How to achieve efficient quality management in premix production
Efficient quality management in premix production
ITwo concepts:
1、Quality: the degree to which a set of inherent characteristics fulfills requirements.
From this definition, it can be seen that the higher the degree of fulfilling requirements, the better the quality; the lower the degree, the worse the quality. In addition, quality is not only about the product, but about the entire quality system and process, which means that a qualified product does not necessarily mean good quality. At the same time, whether the quality system is sound and whether the production process is reasonable all come down to quality issues.
2、Quality management: coordinated activities to direct and control an organization with regard to quality.
IIThree stages in the development of quality management:
1. Quality inspection stage (before 1940)
At this stage, people's understanding of quality management was still limited to the inspection of product quality. Certain inspection personnel were assigned, product inspection systems were established, and necessary inspection instruments and inspection methods were used to inspect products, so it was also called "inspector's quality management." However, this kind of management that checks after the fact cannot prevent the production of nonconforming products, and when quality problems arise, responsibility may be shifted. As the scale of production continued to expand, its defects became increasingly prominent.
2. Statistical quality control stage (1940~1960)
Using the principles of mathematical statistics to carry out quality control in the production process can prevent the mass production of nonconforming products. In terms of approach, the responsible parties also shifted from full-time inspectors to professional quality control engineers and technicians. However, because mathematical statistics was overemphasized, employees found it abstruse and mistakenly believed that quality control was the engineers' business and had nothing to do with them, thus limiting the further promotion of this method.
3. Total quality management stage (after 1960)
Total quality management developed on the basis of statistical quality control. It values the human factor, emphasizes participation by the entire organization and all staff, and requires quality management of all work in the entire process.
IIIThe basic requirements of total quality management: "three alls and one diversity"
1. Entire organization
Quality management across the entire organization means that every management level in the organization must have clear content for quality management activities. Top management focuses on quality decisions; middle management implements the quality decisions of the leadership and executes its respective quality functions; lower-level management requires every employee to strictly produce or operate according to standards and prescribed procedures.
2. Participation by all staff
It is necessary to fully mobilize the enthusiasm and creativity of all personnel, continuously improve people's quality, ensure that everyone cares about quality, everyone does their own work well, and everyone participates in quality management. Therefore, the following points must be achieved:
l Provide quality education for all staff
l Clarify the responsibilities of each department and all types of personnel at all levels
l Carry out quality management activities in various forms, such as QC group activities
3. Entire process
It is necessary not only to do a good job in quality management of the production or operation process, but also to do a good job in quality management of the design process and the use process. Every link in the entire process related to product quality must be managed to form a comprehensive quality system. For this purpose, two ideas are needed:
l The idea of giving priority to prevention and continuous improvement
l The idea of serving customers, users, and the next process
4. Diverse management methods
Total quality management emphasizes respecting objective facts and speaking with data as much as possible; emphasizes following the PDCA cycle workflow; and emphasizes the extensive use of new achievements in science and technology, such as mathematical statistics, network planning, value engineering (VE engineering), systems engineering, operations research, and so on.
PDCA cycle: P - Plan; D - Do; C - Checking; A - Again.
IVFive contents included in quality management
1. Establish quality policy and quality objectives
The quality policy is "the overall quality purpose and direction of the organization formally issued by the organization's top management." Quality objectives are "the purposes pursued with regard to quality."
2. Carry out quality planning
According to the planning, determine the corresponding organizational structure, allocate quality functions and resources, establish a quality management system, and prepare necessary documents and procedures.
3. Carry out quality control
According to the determined requirements and procedures, control the production and operation process to ensure that it meets quality requirements.
4. Provide quality assurance
Provide internally to managers and externally to customers and other interested parties the confidence that quality requirements are met, so that they can be assured about the organization's products, processes, and system.
5. Carry out quality improvement
If an organization does not make continuous quality improvements, it will fail in fierce market competition, as "a boat sailing against the current must forge ahead or it will be driven back."
