sulei2046 发表于 2006-12-9 13:17:00

[推荐]推行ISO/TS16949:2002质量管理体系各部门工作任务

<p>◆ISO/TS16949:2002 质量管理体系运行工作方法：<br/>&nbsp;○“多方论证方法”（即“项目管理方法”）应用于所有工作，强调横向职能协调；<br/>&nbsp;○“抓系统”＋“系统抓”层层保证、定期讲评的工作方法<br/>&nbsp; “抓系统”&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;由贯标工作组（品质保证部）对各职能部门进行检查和指导体系运行；<br/>&nbsp; “系统抓”&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;各职能部门围绕本系统工作对各分部门、车间进行检查和指导体系运行；<br/>&nbsp;○定期进行贯标工作例会，进行如下工作：<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 讲评体系运行状况、<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 采取纠正措施、<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 管理流程协调、<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 难点问题攻关、<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 履行考核激励手段、<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 下步工作安排等。</p><p><font size="3"><strong>&nbsp;一、品质保证部</strong></font><br/>A、质量体系文件控制<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 体系文件的总控清单；外来技术文件的总控清单。<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 体系文件的保管和责任<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 体系文件和资料的标识（图号/编号、更改、受控、存档责任件）<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 体系复制/分发/回收和借阅规定<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 体系文件的更改（更改权限、更改标识、相关文件的同步更改、版本状态一览表）<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 生产现场体系文件的使用和管理<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 体系文件的存档管理<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 贮存条件（防火、防潮、防霉、防蛀、防损坏、防窃）<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 电子文件的管理<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 存档范围/存档期限的规定（一览表）<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 存档及借阅规定<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 企业内部文件和顾客文件保密规定<br/>13.&nbsp; &nbsp; &nbsp; &nbsp; 无效文件的处理 <br/>14.&nbsp; &nbsp; &nbsp; &nbsp; 体系文件有效性定期检查<br/>B、质量记录控制<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 质量记录总控清单<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 记录表单清样<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 记录要求（标识、正确、完整、清晰、日期、签名、审核）<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 存档责任（涉及产品安全性的在产品更新换代后保存15年）<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 贮存条件（防火、防潮、防霉、防蛀、防损坏、防窃）<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 电子文件的管理规定<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 存档范围/存档期限的规定（一览表）<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 借阅规定<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 失效记录的处理<br/>C1、质量管理体系审核<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 一、二方ISO/TS16949审核员的资格<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 内审年度计划和审核实施计划<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 按部门审核检查表<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 审核实施（审核记录表、首末次会议记录等）<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; ISO/TS16949体系审核报告<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 不符合项纠正措施计划<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 纠正措施效果的验证<br/>C2、产品审核<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 产品审核年度分月计划（覆盖所有产品）<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 产品审核缺陷分级指导书<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 产品审核报告<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 产品审核QKZ趋势分析<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 导出纠正和预防措施<br/>D、持续改进过程（领导推动、全员参与）<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 制定年度优先持续改进计划（注意与纠正措施的区别）<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 顾客关心的项目（质量、成本、交付）<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 特殊产品、过程特性<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 成立项目小组采用相应统计技术实施KVP项目<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 有形、无形效果验证<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 开展群众性改进活动（体现全员参与）<br/>□&nbsp; &nbsp; &nbsp; &nbsp; 品质保证部负责“QCC”<br/>□&nbsp; &nbsp; &nbsp; &nbsp; 党委工作部负责“合理化建议和技术改进”<br/>□&nbsp; &nbsp; &nbsp; &nbsp; 综合管理部负责“六改善活动”<br/>□&nbsp; &nbsp; &nbsp; &nbsp; 产品开发部负责“零缺陷工程”<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 最高管理层要亲自组织，必须营造持续改进的工作氛围。<br/>E、纠正和预防措施<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 规定解决问题的方法（4D/8D）<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 重复发生不合格的识别和应用8D方法解决<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 所有内外部发生的不合格必须彻底闭环<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 重大的纠正和预防措施输入管理评审<br/>F、管理评审<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 管理评审计划<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 管理评审的输入及职能<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 管理评审准备<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 管理评审的实施<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 管理评审报告<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 导出改进计划<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 改进计划的实施和跟踪<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 保存日常各项会议的会议记录、纪要、以及工作安排意见。