产品质量如何改善

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产品开发过程工作没有做到位

产品开发过程中工作没有做到位，比如产品的配方、生产工艺技术都还不成熟，处于摸着石头过河，自然而然生产过程中就会出现诸多隐含的质量异常产品，这些隐含的质量异常产品只有等到消费者使用时才会发现。

改善建议：

① 作为新产品开发部门每一次开发新产品，在开始批量生产前，一定要做好充分的验证工作，不要总是过急投产上市，毕竟在实验室的开发与生产线上的批量生产存在很大的差异。

② 为了确保新产品顺利投产上市，作为开发部门一定要经过多次反复论证，最好亲自到生产线上跟踪试做，充分确认是否可以顺利批量生产。

③ 每一个新产品开发结束，应形成《新产品技术档案》，标明编号与版本状态，与生产部门做好相应的技术移交手续，必要时对生产部门做批量投产前的技术培训

④ 每一个新产品初次投产时，作为开发部门务必派人到现场跟踪关键过程，以进一步验证新产品的技术工艺是否真正适合生产线生产，以检验新产品的技术工艺是否还存在不足及时调整完善

⑤ 新产品顺利投产后，务必做好新产品的质量技术标准档案，包括工艺作业指导书、产品质量标准等。

                               
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The product development process was not well done

Some companies have not done enough work in the product development process. For example, the product formula and production process technology are not yet mature, and they are in the process of crossing the river by feeling the stones. Naturally, there will be many hidden quality abnormal products in the production process. These hidden quality abnormal products can only be found when consumers use them.

Suggestions for improvement:

① As a new product development department, every time a new product is developed, it must do a good job of verification before the start of mass production. It should not always be put into production too quickly. After all, there is a big difference between the development in the laboratory and the mass production on the production line.

② In order to ensure the smooth launch of new products, as a development department, it must go through repeated demonstrations for many times. It is better to track trial production on the production line in person to fully confirm whether it can be successfully mass produced

③ After the development of each new product, a New Product Technical File shall be formed, indicating the number and version status, and corresponding technical handover procedures shall be completed with the production department. If necessary, the production department shall receive technical training before mass production

④ When each new product is put into production for the first time, the development department must send someone to the site to track the key process, so as to further verify whether the technical process of the new product is really suitable for the production line, and to check whether the technical process of the new product is still insufficient and timely adjusted and improved

⑤ After a new product is successfully put into production, the quality and technical standards of the new product must be archived, including process operation instructions, product quality standards, etc

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公司内部没有统一的书面质量判定标准

某些公司之所以很难控制流通到市场上的产品质量问题，是因为公司一直没有一份统一的产品质量判定标准，每次生产都是靠领导的感觉执行，领导说质量可以就可以，领导说质量不可以就不可以，自然而然给一线作业人员包括班组长的质量管理带来非常大的障碍。

改善建议:

建议针对公司内部每一个产品建立明确的书面质量判定标准，从外观到内在，能量化的尽可能量化，经过相关部门的严格讨论会审后定稿作为受控文件发布，包括品质部门、生产部门、技术部门等等都要知晓明白，尤其是一线作业人员。

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There is no unified written quality judgment standard within the company

The reason why some companies find it difficult to control the product quality problems circulating in the market is that the company has never had a unified product quality judgment standard. Every production is carried out according to the feeling of the leaders. The leaders say that the quality is OK, and the leaders say that the quality is not, which naturally brings great obstacles to the quality management of front-line operators, including team leaders.

Suggestions for improvement:

It is suggested to establish a clear written quality judgment standard for each product in the company, quantize as much as possible from the appearance to the interior, and issue the final version as a controlled document after strict discussion and review by relevant departments, including the quality department, production department, technical department, etc., especially the front-line operators

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作业人员不清楚合格与不合格的标准

某些公司之所以很难控制流通到市场的产品质量问题，很大一部分原因是一线作业人员不经过培训直接上岗作业，根本就不清楚合格的产品与不合格的产品的区分，若依靠品质部门、生产部门各级管理监督，试想有哪个公司的管理人员能做到时时刻刻都守着每一个作业人员呢？

