Recently, the CCC certification supervision and audit team arrived at Shandong Huge Rubber Co., Ltd. as scheduled. Based on the CCC certification product implementation rules and relevant documents, factory quality assurance capability requirements, product safety certification standards and product description reports, it successively carried out product production process control and process inspection for the production workshop (warehouse), procurement department and quality assurance department Key manufacturing processes, material inspection and internal quality shall be strictly reviewed. According to the company’s tire quality manual, procedure documents and other documents, as well as relevant national laws, regulations and industrial standards, the audit team systematically, carefully and systematically carried out the annual tire quality and one-time certification of the company’s management representative, comprehensive management system, product marketing system, quality technology system, production scheduling system and other functional departments Strict review. The reviewers carefully checked the documents and tire quality records of relevant departments, and went to the workshop site to learn about the relevant quality management knowledge and operation standards from the front-line workers. After review, it is agreed to continue to use the certification mark, and the company has successfully passed the national compulsory CCC certification factory supervision and audit.
At the last summary meeting of 3C certification supervision and audit, Mr. Feng, the audit member, summarized the audit work on behalf of the audit team. The CCC certification supervision and audit team fully affirmed the establishment and continuous improvement of the quality management system of Shandong Huge Rubber Co., Ltd.. and the high attention paid by leaders and employees to the audit work. The company’s tire quality policy, relevant functions and tire quality objectives at different levels have been basically realized; The quality awareness of the company’s leaders and employees at all levels can continuously meet the requirements, and their awareness of the importance of meeting the requirements of customers and regulations is continuously improved; Product and service quality continuously meet the requirements of customers, regulations and intended use; Self improvement mechanisms such as internal audit, management review, corrective and preventive measures are continuously effective; The monitoring and measurement results of products and service processes and customer satisfaction meet the requirements, and the operation of the tire quality management system generally meets the standard requirements; For the workplace, production environment, hardware facilities and process equipment, it can ensure the effective production of products, ensure the reliability of tire quality and meet the requirements of production and customers. At the same time, it also puts forward relevant valuable opinions and suggestions on the quality of the company and the preparation of 3C documents.
At the meeting, Zhang Chunwang, deputy general manager of Shandong Huge Rubber Co., Ltd.., said that with the continuous development of the company, the tire quality management system also needs to be continuously improved in order to meet the needs of market development. In the future, the company still needs to further strengthen the unified understanding of all departments on the importance of the quality management system and 3C, and make specific and quantitative improvement within a time limit for the weak links and management dead corners found in the audit, so as to achieve the attention of senior management leaders, clear and timely communication from the middle level, strict and effective implementation at the grass-roots level, and eliminate omissions through the concerted efforts of all employees, Jointly improve the construction and implementation of the company’s tire quality management system, so as to achieve a higher level of tire quality management.