（如生产例会、质量例会、技术发展例会、销售例会等）<br/>G、检验和试验状态<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 检验和试验的4种状态的规定<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 各种状态标识和场合的管理责任<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 状态区域的设定<br/>H、不合格品的控制<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品的判定权限<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品的判定依据<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品反应计划（进货、过程、成品、产品审核、已发运产品）＝控制计划<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品的可视标识和隔离<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品的处置权限（评审、判定、报废）<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品的处置分类（让步接受、降级使用、返工、返修、报废）<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 返工产品的控制（复检、可见返工痕迹的产品不允许销售给零售商）<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 返修产品的控制（复检、必须通知顾客并同意）<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品的定期统计分析（包括退货产品）<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品优先减少计划<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 重复不合格的识别、纠正预防的实施（见E、纠正和预防措施）<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 形成《月份公司质量分析报告》，提交最高管理层，召开质量例会。<br/>I、检验、测量和试验设备的控制<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 计量管理人员的资格<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 委托外部检验和试验机构的资质证明<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 检验测量和试验设施的管理（包括台账管理）<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 检测设施的周期检定策划<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 周期检定的实施方法<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 使用有效期限的标识管理<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 检验测量和试验设备的操作保养规定<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 必要的检定规程及校准记录（针对自检的器具）<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 量值溯源关系<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 量值失效的反应计划<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 测量系统分析计划<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 测量系统分析和判定<br/>13.&nbsp; &nbsp; &nbsp; &nbsp; 必要的纠正措施<br/>14.&nbsp; &nbsp; &nbsp; &nbsp; 试验室质量体系管理<br/>J、进货检验和试验<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 质量判定的权限<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 进货检验试验指导书<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 可接受准则（C=O）<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 紧急放行规定（权限、职责、程序）<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 让步接收规定（范围、权限、职责、程序）<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 检验和试验状态标识<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 进货检验和试验的不合格品控制、缺陷收集卡<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 分承包方进货检验和试验数据传递给采购部门进行供货业绩评价的输入<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 固定的记录表式<br/>K、过程检验和试验<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品判定的权限<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 操作者自检责任、检查员巡检和专检责任（三检制）<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 质量监控人员的职责和权限<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 过程检验试验指导书<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 可接受准则（C=O）<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 例外转序规定（权限、职责、程序）<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 让步接收规定（范围、权限、职责、程序）<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 检验和试验状态标识<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品控制（标识、隔离）<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 质量统计、缺陷收集卡<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 固定的记录表式<br/>L、最终检验和试验<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品判定的权限<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 成品检验人员的职责和权限<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 检验试验规范<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 可接受准则（C=O）<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 让步接收规定（顾客同意）<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 检验和试验状态标识<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 不合格品控制（标识、隔离）<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 质量统计、缺陷收集卡<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 固定的记录表式<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 全尺寸检验和功能试验指导书<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 全尺寸检验和功能试验计划<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 全尺寸检验和功能试验报告（自检和委托外部试验机构）<br/>13.&nbsp; &nbsp; &nbsp; &nbsp; 产品审核报告（见C3）<br/>M、检验人员资质<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 持证上岗<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 检验知识技能定期考核<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 独立行使鉴别、报告、把关的检验职能<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 身体素质适合检验工作（如视力证明）<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 检验印章的可追溯性及其使用严肃性。 </p><p>&nbsp;</p><p><font size="3"><strong>二、产品开发部</strong></font><br/>A、过程审核<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 审核员的资格（具备2年产品/过程开发工作经验）<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 过程审核年度计划和审核实施计划（按产品组）<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 过程审核提问表<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 审核实施（审核记录表、首末次会议记录等）<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; VDA6.3过程审核报告<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 不符合项纠正措施计划<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 纠正措施效果的验证<br/>B、过程开发和策划<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 从公司产品中选出典型产品模拟开发一套APQP数据和资料 <br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 从公司产品各系列中分别选取某一型号产品作：<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 流程图→FMEA→控制计划→作业指导书<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 对工艺相同的产品在控制计划中附以引用清单<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 根据现生产出现的不合格以及缺陷问题进行P-FMEA的动态完善，并不断磨合生产控制计划。