ISO9000认证，过程方法应用案例：一张流程表，毁掉三部门
ISO9000 certification process, application case: a flow table, destroying three Department
在企业中，流程是做事的基本程序，所以流程必须顺畅，不能倒流、不能逆流和滞流，在混乱的企业组织里，大多是流程混乱所致。而流程顺畅的前提是，管理思维正确流程才能合理，执行者行为正确，流程才能顺畅，此外，流程表格必须科学，三者之间缺一不可。
In the enterprise, flow is working on the basic procedures, so the flow must be smooth, can not turn the clock back, cannot flow back and stagnation, in the chaos of the enterprise organization, mostly flow disorder induced by. While the process smooth premise is correct, reasonable management thinking process, implementation of correct behavior, flow to smooth, in addition, flow form must be scientific, between the three indispensable.
       ISO9000认证，过程方法应用案例一企业的营销部门十分混乱，人员流失严重，在10多位销售跟单人员中，半年内的90后新员工几乎占了近九成，货期一直难以保证，客户投诉居高难下，结果是老板骂、客户骂、业务员也骂、上司更是骂的离谱，于是这些90后们觉得压力太大，最后只能选择一走了之。
ISO9000 certification process, application case enterprise's marketing department is very chaotic, serious loss of staff, in more than 10 sales merchandiser, half a year after the new staff nearly accounted for nearly nine into, delivery has been difficult to ensure that customer complaints, extremely difficult, the result is called the boss scolded, customers, business calls, your superior is called the outrageous, the queens who feel the pressure is too big, finally can only choose to leave.
        但是，据营销主管反映，造成销售跟单人员流失的主要原因是这些跟单员“根本跟不到单，无法跟客户答复，不敢接客户电话，不敢跟客户交流”所致。ISO9000认证，过程方法应用案大家可能觉得奇怪：销售跟单大多是对外的，跟的是客户，是处理客户订单，维护客户关系，应该不存在“跟不到单”之说，又怎么会不敢面对客户？既然如此为何又要做销售跟单？
However, according to director of marketing sales merchandiser reflected, causing the loss is mainly due to the merchandiser" are not single, unable to answer customers, not answering customer calls, not with the customer communication caused by". ISO9000 certification, process method applied the case we may feel strange: sales sales are mostly foreign, with the customer, is the processing of customer orders, customer relationship maintenance, should not exist" and not to the single " say, how will not dare to face the customer? So why do sales sales?
        原来，在这家组织比较健全的企业里，销售跟单员之所以“不敢面对客户”，是因为无法答复客户交期，无法答复交期是因为生产部的生产跟单员“也跟不到单”，无法提供准确的产品制程信息；而生产跟单跟不到单却是因为“无单可跟”——整个生产过程没有流程卡，只有工艺单。ISO9000认证，过程方法应用案导致任何一张订单一旦发布下去，都泥牛入海一般地悄无消息，这时，不说销售跟单了，就连生产跟单、营销主管、生产经理、甚至是老板，都无法知道客户订单在哪个工序？又处于什么样状态？这就导致车间专拣大单好单生产，擅自调整生产计划，按单生产几乎成为一句空话，这又引出物料计划的紊乱，待料成为家常便饭，产能低下不说，客户货期自根本无从保证。，所以，销售跟单员们大量的时间都在车间寻找客户订单，有时整整一个上午都有可能找不到，正常上班时间几乎无人在办公室接听客户电话，客户意见之大自然在所难免。
Originally, in the organization of sound companies, sales merchandiser" dare not face the customer", because of the inability to respond to customer delivery, unable to answer a delivery is because the production merchandiser" also does not follow to the single", to provide accurate product process information; and the production of documentary with the single was because "no single with" -- the whole production process is not only the process cards, process. ISO9000 certification process, application cases resulted in any order once released down like a clay ox entering the sea, are generally without a message, then, do not say sales merchandiser, even with the single production, marketing director, production manager, and even the boss, will not know the customer order in which process? In what state? This leads to a single well production workshop designed to pick up, to adjust the production plan, according to the single production almost become empty words, it led to material planning disorders, be expected to become homely food, low productivity does not say, since unable to ensure customer delivery. Sales merchandiser, so, have plenty of time in the workshop for customer orders, sometimes for a whole morning are not likely to find the normal working hours, almost no one in the office to answer customer calls, customer views of nature can hardly be avoided.
