摘要
为满足企业发展和质量管理提升需要,兰州石化分公司根据重组后的质量管理现状,从业务整合入手,建立了专业化、扁平化、一体化运行的质量管理新机制;通过导入"零缺陷"、"精细化"等管理思想和方法,推进卓越绩效管理模式,推进质量管理从符合向卓越型转变。从产品质量管理向企业质量经营转变,以全员、全过程、全方位管理为基本原则,以过程管理为基本方法,以质量攻关和QC小组活动为基本手段,以PDCA循环和持续改进为基本法则,建立了完整的质量指标体系和绩效评价体系,并有效应用于企业管理的全过程,企业质量经营绩效和客户满意水平大幅改进,达到行业领先水平。
In order to meet the requirements of the development and quality management of reconstructed enterprise, Lanzhou Petro-chemical Company establishes a professional, flattened and integrative quality management mechanism by integrating businesses. The company realizes the changes from acceptable quality management to excellent quality management and from product quality manage- ment to enterprise quality management by implementing excellent performance management mode and the ＂no-defect＂ and ＂refine- ment＂ management ideas and methods. An integral quality index system and a performance evaluation system are established by tak- ing staff, whole-process and omnibearing management as basic principle, taking process management as basic method, taking quality research and Qc group activities as basic means and taking PDCA cycle and continued improvement as basic rules. The application of two systems in the process of enterprise management makes the quality business performance and customer satisfaction greatly im- proved, and makes the business of the company in leading position in the industry.
出处
《石油工业技术监督》
2012年第9期47-50,共4页
Technology Supervision in Petroleum Industry
关键词
质量管理
机制创新
质量经营
卓越绩效
quality management
mechanism innovation
quality business
excellent performance
