率地制订一套目标/指针就与业绩考核评价甚至奖惩挂钩，因为对于一个组织或一个过程网络来说，真正识别和确定对业绩提升起关键作用的目标或指针（KPI——关键绩效指针），是一件非常容易的事情，仅仅通过研讨或评审是不够的，还需要在实践中加以验证和确认。
Can say, goal," target" is the quality management system is an important system of sexual activity, well, true; do not" target" made no use, only" shoot at random", sometimes also can bring negative effect. Therefore, cannot easily or quickly develop a target / pointer and performance assessment and incentive hook, as for an organization or a process network, real recognition and identification to enhance performance plays a key role in object or a pointer ( KPI -- key performance indicator ), is a very easy thing, only through study or review is not enough, also need in practice to verify and confirm.
目标管理（MBO）活动是组织管理中的一项最为重要的活动。立“靶子”不能简单地认为只是目标的确认和分解过程，应包括确定和分解目标、实时监测、汇总统计、差异分析、业绩评价以及必要时实施目标调整等环节。只有这样，才能使“靶子”发挥应有的作用。
Management by objectives ( MBO ) activities in the organization and management is one of the most important activities. " Target" should not be simply regarded as just target confirmation and the decomposition process, should include identification and decomposition of a target, real-time monitoring, statistics, variance analysis, performance evaluation and implementation of target adjustment link when necessary. Only such, ability makes" target" to play its due role.
三、一把“梳子”：梳理过程网络和管理思路
In three, a" comb": carding process network and management ideas
　　在立“靶子”的同时，管理团队必须仔细地梳理过程网络和管理思路，理顺工作关系和工作接口，清理并评估现有文件，确定资源需求。只有对上述各方面梳理到位，组织的管理才能变得系统和透明。用一个好的过程管理来确保得到的好的结果，才是管理者所期望的。
The" target" at the same time, the management team must carefully combing process network and management train of thought, straighten working relationship and work interface, clear and evaluation of existing documents, identify resource requirements. Only on the carding in place, the organization's management to become a systematic and transparent. With a good process management to ensure the good results, is a manager of the desired.
　　ISO9000族标准为组织梳理过程网络和管理思路提供了非常有价值的方法，尤其是能够帮助组织迅速识别有关体系控制、管理职责、资源管理、产品实现和测量改进等方面的过程及过程网络，并帮助理清管理思路，并帮助理清管理思路、明确管理要求。
ISO9000 standard for the organization and management of network of carding process provides a very valuable method, especially it can help organizations to quickly identify the system control, management responsibility, resource management, product realization and measurement improvement of the process and process network, and to help clear management train of thought, and to help clear management train of thought, clear management requirements.
　　对于一个组织来说，贯标是否成功，关键不是仅看其能否通过认证获得证书，而应判断其最高管理者及管理团队是否将ISO9000族标准的原则、原理、方法、概念和要求等理论精髓与管理者的管理思路、组织实际以及组织的企业文件相融合。
For an organization, mark of be linked together is successful, the key not only to see its whether through certification to obtain the certificate, and should be judged on its top management and the management team will be ISO9000 standard principle, principle, method, concept and requirement theory and management thinking, organization and organization of enterprise files fusion.
　　对于一个贯标组织来说，简单的“对标”或套用标准可能是有害的。
For a small organization, simple" benchmarking" or apply the standard may be harmful.
　 “梳子”的作用发挥好了，管理的有效性和效率才有保证，否则就一定会直接影响具体工作绩效。
" Comb" to play the role of good, management effectiveness and efficiency can only be guaranteed, otherwise it will directly affect the working performance of concrete.
四、一根“钉子”：明确各方面的要求
In four, a" nail": clear all the requirements
　　过程网络和管理思路梳理清楚后，就该对过程网络的各个环节“钉钉子”——明确要求。
Process network and management idea to comb clear, ought to process network links" nails" -- to make clear a requirement.
这个“钉钉子”的过程，就是明确职责、确定管理要求的过程。该明确的必须加以明确，做到“板上钉钉，落地有声”，从而将顾客要求、法规要求、组织自身的要求等各相关方的有关要求转换为组织的各项规定（包括岗位职责、工作/作业标准/资源要求、工作记录要求、测量/检验规程或检查办法、绩效考核要求等）。
The" nail " process, is clear responsibility, determine the management requirements of the process. The clear must be clear," that's final. So, landing sound", which will be customer requirements, regulatory requirements, the organization's requirements of all relevant parties concerned requirement into organizational rules (including the post duty, work standard / resource requirements, work record requirements, measurement / inspection procedure or examination method, performance requirements ).
