Operation Status of the Joint-Stock Company’s Quality Management System and Improvement Recommendations

Release time:

2017-09-04 18:27

Source:

Management Representative Horse average

One, QEO Management System Operation Status

Joint-stock company QEO Management system implementation 2016 Year C Edition, June 12–16, 2017 , the establishment of the joint-stock company is by 10 A review panel composed of people (plus another) 2 Senior internal auditors who assist in the review) will divide into three groups to cover the system documents. 19 The department and its leadership conducted a comprehensive on-site internal audit, during which general nonconformities were identified. 1 The issue—namely, the absence of records from the third review—is confined to one department but has a certain degree of prevalence across the company. This represents the final checkpoint for quality control, and all departments and projects must take it seriously and ensure that it is promptly rectified.

2017.7.12 I chaired the company’s compliance assessment meeting. Given that the joint-stock company’s business spans several industries and involves a wide range of specialized fields, and considering that national laws, regulations, and standards are updated rapidly, we decided to explore the possibility of purchasing relevant update software to ensure that we do not use outdated or invalidated laws, regulations, and standards, and can promptly locate and correctly apply the latest applicable ones.

The management review conducted last year and the certification surveillance audit by Beijing Zhongshe both concluded that the joint-stock company’s policies, objectives, and system are appropriate, sufficient, and effective. QEO The management system is well-suited to our organization, clearly highlights our policies and objectives, achieves all desired outcomes, consistently meets the requirements of the standards, and operates effectively.

II. QEO The main issues existing in the operation of the management system

First, the company undertakes numerous projects with tight deadlines and a predominantly young workforce: The company has taken on several hundred projects, located both within and outside the province as well as overseas. Given that various regions are all eager to accelerate development, project timelines are extremely short. Moreover, investment approaches have shifted, and clients now adopt more sophisticated management practices, placing higher demands on projects. As a result, the workforce—including project managers—tends to be younger, lacking sufficient experience. Consequently, there’s a pressing need to strengthen capabilities across many aspects of project management and client relations.

Second, guidance and management at all levels are consistently inadequate, and timeliness is somewhat delayed. Everyone frequently emphasizes the importance of paying more attention to, helping, understanding, and supporting young people. Beyond their own personal efforts, effective pre-emptive guidance through management regulations and assistance from experienced colleagues—where seniors mentor juniors—are essential. When implementing process-based management, it’s crucial to ensure the quality of each process step. We must establish a hierarchical chain of responsibility—from top to bottom—with layered guidance, supervision, and quality control, and from bottom to top, with each level fully accountable for its part in the chain. By taking full responsibility along this chain, we can address every issue that arises at each stage and seamlessly integrate quality, environmental considerations, occupational health and safety, and compliance with laws and regulations into processes, products, services, and all aspects of our work. No matter what position you hold, as soon as you start working, you’ll inevitably face challenges related to depth, precision, standards, quality, safety, environmental protection, occupational health and safety, and regulatory compliance—all of which demand high standards and meticulous attention to detail.

Third, our work standards and capabilities still need to be improved, and we should strengthen our performance of duties. Our approach determines our way forward—and, of course, also shapes our level and capabilities. Such level and capability are built through continuous learning, reflection, and practical application. PDCA The same principle applies to continuous improvement: By constantly refining our skills and enhancing our capabilities, we can develop a strong sense of dedication and professionalism, bravely take on responsibilities, and—when problems arise—look inward to identify the root causes. Only then can we truly fulfill our duties effectively.

III. Improvement Suggestions

1 The system documents will be updated next year, and we’ll need everyone’s cooperation and support. At the same time, this presents an excellent opportunity to learn about, understand, and implement the standard system documents. During this process, it is essential that everyone thoroughly understands and masters both the old and new standards as well as the old and new system documents, so as to apply them effectively, enhance execution capabilities, and ensure the quality of our products and services.

2 Improve your mindset—don’t rely on others or wait for handouts; take matters into your own hands. At every position, level, and stage, make sure you’re doing the right amount of work and set your own standards. Relying on others to set your standards means waiting for their approval rather than making your own choices. Be bold enough to argue and debate logically—after all, with sound reasoning, you can go anywhere. What’s universally desired is scientific, compliant, lawful, reasonable, safe, practical, economical, aesthetically pleasing, and environmentally friendly.

3 Ability and competence are neither innate nor have any ultimate limit; they can only be continuously improved through in-depth learning. Only by attaining higher levels of competence and capability, coupled with a willingness to put in effort and a genuine dedication to one’s job, can we ensure the high standards and quality of our processes, services, and products—and thus better fulfill our job responsibilities.

4 At the heart of quality management lies process management—ensuring that every stage is meticulously controlled to guarantee that products and services meet the required standards. Following written instructions—whether they’re contracts, plans, outlines, guidelines, or supervisory and management protocols—is essential. Similarly, documenting what you’ve done—such as drawings and reports—constitutes a record of your process management. In particular, records of guidance provided and checkpoints maintained serve as tangible evidence of your work, your level of competence, and your capabilities. These critical and important records must be carefully documented.

5 Overall, safe production is generally balanced and trending positively. Each department is responsible for ensuring safe production—safety comes first, and everyone bears responsibility. We must attach great importance to this and rigorously, practically, and meticulously carry out all aspects of safe production work, thereby creating a stable and secure production environment that will facilitate the successful convening of the 19th National Congress and the company’s smooth IPO.