3 Different Ways to Structure Quality In Fsoft Company:

Centralized Quality Management

A centralized quality organization is usually led by a corporate quality team that manages high-level goals and initiatives across the enterprise. This group will be responsible for standardizing processes, establishing training programs, and managing the role of quality within enterprise IT applications.
Although companies pursuing a centralized quality management strategy have quality resources at the site level, these managers will have little to no flexibility in adapting processes and requirements that may be unique to their site-level environment.

[HongHS] Mô hình này Fsoft đã áp dụng những năm đầu thành lập, tuy nhiên, từ năm 2008 thì Fsoft đã chuyển sang mô hình thứ hai bên dưới. FIS có vẻ vẫn đang luẩn quẩn trong mô hình này?

Decentralized Quality Management

Organizations that take a decentralized approach to quality management generally take a decentralized approach in most aspects of business. Often, these companies are comprised of a number of independent business units that are organized by region or product line. These companies are also likely to have grown through acquisition but may not have taken the time to integrate new companies into existing structure.

[HongHS] Fsoft từ năm 2008 ~ 2015 thì đã áp dụng mô hình này khi QA về under group, tuy nhiên, nó cũng bộc lộ điểm yếu khi trăm hoa đua nở và HO ko thể control chất lượng của từng Group. Chất lượng mỗi group sẽ phụ thuộc vào hệ thống Operation của group đó và khó benchmarking với Group khác.

The Hybrid Approach

If done properly, the hybrid approach to quality management can bring the best of both worlds. If not, it can bring the challenges of each. The hybrid approach really means managing only the global processes that can deliver the benefits of the centralized approach, while leaving the local parts of quality management that deliver the benefits of a decentralized approach.
For many companies this means centrally managing business processes such as NC/CAPA, Document Control, Audit Management, and Compliance Management while managing quality issues that impact areas like engineering, manufacturing, or service more locally (site- or business unit-level). Companies that take a model approach also use a few additional strategies that help capitalize on the benefits of each approach:

[HongHS] Từ 2016, việc tập trung QA team về FQC có vẻ đang đi theo hướng này. Có vẻ chúng ta đang đi đúng hướng.

Quality as Part of a Specific Initiative

Some organizations manage quality as part of an initiative like operational excellence, lean manufacturing, Six Sigma, or productivity. These organizations typically have a standard set of rules and processes for managing such initiatives, aligning horizontal areas of quality, finance, operations, and others to those high-level rules and processes. The ideology behind this is that quality cannot be managed by a specific group, rather it has to be part of every employee’s responsibility.

[HongHS] Các FSU Mass (1, 11, 17) nên áp dụng cách tiếp cận xây dựng mô hình quality này.

Quality as Part of a Specific Function

Depending on the industry and company, some organizations are more focused on a specific function when it comes to quality. Functions may include supply chain management, design, manufacturing, distribution, or services. These organizations typically consider these functions a core competency as well as a source of differentiation in the industry. Within each of these functions, there will generally be a quality group that will report up to a senior manager. For example, the vice president of the supply chain may be reported to by the quality heads from design and manufacturing.

[HongHS] Các FSU theo domain, service như FGA, BSI, BPO, G-ET,... nên áp dụng cách tiếp cận này.