VQuality control
(1) Raw material quality control
1. Raw material procurement and in-plant quality assurance
l Formulate quality standards for raw material procurement.
l Evaluate the reputation, reliability, product quality, and one's own quality control plan of existing and future raw material suppliers.
l Further confirm that suppliers understand and can meet the requirements of raw material specifications.
l Warn suppliers that if they breach the contract or fail to provide raw materials of satisfactory quality, procurement will be terminated.
l Establish an approved supply list. In order to obtain raw materials of stable quality, the products of new feed raw material suppliers should be inspected, and through actual inspection and reputation investigation, it should be determined whether they can supply stably, and they should be included in the list of approved suppliers.
2. Acceptance and storage of feed raw materials
① Raw material acceptance
l Sampling and preliminary inspection of raw materials. Preliminary inspection items include:
n Label: whether the label on the packaging bag of bagged raw materials matches the goods, and whether the date is reasonable.
n Color: the representative and consistent color of the raw material.
n Texture: the representative and consistent texture of the raw material.
n Odor: the representative odor of the raw material.
n Moisture: free-flowing and without clumping.
n Temperature: cool without a sensation of heating.
n Mold: no mildew, which can be identified with the naked eye or by the presence of odor.
n Infestation: no insects, rat droppings, or bird droppings.
n Impurities: no dust, metal, stones, etc.
The inspection methods are mainly sensory inspection, including:
n Visual inspection: feed particle size, whether processing is appropriate, whether foreign matter is mixed in, whether there is insect damage, mold growth, etc.
n Olfactory inspection: whether the feed has fermented and spoiled, whether protein has decomposed to produce the foul odor of ammonia, whether oils and fats have become rancid, and whether overheating has produced a scorched odor can all be detected.
n Taste inspection: by placing the feed in the mouth, it can be judged whether sand or stones are mixed in, as well as the levels of salt and moisture.
n Auditory and tactile inspection: by placing the feed in the hand and squeezing it tightly, its moisture content can be roughly judged. When grains or mixed feed are placed in a wide-mouth bottle and shaken, if the sound is crisp, it indicates low moisture content; otherwise, the moisture content is high.
l On-site inspection: raw materials should be inspected before unloading and during unloading so that problems can be discovered in time.
l Analysis of raw material inspection results. The main inspection methods are as follows:
Microscopic examination: place the sample on a petri dish, spread it out, and observe it under a 10~40x microscope, starting with the larger particles and then moving to smaller ones, observing the feed's appearance, characteristics, and physical properties. The observer holds tweezers in the left hand and a steel needle in the right hand, using it to determine hardness. Remember that before microscopic examination, no chemical treatment may be done, nor may a simple treatment of dividing into different particle sizes with a sieve be carried out.
Chemical inspection: mainly using laboratory reagents and instruments to carry out quantitative inspection of samples.
② Raw material storage
l Proper ventilation to regulate temperature and humidity, and rational use of fumigation disinfection and mold inhibitors.
l Reasonable stacking.
l Strictly prohibit cross-contamination among different varieties.
l Regularly inspect and monitor stored raw materials, and make reasonable analysis of the results.
l Clean regularly, do a good job of labeling and recording, and keep detailed records of raw material names, supplying units, purchase dates, product quantities, and the current status of the raw materials.
③ Raw material use
l Generally follow the principles of first in, first out and using higher quality materials first.
l Handle special situations specially.
(2) Production process quality control
1. Process control
l Ensure the accuracy of weighing instruments. Implement regular verification of weighing instruments, use them correctly, and do a good job of daily maintenance.
l Ensure the accuracy of raw material addition and mixing time. Mixing uniformity is expressed by the coefficient of variation CV. At present, China's feed standards require premix CV < 5%, and complete compound feed CV < 7%~10%; mixing time generally starts from 3 min, and repeated experiments increase the mixing time at even intervals (such as 2 min), testing the mixing uniformity until CV <= 10%, while also considering other influencing factors, such as shaft speed and material sticking to ribbons or paddles. It should be clear that a longer mixing time does not necessarily mean more uniform mixing.
l Check whether the difference between the production batching and the actual production quantity is within the allowable range, and find out the reasons. Recheck the amount fed and the product amount, and recheck batching weighing.