改善建议：

① 作为一线作业人员不清楚合格与不合格的判定标准，错不在员工，而在管理人员没有培训和指导。

② 对于新入职的一线作业人员，不要急于安排上岗，一定要先对其培训产品方面的知识，经过考核合格后再准许上岗，初次上岗不要直接安排到关键工序，最后初期上岗作业一定要有相应的经验丰富的人员从旁监督指导。

③ 对于老员工，一样要定期对其培训产品方面的知识，让其时刻不能放松质量警惕心，必要时给予考核。

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Operators are not clear about the standards of conformity and non conformity

Some companies find it difficult to control the quality of products circulating to the market. A large part of the reason is that front-line operators are directly employed without training, and they simply do not know the difference between qualified products and unqualified products. If we rely on the management supervision at all levels of the quality department and the production department, imagine that any company's management personnel can always guard every operator?

Suggestions for improvement

①As front-line operators, they do not know the criteria for determining whether they are qualified or unqualified. The fault lies not in the employees, but in the management personnel who do not have training and guidance.

② For new front-line operators, do not rush to arrange for them to take up their posts. They must first train them with knowledge about products, and then be allowed to take up their posts after passing the examination. Do not directly arrange them to key processes for the first time. Finally, there must be relevant experienced personnel to supervise and guide the initial work.

③ For veteran employees, they should also regularly learn about their training products, so that they can not relax their quality vigilance at any time, and they should be assessed when necessary.

                               
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生产部门与品质部门对质量判定的标准不一致

某些公司之所以很难控制流通到市场的产品质量问题，最为关键的原因:一是整个公司从上到下没有一个书面的质量判定标准，直接导致了执行部门生产部门与品质部门对产品质量判定也不统一，出现产品质量问题的严重性和次数自然就会增大增多。

改善建议：

建议针对公司内部每一个产品建立明确的书面质量判定标准，从外观到内在，能量化的尽可能量化，经过相关部门的严格讨论会审后定稿作为受控文件发布，包括品质部门、生产部门、技术部门等等都要知晓明白，尤其是一线作业人员。

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The production department and the quality department have different standards for quality judgment

The most critical reason why some companies are difficult to control the quality problems of products circulating to the market is that there is no written quality judgment standard for the whole company from top to bottom, which directly leads to the disunity of product quality judgment between the executive department, the production department and the quality department, and the severity and frequency of product quality problems will naturally increase.

Suggestions for improvement:

It is suggested to establish a clear written quality judgment standard for each product in the company, quantize as much as possible from the appearance to the interior, and issue the final version as a controlled document after strict discussion and review by relevant departments, including the quality department, production department, technical department, etc., especially the front-line operators.

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公司从上到下总是把产量放在第一位

某些公司之所以很难控制流通到市场的产品质量问题，还有一个最为关键的原因是：整个公司从上到下不太重视质量，而是把效率、产量放在第一位，感觉完成客户订单是第一位，至于客户是否能完全接受、产品质量是不是达标，没有人去思考这个问题，反正我把计划准时完成了，能不能销售出去、能不能变现、能不能被客户接受等等是销售部门要考虑的事项，是老板要考虑的事项。

改善建议：

要在公司内部树立起产量与质量并重的思想理念，加强内部管理，不断对管理人员通过多种方式（开会宣导、培训、建立管理看板等）从思想层面渗透质量责任意识、客户服务意识和质量与经济并重意识

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The company always puts production first from top to bottom

Another key reason why some companies are difficult to control the quality of products circulating in the market is that the whole company does not attach much importance to quality from top to bottom, but puts efficiency and output first. It feels that the completion of customer orders is the first. As for whether customers can fully accept and whether the product quality is up to standard, no one thinks about this problem. Anyway, I have completed the plan on time and whether I can sell Whether it can be realized and accepted by customers is a matter for the sales department and the boss to consider.

Suggestions for improvement:

It is necessary to establish the idea of paying equal attention to both production and quality within the company, strengthen internal management, and constantly infiltrate the quality responsibility consciousness, customer service consciousness, and quality and economy consciousness (it is nonsense to abandon quality and pursue economy; it is nonsense to abandon economy and pursue quality) into the management personnel from the ideological level through a variety of ways (meetings, propaganda, training, establishment of management signboards, etc.)