<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 过程能力CPK/PPK分析（针对特殊特性），目标稳定工序CPK≥1.33，不稳定工序PPK≥1.67<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 并对计量值安全特性制定升值计划CPK≥1.67。计数值特殊特性达到“0缺陷”目标。<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 针对顾客关心的项目、特殊特性制定并实施优先持续改进计划。<br/>C、统计技术应用<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 在过程开发和策划（APQP）阶段确定统计技术的应用需求。<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 按照VDA6.1提问22所列的5个应用环节规定应用范围。<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 制定统计技术的应用指导书（重点是TQM的7种工具和方法以及QS9000的SPC参考手册）。<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 对使用者进行统计技术的培训和指导（掌握基础统计概念，如变差、能力、过渡调整等）。<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 定期检查统计技术的应用有效性。<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 防错技术一览表<br/>D、产品安全性（关键特殊特性控制）<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 产品责任原则众所周知（制定宣传手册）。<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 15年存档责任便于“举证倒置”。 <br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 安全性产品应急计划。<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 安全性产品标识（全过程＝文件、记录、现场）。<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 本企业产品缺陷后果所引起的法律责任和诉讼展示表。<br/>E、制造过程控制<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 环境条件要求&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;(V14.6、QS90004.9)<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 特殊特性的确定&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp; (QS90004.9.d1)见G条款<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 过程监控和作业指导书&nbsp; &nbsp; (V<chsdate wst="on" year="1899" month="12" day="30" islunardate="False" isrocdate="False">4.9.2</chsdate>、V13.7、V14.5、QS90004.9)<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 维持过程控制&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;(QS9000 4.9)<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 机器能力和过程能力要求&nbsp;&nbsp;(V14.1)<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 作业准备的验证&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp; (V13.7 QS90004.9)控制图和末件比较方法<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 特殊过程控制&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp;(V14.3、QS90004.9)<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 预防性维护保养的实施&nbsp; &nbsp; (V14.4、QS90004.9)<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 偶发性事故应急计划&nbsp; &nbsp;&nbsp; &nbsp;(V19.6、QS90004.9)供应中断、劳动力短缺、关键设备故障等<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 过程更改的控制要求&nbsp; &nbsp;&nbsp; &nbsp;(V14.2、QS90004.9)<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 外观项目的控制&nbsp; &nbsp;&nbsp; &nbsp;&nbsp; &nbsp; (V09.2、QS90004.9)<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 生产过程有效性评价&nbsp; &nbsp;&nbsp;&nbsp;（V14.7、QS9<chsdate wst="on" year="1899" month="12" day="30" islunardate="False" isrocdate="False">0004.2.6</chsdate>.1）<br/>F、技术文件控制<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 技术文件的总控清单；外来技术文件的总控清单。<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 技术文件的保管和责任<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 技术文件和资料的标识（图号/编号、更改、受控、存档责任件）<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 技术复制/分发/回收和借阅规定<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 技术文件的更改（更改权限、更改标识、相关文件的同步更改、版本状态一览表）<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 生产现场体系、技术文件的使用和管理<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 技术文件的存档管理<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 贮存条件（防火、防潮、防霉、防蛀、防损坏、防窃）<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 电子文件的管理规定<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 存档范围/存档期限的规定（一览表）<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 外來文件的评审核转化<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 存档及借阅规定<br/>13.&nbsp; &nbsp; &nbsp; &nbsp; 企业内部文件和顾客文件保密规定<br/>14.&nbsp; &nbsp; &nbsp; &nbsp; 无效文件的处理 <br/>15.&nbsp; &nbsp; &nbsp; &nbsp; 体系、技术文件有效性定期检查</p>

sulei2046 发表于 2006-12-9 13:18:00

<p><font size="3"><strong>三、人事部</strong></font><br/>A、人力资源<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 人力资源规划<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 企业用工制度<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 核心人才建设<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 人员招聘、甄选与录用<br/>B、培训<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 岗位素质描述<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 实施素质现状调查<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 形成人员素质状况矩阵<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 编制年度员工培训计划<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 实施培训资料汇总<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 实施培训有效性评价<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 未达到培训效果的处理<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 新员工/转岗员工培训资料<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 新产品/新工艺的投产前培训<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 特殊过程人员清单→资格证明<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 特殊人员的顶岗计划<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 个人培训档案<br/>B、内部、员工满意度、激励机制<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 员工激励政策的策划<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 形成员工激励政策方案<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 员工满意度调查（问卷、公司人力资源管理信息）<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 员工满意度分析报告<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 员工满意的改进措施<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 内部（工序间）满意度调查、分析、报告、改进措施。