2. Auxiliary materials
l Material requisition: the use of moldy raw materials is prohibited.
l Feeding: prevent cross-contamination and the input of moldy raw materials.
l Grinding: use appropriate screens and check the integrity of the screens.
3. Minor ingredient addition
l Ensure the accuracy of weighing instruments.
l Correct addition of raw materials. First add half of the carrier or diluent, then add the micro-ingredients, and finally add the other half of the carrier or diluent.
4. Packaging
l Inspect sensory indicators of the finished product such as color, odor, and particle size.
l Ensure consistency between the quantity and variety of the packaged finished product and the packaging and labels used.
5. Quality management of reprocessed materials
Follow the principles of similar cost, similar nutritional composition, and similar color and particle size.
6. Finished product sampling
Generally, sampling is done according to the square root of the total number of production units, or one mixed sample is taken for every 4 tons produced.
(3) Quality management of finished products
1. Storage of finished products
l Reasonable stacking.
l Randomly inspect finished product quality at any time.
Proper ventilation in the warehouse, and regular measurement of temperature and humidity.
2. Finished product leaving the factory
l Ship accurately according to customer requirements.
l Prevent nonconforming products from leaving the factory.
VIHandling of complaints
Customer complaint: refers to doubts raised by customers during the use of a product regarding various quality indicators, use effects, methods of use, and various phenomena that occur.
(1) Possible causes of customer complaints
1. Customer complaints caused by product quality defects
l Due to defects in the product design itself, such as unreasonable formulas and imbalance of various nutritional components.
l Unreasonable design and manufacture of packaging, causing damage, insufficient quantity, or omission.
l Incomplete instructions for use making it impossible for users to use the product correctly, thereby causing complaints.
l Customer complaints caused by staff negligence.
Customer complaints caused by unsatisfactory product results.
2. Complaints caused by customer misuse of the product.
A series of production problems caused by misuse of the product.
Cases where users followed the instructions for use but did not pay attention to technical changes.
Toxic reactions resulting from the stacking of medication use.
3. Customer complaints caused by market orientation.
4. Customer complaints not caused by feed.
(2) Basic principles for handling customer complaints.
1. The principle of benefiting the enterprise.
2. Respond quickly to customer complaints.
3. Maintain an understanding and tolerant attitude toward complaints.
4. The principle of safeguarding the corporate image, distinguishing between customer ignorance and deliberate fraud.
(3) Procedures for handling customer complaints.
1. Handle promptly, never delay.
2. Listen carefully and clarify the source.
3. Investigate carefully and find the cause in order to improve.
4. Distinguish responsibilities and actively and quickly help them overcome difficulties.
(4) Techniques for handling customer complaints.
1. Let customers vent freely and do not intensify complaints.
2. Be especially careful with customers who make unreasonable demands or intend to commit fraud.
3. Even if the customer is wrong, give them a way to back down gracefully.
4. Do not easily accept responsibility for quality problems; adopt a sound claims settlement approach.
(5) Issues to note when handling customer complaints.
1. Gain customer cooperation with a fair attitude.
2. Clarify how serious each problem is? How long has it lasted? How large is its scope? Is it currently improving or worsening? At what stage is it?
3. Clarify exactly what the problem is.
4. Do not just sit in the office talking with the factory director; go to the site and learn the situation from frontline personnel.
5. Be sure to ask clearly whether the customer has any other problems.
5. Decide immediately on matters that can be decided on the spot.
6. For issues requiring further study, clearly set steps and time with the customer, communicate with the customer promptly, and show concern about whether the customer's problem has improved.
7. Every measure and explanation needs to gain the customer's recognition and trust.
If compensating or indemnifying the customer, giving the customer the enterprise's feed products as a gift is best.
--------------------------------------
The production process is very important!!!