　　人们常说，“组织中80%以上的问题是由管理原因造成的”。ISO9000族标准为组织的管理提供了一个“质量管理操作平台”框架，它是由组织结构、规章、程序、作业指导书和惯例、资源等构成的。要想发挥“台子”的效能，不仅要求管理人员必须熟练掌握平台操作技能，更要求管理人员在平台操作时及时发现和改进平台本身的缺陷，持续改进，早日使平台由三级向四级迈进，以不断提高组织的管理水平。
People often say," organizations in more than 80% of the problem is caused by the management". ISO9000 standards for organization management provides a" quality management platform" frame, which is composed of organization structure, rules, procedures, work instructions and practice, resources. In order to play the" table" performance, not only requires managers must master the platform operation skills, more demands on executive platform operation to discover and improve the platform itself flaw, continuous improvement, as soon as possible so that the platform by the three grade to the four grade forward, to improve the management level.
另一方面，一旦内外部环境或相关方面要法语发生变化，适时地对“台子”进行调整、改进和完善，则是保持和提高“台子”作用的关键。
On the other hand, once the external environment or related to French change, timely adjust to "stand", improve and perfect, is to maintain and improve the" table" function key.
　　 可是，许多组织的管理者们却在“台子”建好之后，仍旧习惯于脱离“平台”而仅凭自己的经驵和直觉判断进行管理和决策，不习惯“平台作业”，及喜欢或习惯于在遇到一些新的情况时，仅站在“本位”角度制订若干“规定”或“暂行办法”指导工作（这种做法可称之为“扔砖头”）而不愿意站在系统性角度修订“台子”。结果是“台子”即便建好了，也会很快被“砖头”砸得支离破碎。
However, many managers are in the " table" is built, still used to from the" platform" and only by their own by Zang and intuitive judgment for management and decision, not in the habit of" platforms", and the like or used to meet new situation, only stand in the" standard" perspective to formulate several" rules" or" Interim Measures" to guide the work of ( this practice can be referred to as a" throw a brick" ) and not to stand in the angle of system revised" table". The result is a" table" when completed, will soon be" bricks and mortar" smashed to be reduced to fragments.
　　日常工作不实施“平台作业”就已经使“平台”的作用大大减小，而为获得或保持ISO9000证书，在迎接审核时“制造”一些平时“平台作业”的证据，这样的“台子”不仅变成了一件摆设，还给管理活动增加了许多“迎审工作”。这样，“台子”就只有负作用了。
Daily work is not implemented" platforms" has made the role of "platform" is greatly reduced, and to obtain or maintain the ISO9000 certificate, meet in the audit" manufacturing" usual" platforms" evidence, such a" table" not only become a ornaments, returned to the management activity has increased in many" audit work". In this way," table" is only the negative effect.
六、一条“链子”：建立互惠的“供方——增值供应链
In six, a" chain": to establish mutually beneficial supplier --" value-added supply chain
　　组织在寻找和确定了目标顾客之后，必须选择好关键供货商，与其相互依存、互惠互利、共同理解和满足顾客要求，以建立互惠的“供方——组织——顾客”增值供应链，直至在组织与供方、顾客之间形成战略使用伙伴关系，使各方共同增值。
In searching for and identifying the target customer, must select key suppliers, and interdependence, mutual benefit, mutual understanding and to meet customer requirements, to establish mutually beneficial" the supplier organization customer -- --" value-added supply chain, until in the organization and its suppliers, customers formed a strategic partnership to jointly use, value added.
　　这条“链子”的模型告诉我们，一个组织要想持续地满足和超越顾客要求，仅关注自身的经营管理是不够的，必须在识别和增进自身的核心竞争力的同时，选择和培育与组织发展密切关联的供方，明确对其评价和控制的要求；同时，组织应“停止在进货或服务商时只考虑价格的做法，相反，只从一个供货商处进货，借此最大程度地缩减总成本”（爱德华•戴明）。那种“以三流的价格，采购二流的原材料或服务，努力向顾客提供一流的产品”的采购政策，会对组织的持续发展产生负面影响。
The" chain" model tells us, an organization wants to continue to meet and exceed customer requirements, only pay attention to their own management is insufficient, must identify and enhance their core competitiveness at the same time, selection and breeding and development is closely related to the supplier, to determine the evaluation and control requirements; at the same time, the organization should "stop on the purchase or service only consider price approach, in contrast, only from a supplier purchase, to maximize the reduction of the total cost" ( Edward Deming ). The" three current price, buy second-rate materials or services, efforts to provide customers with first-class products" purchasing policy, to the sustainable development of organization produces negative effect.