</p><p><br/><font size="3"><strong>四、采购部（原材料、工装）</strong></font><br/>A、分承包方的选择和评价<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 合格分承包方的选择准则 / 标准<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 分承包方质量能力审核<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 顾客指定的分承包方（如果有）<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 新老分承包方认可过程(PPAP) <br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 首次供货的首批样品、批量认可<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 批量供货的年度样品、批量认可<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 合格分承包方的命名（年度合格分承包方名单）<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 分承包方质量体系开发计划<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 质量协议（检验试验协议、价格协议、技术协议、异义处理协议等）<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 与分承包方的持续改进目标协议，监控达成状态<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 供货业绩的输入（供货质量PPM、交付业绩、服务等）<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 对分承包方的供货业绩评价（每半年）<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 质量信息反馈<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 对分承包方的供货业绩评价结果向所有分承包方展示<br/>13.&nbsp; &nbsp; &nbsp; &nbsp; 对分承包方评价和重新评价的准则<br/>14.&nbsp; &nbsp; &nbsp; &nbsp; 对不合适的分承包方的处置规定<br/>15.&nbsp; &nbsp; &nbsp; &nbsp; 定期召开协作配套会议，并保留会议资料。<br/>B、采购实施<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 采购物资重要度分类清单（ABC三类）<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 采购物资月份平衡（采购周期）<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 采购文件（采购订单、技术标准、交付进度要求等）的发放记录<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 分承包方交付进度的跟催<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 进货物资的报验通知<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 实施进货检验（见进货检验和试验）<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 按《质量协议》处理不合格采购物料<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 采购人员的授权证明<br/>C、采购物资收发存<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 库存量最低设定、库存量优化目标、库存周转率月报<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 库存品状况检查<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 库房帐、卡、物一致<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 先进现出系统<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 标识和可追溯性<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 定期盘点<br/>D、每个分承包方建立一个档案包专柜保管、建立检索目录、定期更新。 五、财务控制部（最高管理层）<br/>A、企业战略<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 公司中长期业务计划<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 行业水准对比的应用（Banchmarking）<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 公司级数据清单<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 各部门年度业务计划（质量目标分解展开）<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 业务计划月度趋势图及分析改善资料<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 业务计划完成状况必须以适当地方式向全体员工展示<br/>B、质量成本<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 质量成本的科目设置<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 质量成本计划<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 质量成本的核算<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 质量成本的开支范围<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 质量成本的分析和报告<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 质量成本控制和考核（按产品、工序、发生时间进行分析，并由质量保证部采取纠正预防措施）<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 质量成本报告<br/>C、产品报价管理<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 参与合同评审<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 产品报价单（价目表）<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 产品成本比例构成（报价的灵活性）<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 制造成本测算（产品开发部）<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 劳动定额清单（人事部）</p><p><br/><font size="3"><strong>六、营销部</strong></font><br/>A、营销质量<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 市场调查表<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 新产品市场调研报告<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 新产品市场营销计划<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 企业总体市场调研报告<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 产品建议书<br/>B、外部顾客满意度<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 外部顾客满意度调查<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 外部顾客满意度分析报告<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 外部顾客满意度的改进措施<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 与竞争对手、行业水准比较（年度业务计划的输入）<br/>C、合同评审、库房管理<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 生产能力调查资料<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 顾客订货信息登记<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 重要、特殊、一般合同评审资料<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 合同/订单100％履约率月报及趋势分析、措施。