First, the formulation of rules and regulations should reflect the management requirements of the company's system and process. The specific points are as follows:
1, reflecting the requirements and expectations of customers and other interested parties;
2, reflect the requirements of laws and regulations;
3, reflect the requirements of international standards, national standards and industry standards;
4, reflect the enterprise's quality policy and quality objectives; 5, clearly define the responsibilities and requirements of various functional departments and positions in the process; 6. Determine and provide necessary resources (infrastructure, capital, human resources) to achieve quality objectives;
7. Methods to determine the effectiveness and efficiency of each process measurement;
8, determine the measures to prevent unqualified and eliminate the reasons; 9. Establish and apply the process of continuous improvement of quality management system.
Second, the method of formulating rules and regulations:
1. regard an enterprise as a process, an activity or a group of activities that use resources to turn inputs into outputs;
2, familiar with the production and operation of enterprises and scientific and technological activities, objective and fair, do not use the formulation process to seek personal or departmental power interests, recommend external experts to formulate;
3. The draft system should be tested by experiments and gradually improved;
4. Avoid the abnormal distribution of power and responsibility; 5. Avoid piecemeal references;
6. The established system should not aim at control, but at teaching, inform in advance, coordinate various departments and posts at all levels, improve efficiency and effectiveness, and prevent unexpected behaviors.
Years of practice have proved that all departments, levels and units of an enterprise must be controlled and effective as long as they formulate their management systems according to ISO9000-2000 quality management system standards, instead of piecemeal fire brigade management. At present, enterprises engaged in certification are undoubtedly using this system, while enterprises that do not want to engage in certification generally do not understand this system. Certification is arranged externally and somewhat unfamiliar. Most of the so-called systems that aim at simplicity and practicality are not rigorous and systematic, or only focus on production units, regardless of the systems of various departments. Although there is a system in name, the actual work depends entirely on the top. Management is a systematic project. If we rely on practical experience, we may not be able to reach the level of system management for many years. To be an excellent manager, you must master ISO9000-2000 system. This opinion is for reference only.