　 “共同增值和发展”才是成功组织的明智选择。ISO9000标准所提出的，“供方——组织——顾客”这一供应链模型为级制订发展战略、营销策略和管理标准提出了非常有价值的经营管理理念。
"Shared growth and development" is the successful organization of the wise choice. ISO9000 put it," the supplier organization customer -- --" the supply chain model to formulate development strategy, marketing strategy and management standards put forward valuable management concept.
七、一根“鞭子”：提高各种监视测量活动的有效性
In seven, a" whip": improving the effectiveness of a variety of monitoring and measurement
　　“严格要求、狠抓落实”是管理者经常使用的“口号”，可实际情况往往是“要求”不易，狠抓“落实”更难，而“落实”的一个关键环节监视测量。
" Strictly, firm is caught fulfil" managers often use the " slogan", but the actual situation is often not easy" requirements", firm catchs" fulfil" more difficult", and implement the" one of the key links in the monitoring and measurement.
　　监视测量的目的在于控制活动过程、及时发现和处理问题、防止各项活动及活动结果出现不符合（不合格）、确保结果满足要求。一个有效监视测量系统，对于各种不符合要求的对象来说，犹如一根“鞭子”，具有重要的制约作用。
Monitoring measurement to control activities, timely detection and treatment, prevent the various events and activities the results appear inconsistent with ( unqualified ), to ensure that the results meet the requirements. An effective monitoring system, for various requirements of the object, which is like a" whip", has important role.
　　“正人先正已”。监视测量活动自身的规范、提高监视测量活动的有效性，是“鞭子”充分发挥作用的前提。这方面主要包括明确监视测量对象和内容、确定监视测量方法和要求、严格监视测量人和设施设备的管理要求和作业要求，以及对发现的问题的处理要求、改进措施的制订和实施、改进措施实施效果的评价等。否则，这根“鞭子”作用的论述对各组织，尤其是一些具有管理职能的组织和部门，是很有价值的。
Sweep before your own door. Monitoring and measurement of its norms, improve the monitoring and measurement of effectiveness, is" the whip" and give full play to the role of the premise. It mainly includes clear monitoring object and content, determine the monitoring and measurement methods and requirements, strict monitoring of people and facilities management requirements and operational requirements, as well as to the problem was found, the improvement measures for the formulation and implementation, improvement measure implementation effect evaluation. Otherwise, the " whip" discussing the role of various tissues, especially has the management function of organizations and departments, is very valuable.
八、一把“尺子”：评价管理成熟度和管理水平的标准
In eight, a "rule" : an evaluation of management maturity and management standard
　　每个组织都希望“努力提高管理水平”、“使管理上台阶”。这些话在管理者口中的使用频次是相当高的，这也反映出人们对管理的重视和提升管理的渴望。
Every organization is hope" to improve the level of management"," enable the management level". These words in the management of mouth use frequency is very high, it also reflects the management 's attention and to enhance the management of desire.
　　组织的管理团队和员工对“管理水平”和“管理台阶”的理解和评价标准的不一致和认识上的模糊，则会直接影响到管理水平的提高。因此，必须在组织的管理团队和员工中明确和统一评价管理成熟度和管理水平的标准，使之成为一把测量组织管理的“尺子”，同时规定“尺子”的使用方法，并有效地利用好测量的结果。
The organization 's management team and staff on the " management" and" management level" understanding and evaluation standard of inconsistent and vague, it will affect the improvement of management level. Therefore, we must organize the management team and staff in a clear and uniform evaluation management maturity and management level of the standard, make the measurement of organizational management" ruler", at the same time, the method of using" ruler", and effectively use of measurement results.
　　比如，组织可以每年安排一些内部人员（内审员）用这把“尺子”量一量组织管理的方方面面是否按要求做了、效果如何（内审），并将结果报告最高管理者评审；又如，可以请某个外部的“第三者”组织（如认识机构）派人用该“尺子”测量一下，给个说法。组织的管理团队通过这些活动的开展，能够达到肯定成绩、提高信任，寻找差距、改进管理的目的。
For example, the organization can arrange some internal personnel ( OIA ) with this "rule" the quantity management aspects are required to do, the effect how ( internal audit ), and shall report the results to the top management review; again, can ask for an external" third" ( the organization such as the awareness of body) sent by the" ruler" measure, to give a view. The organization 's management team through these activities, to achieve positive result, increase trust, search difference, improve the management objective.
ISO9000族标准提出的组织“质量管理体系成熟度”和“质量管理体系要求”的模型就是这把具有权威性和可操作性的“尺子”。
Group ISO9000 criteria proposed by the organization" quality management system maturity" and" quality management system" model is the authoritative and operable."".