<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 合同/订单/销售计划更改、更改信息传递<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 成品储备定额、优化目标<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 成品周转率月报，优化目标<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 成品状况检查<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 成品库房帐、卡、物一致<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 发货审核<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 年度、月份销售计划的传递<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 顾客档案的建立<br/>13.&nbsp; &nbsp; &nbsp; &nbsp; 销售人员/合同评审人员授权书<br/>14.&nbsp; &nbsp; &nbsp; &nbsp; 新产品投标、报价管理<br/>15.&nbsp; &nbsp; &nbsp; &nbsp; 收发存的交接手续<br/>16.&nbsp; &nbsp; &nbsp; &nbsp; 包装损坏统计、纠正措施<br/>D、售后服务<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 顾客访问计划<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 顾客访问单<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 年度服务报告<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 顾客质量信息反馈途径、处理方法、闭环。<br/>七、机动部<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 设备管理台帐<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 设备保养维护要求和内容<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 设备保养维护计划<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 设备保养维护后检查记录<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 各类设备日常点检<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 设备完好率、非计划停机时间/率、设备利用率、设备总效率等指标汇总、分析、改善。<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 关键设备备件清单和制造、外购计划，供应商名单等。<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 闲置设置维护规定<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 设备能力测定（CMK≥1.67）<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 保养维修记录汇总、分析、改进<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 关键设备标识<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 设备操作规程<br/>13.&nbsp; &nbsp; &nbsp; &nbsp; 设备操作证（全体员工持证上岗）<br/>14.&nbsp; &nbsp; &nbsp; &nbsp; 设备故障分析<br/>15.&nbsp; &nbsp; &nbsp; &nbsp; 设备档案、设备履历卡<br/>16.&nbsp; &nbsp; &nbsp; &nbsp; 设备大中修理管理<br/>17.&nbsp; &nbsp; &nbsp; &nbsp; 关键设备故障应急计划<br/>18.&nbsp; &nbsp; &nbsp; &nbsp; 公用动力设备、设施的维护管理<br/>19.&nbsp; &nbsp; &nbsp; &nbsp; 设备润滑、清洗换油计划与实施。<br/><br/><font size="3"><strong>八、生产保证部</strong></font><br/>A、生产管理<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 生产能力调查资料<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 生产作业计划（年、半年、季度、月份）<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 生产计划更改资料<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 生产进度监控（日监控、周分析、月总结）<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 不足件控制<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 新产品生产计划的实施与监控。<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 在制品、成品储备定额，优化目标<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 在制品、成品贮存状况检查<br/>9.&nbsp; &nbsp; &nbsp; &nbsp; 在制品、成品库房帐、卡、物一致<br/>10.&nbsp; &nbsp; &nbsp; &nbsp; 作业现场5S管理<br/>11.&nbsp; &nbsp; &nbsp; &nbsp; 工位器具管理<br/>12.&nbsp; &nbsp; &nbsp; &nbsp; 批次管理，产品可追溯性控制<br/>13.&nbsp; &nbsp; &nbsp; &nbsp; 生产区域设定（定置区域、定置图、颜色管理）<br/>14.&nbsp; &nbsp; &nbsp; &nbsp; 生产例会制度（会议记录、纪要）<br/>15.&nbsp; &nbsp; &nbsp; &nbsp; 调度指令的严肃性<br/>B、现场管理<br/>作业现场5S管理标准<br/>5S日常检查（公司、部室、车间、班组）<br/>5S活动月份检查结果评比、展示<br/>现场环境问题纠正措施闭环。<br/>C、产品处置/物流<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 产品处置指导书（搬运、贮存、包装、防护和交付）<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 仓库贮存条件的规定（包括防火、防潮等安全设施）<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 账、卡、物相符<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 先进先出的策划<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 库存优化目标<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 超额运费统计<br/>7.&nbsp; &nbsp; &nbsp; &nbsp; 贮存管理检查表的使用<br/>8.&nbsp; &nbsp; &nbsp; &nbsp; 收发存的交接手续<br/>D、工装管理<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 入库前的检验<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 工装的仓库管理<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 工装的日常保养<br/>4.&nbsp; &nbsp; &nbsp; &nbsp; 工装的未件比较<br/>5.&nbsp; &nbsp; &nbsp; &nbsp; 工装的预防性维修<br/>6.&nbsp; &nbsp; &nbsp; &nbsp; 工装委托制造的分承包方质量、成本和交付进度的控制</p><p><br/><strong><font size="3">九、党委工作部</font></strong><br/>A、质量方针、目标的宣贯（党群协助）<br/>1.&nbsp; &nbsp; &nbsp; &nbsp; 制定质量方针的内涵解释宣贯提纲<br/>2.&nbsp; &nbsp; &nbsp; &nbsp; 采取各种方式向全体员工展示、介绍公司的质量方针和目标<br/>3.&nbsp; &nbsp; &nbsp; &nbsp; 各部门、车间建立“目视管理板”向全体员工展示以下内容：（不限与此）<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 质量方针<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 企业文化倡导<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 质量、经济目标计划/实际达成状态和趋势<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 现场5S（或者6S）活动<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 平面定置图<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 员工素质矩阵<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 质量警示<br/>¨&nbsp; &nbsp; &nbsp; &nbsp; 单位组织机构、职责分工等。</p>

hblilei168 发表于 2011-1-2 11:03:40

怎么没有仓库部门的资料呢

tianyu1024 发表于 2011-9-5 16:09:36

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查看完整版本: [推荐]推行ISO/TS16949:2002质量管理体系各部门工作任务