--------------------------------------
Good material, thanks to the original poster!
1、Quality: the degree to which a set of inherent characteristics fulfills requirements.
From this definition, it can be seen that the higher the degree of fulfilling requirements, the better the quality; the lower the degree, the worse the quality. In addition, quality is not only about the product, but about the entire quality system and process, which means that a qualified product does not necessarily mean good quality. At the same time, whether the quality system is sound and whether the production process is reasonable all come down to quality issues.
2、Quality management: coordinated activities to direct and control an organization with regard to quality.
IIThree stages in the development of quality management:
1. Quality inspection stage (before 1940)
At this stage, people's understanding of quality management was still limited to the inspection of product quality. Certain inspection personnel were assigned, product inspection systems were established, and necessary inspection instruments and inspection methods were used to inspect products, so it was also called "inspector's quality management." However, this kind of management that checks after the fact cannot prevent the production of nonconforming products, and when quality problems arise, responsibility may be shifted. As the scale of production continued to expand, its defects became increasingly prominent.
2. Statistical quality control stage (1940~1960)
Using the principles of mathematical statistics to carry out quality control in the production process can prevent the mass production of nonconforming products. In terms of approach, the responsible parties also shifted from full-time inspectors to professional quality control engineers and technicians. However, because mathematical statistics was overemphasized, employees found it abstruse and mistakenly believed that quality control was the engineers' business and had nothing to do with them, thus limiting the further promotion of this method.
3. Total quality management stage (after 1960)
Total quality management developed on the basis of statistical quality control. It values the human factor, emphasizes participation by the entire organization and all staff, and requires quality management of all work in the entire process.
IIIThe basic requirements of total quality management: "three alls and one diversity"
1. Entire organization
Quality management across the entire organization means that every management level in the organization must have clear content for quality management activities. Top management focuses on quality decisions; middle management implements the quality decisions of the leadership and executes its respective quality functions; lower-level management requires every employee to strictly produce or operate according to standards and prescribed procedures.
2. Participation by all staff
It is necessary to fully mobilize the enthusiasm and creativity of all personnel, continuously improve people's quality, ensure that everyone cares about quality, everyone does their own work well, and everyone participates in quality management. Therefore, the following points must be achieved:
l Provide quality education for all staff
l Clarify the responsibilities of each department and all types of personnel at all levels
l Carry out quality management activities in various forms, such as QC group activities
3. Entire process
It is necessary not only to do a good job in quality management of the production or operation process, but also to do a good job in quality management of the design process and the use process. Every link in the entire process related to product quality must be managed to form a comprehensive quality system. For this purpose, two ideas are needed:
l The idea of giving priority to prevention and continuous improvement
l The idea of serving customers, users, and the next process
4. Diverse management methods
Total quality management emphasizes respecting objective facts and speaking with data as much as possible; emphasizes following the PDCA cycle workflow; and emphasizes the extensive use of new achievements in science and technology, such as mathematical statistics, network planning, value engineering (VE engineering), systems engineering, operations research, and so on.
PDCA cycle: P - Plan; D - Do; C - Checking; A - Again.
IVFive contents included in quality management
1. Establish quality policy and quality objectives
The quality policy is "the overall quality purpose and direction of the organization formally issued by the organization's top management." Quality objectives are "the purposes pursued with regard to quality."
2. Carry out quality planning
According to the planning, determine the corresponding organizational structure, allocate quality functions and resources, establish a quality management system, and prepare necessary documents and procedures.
3. Carry out quality control
According to the determined requirements and procedures, control the production and operation process to ensure that it meets quality requirements.
4. Provide quality assurance
Provide internally to managers and externally to customers and other interested parties the confidence that quality requirements are met, so that they can be assured about the organization's products, processes, and system.
5. Carry out quality improvement
If an organization does not make continuous quality improvements, it will fail in fierce market competition, as "a boat sailing against the current must forge ahead or it will be driven back."