九、一个“牌子”：证书、广告和品牌
In nine, a" brand": certificate, advertising and branding
　　当组织通过认证机构的审核之后，每个组织都会获得一张ISO9000认证证书。这张证书有时还具有“市场准入证”（甚至被称为“市场通行征”）的功能。大多数组织会以各种方式进行宣传，以期提高组织的知名度和美誉度，使组织及其产品的品牌增值。
When the organization through the certification audit, each organization will get a ISO9000 certificate. This certificate is sometimes also has a" market access card" ( even referred to as" the prevailing syndrome" ) function. Most organizations will in various ways to carry out propaganda, in order to improve the organization's visibility and reputation, so that the organization and its products brand value.
　　纵观感述“九子”功效，“牌子”的作用是最能够行到广泛认同的。可“牌子”是需要综合竞争力包括产品质量、管理水平、企业文化和市场信誉等方面来支撑的。一旦没有了这些实质内涵，即使取得ISO9000认证证书，贯标活动充其量也只能称为“ISO9000广告工程”。
Review of the "nine sense " effect," brand" is the most able to row to the widely accepted. " Brand" is the need for comprehensive competitiveness including product quality, level of management, corporate culture and market reputation and support. Without these essential connotation, even to obtain ISO9000 certification standards activities, best known as "ISO9000 ad engineering".
　 “ISO9000广告工程”可能会在一定程度提高组织的知名度，但其负面作用也不可忽视：如果一个组织或其产品在市场上的“美誉度”（或者可以理解为“顾客满意度”）欠佳或产品及其服务质量不好，却又不适当地宣传组织已“通过国际认证”、“与国际接轨”云云，这样不仅使ISO9000这块“金字招牌”的可信度大打折扣，而且还可能导致员工丧失对提升管理的信心。
" ISO9000 advertising works" may in some degree to improve the organization's popularity, but the negative effects should not be ignored: if an organization or its products on the market's" reputation" ( or can be understood as" customer satisfaction" ) poor or product and service quality is not good, but not properly propaganda the organization has been" through international certification", "conform with international" and so on, thus not only the ISO9000 piece" a gilded signboard" credibility greatly, but also may lead to loss of confidence in managing staff promotion.
十、一位“老师”：一套全体员工培训的好教材
In ten, a" teacher": a staff training materials
　　当一套文件化的质量管理体系文件编制完成后，几乎所有的组织管理者和员工都感到身边多了一位随身“老师”，它会告诉你如何做一名合格称职的员工。当然，如果“九子”无用，那幺“老师”肯定“无能”，其命运也就只能有“做秀”可“下课”了。也还必须不断地进行“知识更新”，适时地修订体系文件，否则还是会“误人子弟”。
When a documented quality management system documentation is completed, almost all of the organization's management and staff are more than around a portable" teacher", it will tell you how to be a competent staff. Of course, if the" Nine" useless, so" teacher" definitely " incompetent", its fate will only have a "show" to "school". It must also continue to carry out" knowledge", timely revision system files, or otherwise will do"".
　　对一个组织来说，选择ISO9000族标准，能够使组织通过贯标活动的开展，得到一次系统性提升、改进和完善组织管理的机会。从任何一个组织的生命周期角度来看，在正常情况下，这样的系统性提升组织管理的机会是很难得的。同时，组织推行ISO9000族标准的贯标活动，是一项“管理基本建设系统工程”，必须认真考虑预期目标、资源投入和最终效果等方面。只有做到目标明确、认识统一，人员到位、策划周密，措施有力、坚持不懈，ISO9000族标准才能真正帮助组织获得成功。
For an organization, select the ISO9000 standards, can make the organization by implementing activities, a system of promotion, improve and perfect organization management opportunities. From any organization life cycle perspective, under normal circumstances, such a system of organizational management opportunities are very rare. At the same time, the organization carries out ISO9000 standard standard activity, is a" management of basic construction project", must be carefully considered the anticipated target, resource inputs and the final effect etc.. Only to clear objectives, understanding is unified, personnel reachs the designated position, plan carefully, step is strong, unremittingly, ISO9000 standards can help the organization achieve success.
　　笔者在归纳了质量管理体系“九子一师”十大作用后，深深感到ISO9000族标准对组织管理可能的贡献和作用远不止这些。作为一个工具，尤其像ISO9000这样一个系统性管理工具，其作用大小与使用者的使用目的，使用技能等方面因素密切相关。因此，培训最重要。
The author summarizes the quality management system "nine division" ten big function, feel deeply ISO9000 standards on organization and management of possible contribution and effect is far more than these. As a tool, especially as ISO9000 such a system management tool, its effect size and the user's use, the use of skills and other aspects of factors closely related to. Therefore, training is the most important.