        按照正常的运营流程是：销售跟单对外，负责下单、负责安排出货并与客户沟通就行了。而生产部门是对内跟单，主要负责跟踪生产流程、处理订单异常、采集生产数据、制作生产报表，车间负责“按单生产、按期交货”就行了，多简单的事啊！可是，在这家企业里，干部不去规划流程、销售跟单不去面对客户，生产跟单不去追踪生产流程、也无单可跟，车间不去按单生产，做的几乎“都不是自己的事”，这就是一窝蜂忙乱的根源。ISO9000认证，过程方法应用案例——但更为离谱的是，生产跟单不但不去追踪流程，上司反而安排去在做技术资料，其结果把工艺单当做流程单，让技术资料漏洞百出，生产现场天天因为工艺错误而导致品质问题。这都错到姥姥家里去了。
In accordance with the normal operation process is: Sales merchandiser responsible for foreign, place an order, responsible for arranging shipment and communicate with customers on the line. The production department is mainly responsible for the documentary, following the production process, order processing abnormalities, collect the production data, production report, workshop is responsible for" by a single production, on time delivery" on the line, many simple things! But, in this enterprise, cadre not to planning process, sales representatives not to face the customer, production documentary not to track the production process, no single with, not by a single production workshop, do almost" are not your own thing", this is the root of like a swarm of bees. ISO9000 certification process, application case -- but even more ridiculous is that, not only to track the flow of production documentary, boss instead of arranging to do technical data, the results of the process flow of single as single, let its loopholes appeared one after another. The production site technical information, every day because the process error caused quality problems. It is wrong to grandma 's house.
        这件事情里，其实最冤的是销售跟单，她们之所以一窝蜂地跳去生产现场跟单，是因为生产部门不能按时交货，是因为生产跟单不能按时提供准确的生产信息；但是，生产跟单也冤，技术资料根本就不是她们的强项，也不是她们的责任；最偷着笑的是技术部门，连技术资料都不用做，工艺错了也与自己无关，但却导致其永远的无能。而最混蛋的是那些主管们，不去规划完善流程，不去设计流程表格，更不去培训指导下属，而是在出了问题之后去谩骂和乱指挥，不说流程思维了，就连救火的能力都没有。也就因为缺乏这么一张流程表，就毁掉了营销、生产、技术三个部门啊。
This thing, in fact most US sales documentary, they are like a swarm of bees to jump to the production site documentary, because the production departments cannot deliver the goods on time, because the production of documentary fail to provide accurate information of production; however, the production of documentary and injustice, technical data is not their strengths, not their responsibility; the chuckle is technical departments, even technical information never do wrong, technology also has nothing to do with me, but lead to the inability of forever. But the asshole is those executives, don't go to plan the perfect process, not to the design process forms, not to training direction, but in a problem to revile and arbitrary command, said process thinking, even do not have the capacity to fire. Also because of the lack of such a flow table, it destroyed the marketing, production, technology three department.
        其实，解决这个问题只需一招：由PMC部设计好《生产流程追踪表》，让流程表随货同行，每个工序交接时相互签字确认，订单生产完成后流程表与订单一同交回生产跟单进行销单，让整个订单生产流程形成闭环，一张单不只把生产流程控制起来了，还能把物料损耗、产能损耗都相应地控制起来，把所有过程信息都集中起来，其流程简单得简直让人偷着笑。
In fact, solve this problem only one: by PMC design good" production process tracing table", make the process table with goods counterparts, each process handover with each other when the signature confirmation, order completion of production flow table with order and submit production documentary pin single, let the whole production process to form a closed loop, a single not only to control the production process of up, can make the material loss, capacity loss corresponding control process, all the information together, its process is simple to let a person simply chuckle.
        管理者思维正确企业流程才能合理，执行者行为正确，才能保证流程顺畅，二者之间缺一不可。错误的思维和混乱的流程只能是害人又害己，请管理者谨记！ISO9000认证，过程方法应用案例
Management thinking correct business process to the reasonable, executive behavior correctly, can ensure the smooth process flow, between the two indispensable. Wrong thinking and confusion in the process is only harm others and oneself, please administrators keep! ISO9000 certification process, application case