VQuality control
(1) Raw material quality control
1. Raw material procurement and in-plant quality assurance
l Formulate quality standards for raw material procurement.
l Evaluate the reputation, reliability, product quality, and one's own quality control plan of existing and future raw material suppliers.
l Further confirm that suppliers understand and can meet the requirements of raw material specifications.
l Warn suppliers that if they breach the contract or fail to provide raw materials of satisfactory quality, procurement will be terminated.
l Establish an approved supply list. In order to obtain raw materials of stable quality, the products of new feed raw material suppliers should be inspected, and through actual inspection and reputation investigation, it should be determined whether they can supply stably, and they should be included in the list of approved suppliers.
2. Acceptance and storage of feed raw materials
① Raw material acceptance
l Sampling and preliminary inspection of raw materials. Preliminary inspection items include:
n Label: whether the label on the packaging bag of bagged raw materials matches the goods, and whether the date is reasonable.
n Color: the representative and consistent color of the raw material.
n Texture: the representative and consistent texture of the raw material.
n Odor: the representative odor of the raw material.
n Moisture: free-flowing and without clumping.
n Temperature: cool without a sensation of heating.
n Mold: no mildew, which can be identified with the naked eye or by the presence of odor.
n Infestation: no insects, rat droppings, or bird droppings.
n Impurities: no dust, metal, stones, etc.
The inspection methods are mainly sensory inspection, including:
n Visual inspection: feed particle size, whether processing is appropriate, whether foreign matter is mixed in, whether there is insect damage, mold growth, etc.
n Olfactory inspection: whether the feed has fermented and spoiled, whether protein has decomposed to produce the foul odor of ammonia, whether oils and fats have become rancid, and whether overheating has produced a scorched odor can all be detected.
n Taste inspection: by placing the feed in the mouth, it can be judged whether sand or stones are mixed in, as well as the levels of salt and moisture.
n Auditory and tactile inspection: by placing the feed in the hand and squeezing it tightly, its moisture content can be roughly judged. When grains or mixed feed are placed in a wide-mouth bottle and shaken, if the sound is crisp, it indicates low moisture content; otherwise, the moisture content is high.
l On-site inspection: raw materials should be inspected before unloading and during unloading so that problems can be discovered in time.
l Analysis of raw material inspection results. The main inspection methods are as follows:
Microscopic examination: place the sample on a petri dish, spread it out, and observe it under a 10~40x microscope, starting with the larger particles and then moving to smaller ones, observing the feed's appearance, characteristics, and physical properties. The observer holds tweezers in the left hand and a steel needle in the right hand, using it to determine hardness. Remember that before microscopic examination, no chemical treatment may be done, nor may a simple treatment of dividing into different particle sizes with a sieve be carried out.
Chemical inspection: mainly using laboratory reagents and instruments to carry out quantitative inspection of samples.
② Raw material storage
l Proper ventilation to regulate temperature and humidity, and rational use of fumigation disinfection and mold inhibitors.
l Reasonable stacking.
l Strictly prohibit cross-contamination among different varieties.
l Regularly inspect and monitor stored raw materials, and make reasonable analysis of the results.
l Clean regularly, do a good job of labeling and recording, and keep detailed records of raw material names, supplying units, purchase dates, product quantities, and the current status of the raw materials.
③ Raw material use
l Generally follow the principles of first in, first out and using higher quality materials first.
l Handle special situations specially.
(2) Production process quality control
1. Process control
l Ensure the accuracy of weighing instruments. Implement regular verification of weighing instruments, use them correctly, and do a good job of daily maintenance.
l Ensure the accuracy of raw material addition and mixing time. Mixing uniformity is expressed by the coefficient of variation CV. At present, China's feed standards require premix CV < 5%, and complete compound feed CV < 7%~10%; mixing time generally starts from 3 min, and repeated experiments increase the mixing time at even intervals (such as 2 min), testing the mixing uniformity until CV <= 10%, while also considering other influencing factors, such as shaft speed and material sticking to ribbons or paddles. It should be clear that a longer mixing time does not necessarily mean more uniform mixing.
l Check whether the difference between the production batching and the actual production quantity is within the allowable range, and find out the reasons. Recheck the amount fed and the product amount, and recheck batching weighing.
2. Auxiliary materials
l Material requisition: the use of moldy raw materials is prohibited.
l Feeding: prevent cross-contamination and the input of moldy raw materials.
l Grinding: use appropriate screens and check the integrity of the screens.
3. Minor ingredient addition
l Ensure the accuracy of weighing instruments.
l Correct addition of raw materials. First add half of the carrier or diluent, then add the micro-ingredients, and finally add the other half of the carrier or diluent.
4. Packaging
l Inspect sensory indicators of the finished product such as color, odor, and particle size.
l Ensure consistency between the quantity and variety of the packaged finished product and the packaging and labels used.
5. Quality management of reprocessed materials
Follow the principles of similar cost, similar nutritional composition, and similar color and particle size.
6. Finished product sampling
Generally, sampling is done according to the square root of the total number of production units, or one mixed sample is taken for every 4 tons produced.
(3) Quality management of finished products
1. Storage of finished products
l Reasonable stacking.
l Randomly inspect finished product quality at any time.
Proper ventilation in the warehouse, and regular measurement of temperature and humidity.
2. Finished product leaving the factory
l Ship accurately according to customer requirements.
l Prevent nonconforming products from leaving the factory.
VIHandling of complaints
Customer complaint: refers to doubts raised by customers during the use of a product regarding various quality indicators, use effects, methods of use, and various phenomena that occur.
(1) Possible causes of customer complaints
1. Customer complaints caused by product quality defects
l Due to defects in the product design itself, such as unreasonable formulas and imbalance of various nutritional components.
l Unreasonable design and manufacture of packaging, causing damage, insufficient quantity, or omission.
l Incomplete instructions for use making it impossible for users to use the product correctly, thereby causing complaints.
l Customer complaints caused by staff negligence.
Customer complaints caused by unsatisfactory product results.
2. Complaints caused by customer misuse of the product.
A series of production problems caused by misuse of the product.
Cases where users followed the instructions for use but did not pay attention to technical changes.
Toxic reactions resulting from the stacking of medication use.
3. Customer complaints caused by market orientation.
4. Customer complaints not caused by feed.
(2) Basic principles for handling customer complaints.
1. The principle of benefiting the enterprise.
2. Respond quickly to customer complaints.
3. Maintain an understanding and tolerant attitude toward complaints.
4. The principle of safeguarding the corporate image, distinguishing between customer ignorance and deliberate fraud.
(3) Procedures for handling customer complaints.
1. Handle promptly, never delay.
2. Listen carefully and clarify the source.
3. Investigate carefully and find the cause in order to improve.
4. Distinguish responsibilities and actively and quickly help them overcome difficulties.
(4) Techniques for handling customer complaints.
1. Let customers vent freely and do not intensify complaints.
2. Be especially careful with customers who make unreasonable demands or intend to commit fraud.
3. Even if the customer is wrong, give them a way to back down gracefully.
4. Do not easily accept responsibility for quality problems; adopt a sound claims settlement approach.
(5) Issues to note when handling customer complaints.
1. Gain customer cooperation with a fair attitude.
2. Clarify how serious each problem is? How long has it lasted? How large is its scope? Is it currently improving or worsening? At what stage is it?
3. Clarify exactly what the problem is.
4. Do not just sit in the office talking with the factory director; go to the site and learn the situation from frontline personnel.
5. Be sure to ask clearly whether the customer has any other problems.
5. Decide immediately on matters that can be decided on the spot.
6. For issues requiring further study, clearly set steps and time with the customer, communicate with the customer promptly, and show concern about whether the customer's problem has improved.
7. Every measure and explanation needs to gain the customer's recognition and trust.
If compensating or indemnifying the customer, giving the customer the enterprise's feed products as a gift is best.
--------------------------------------
The production process is very important!!!
--------------------------------------
Good material, thanks to the original poster!