Quality improvement. How to improve product quality. Volume of sales of services, thousand rubles

Product quality in modern economic conditions has become the most important factor in the competitiveness of the enterprise. Naturally, in market relations, the manufacturer seeks to achieve a stable quality of his products, to use all the tools developed by world and domestic practice. The most important of these is the quality assurance system (quality system).

Quality system - a set of organizational structure, responsibilities, processes and resources that ensures the implementation of overall quality management.

Product quality Catering First of all, it depends on the quality of the incoming raw materials. Firms or individual enterprises, concluding a contract for the supply of food products or logistics, must be confident in the supplier. At enterprises processing and releasing food products, a product quality management system should be introduced. The quality system is not only a means of ensuring the quality of goods, but also a criterion for assessing the reliability of the supplier.

There are two ways to make sure that the product is of good quality. The first is a check, control of the product itself. This method is quite acceptable when a small amount of goods is purchased. But if we are talking about a wholesale purchase, then even with complete control, due to random factors, you can skip a product with a defect.

In recent years, another method has been increasingly used: checking not the product, but the ability of the enterprise to produce products with a quality that satisfies the consumer. This also applies to catering establishments. The most important generally recognized instrument of integrated quality management is the quality system. What criteria should the quality system meet? The International Organization for Standardization (ISO) took over the response. This organization has issued five international standards that have received the ISO 9000 index, which take into account a wealth of experience largest companies systems approach to the quality issue.

The cornerstone principle of the quality system is the coverage of all stages life cycle products, or stages of the "quality loop".

For a public catering enterprise, the following stages of the “quality loop” can be indicated (Scheme 10):

1. Marketing, searches and market research.

2. Development technical requirements to products, enterprise standards.

3. Logistics.

4. Preparation and development of production processes.

5. Production.

6. Control, quality check.

7. Technical assistance and service.

8. Implementation and distribution finished products.

According to the nature of the impact on the stages of the "quality loop" in the quality system, there are three areas:

Quality assurance;

Quality control;

Quality improvement.

Quality assurance is a set of planned and systematically carried out activities for the implementation of each stage of the "quality loop" so that the products meet the quality requirements.

Quality control includes methods and activities of an operational nature. These include: process management, identification of various kinds of deficiencies in products, production and elimination of these deficiencies and their causes.

Quality improvement- this is a constant activity aimed at improving the quality of products, reducing the cost of it, improving production.

The object of the quality improvement process can be any element of production, for example, technological process, implementation scientific organization labor, modern equipment, provision of inventory, tools, advanced training of personnel, etc. Continuous improvement in quality is directly related to increasing the competitiveness of products.

The management of the firm, company (enterprise) develops and defines a quality policy, ensures linkage with other activities and monitors its implementation at the enterprise.

The main document in the development and implementation of the quality system is the "Quality Manual", which contains reference data (normative and technological documentation, standards, documents confirming product quality, plans for NOT, for improving production, training and advanced training personnel and enterprises, etc.).

The "Quality Manual" can be used as a demonstration material confirming the effectiveness of the quality system for other organizations (consumers), certification bodies, as well as for voluntary certification of the quality system. A certificate confirming that the company has a "quality system" helps to increase the competitiveness of the company.

Quality data recording should be carried out to confirm that the required quality has been achieved.

All elements of the quality system should be subject to ongoing and regular review and evaluation. Checks can be external and internal. External control is carried out by the local administration, sanitary and epidemiological supervision, trade inspection, etc. Evaluations of the quality of the enterprise's food are recorded in the control journal, the rejection journal. If violations are detected, an inspection report is drawn up in two copies, one copy remains at the enterprise.

Internal control is carried out by the administration of the enterprise: the director, the head of production and their deputies, heads of workshops, as well as cooks-foremen. Control over the quality of food is called the rejection of finished products.

One more feature quality system, which determines its effectiveness, is permanent job on the analysis and evaluation of quality costs.

Quality costs are divided into production and non-production.

Production costs are associated with the activities of the enterprise to ensure the required product quality. These are the costs of preventing defects, losses from the production of defective products (losses from marriage, damages, etc.).

Non-manufacturing costs are associated with the confirmation of product quality, for example, with the certification of products and quality systems.

In accordance with the ideology of the ISO 9000 series standards, the quality system should function on the principle that problems are prevented, not detected after they occur.

Systematically carried out measures to prevent inconsistencies that have arisen can be aimed at replacing technological equipment, tools, outdated documentation, etc.

A special place in the work to ensure stable product quality is occupied by preventive measures to eliminate product defects.

Let us now consider the main requirements of the quality system, which must be fulfilled at the stages of the product life cycle - the "quality loop" - to ensure the required level of production.

Marketing is a system of managerial levers, methods, linking into a single whole the main economic functions of an enterprise for the development, production and marketing of products. In quality systems, marketing is given great importance in determining market needs and establishing feedback with consumers of products. In large firms, in joint-stock companies, there should be marketing departments.

Marketing is the first stage, which largely determines the result of all activities of the enterprise in terms of quality. The function of marketing in an enterprise is to give an accurate definition of market demand and sales of products necessary for planning production volumes, objectively evaluate consumer requirements based on ongoing analysis, collect information about claims, etc.

results marketing research define processes product design. For public catering, this means the development of signature dishes, dishes from new types of raw materials. At this stage, recipes, specifications, standards are developed, experiments, tests are carried out, quality is checked in the laboratory, and it is very important to prevent errors in the development of new products.

The purpose of the complex of works on logistics— ensuring the stable quality of incoming raw materials, semi-finished products, items of material and technical equipment. At this stage, the choice of reliable suppliers is very important.

A necessary condition for effective work on the prevention of defects at the development stage production processes is the use of planning methods: what equipment needs to be purchased, to study the market for the supply of equipment. At this stage, production processes are developed, the creation of optimal conditions for stable production of products in strict accordance with the requirements of normative documentation. The tasks of mastering new technology, ensuring the stability of equipment operation, training personnel, etc. are being solved.

At the stage production the quality system provides for a set of measures aimed at ensuring the stability of production for the production of products in accordance with the requirements of regulatory documentation. This is first of all quality control manufacturing products, ensuring technological discipline, metrological support of production. An important place among the methods and means of ensuring a stable quality in the manufacture of products is given to the system of stimulating the employees of the enterprise, as well as their training and advanced training.

An important role in the quality system is played by the stage technical assistance and service, including carrying out loading and unloading operations; strict observance of the requirements for the safety of products; creation of optimal storage conditions; technical assistance in equipment maintenance.

So, the principles of building a quality system and the basic requirements for the stages of the "quality loop" are considered.

The quality system must meet the following basic principles:

Personal participation and responsibility of the manager in the work to ensure product quality;

Existence of clear planning in the field of quality;

A clear distribution of responsibility and authority for each type of activity, ensuring the implementation of the enterprise's plan in the field of quality;

Determining the cost of ensuring product quality;

Ensuring the safety of products, works, services for the consumer and the environment;

Stimulating the development of quality improvement work;

Systematic improvement of methods and means of quality assurance and control.

Volume explanatory note 107 pages, 16 figures, 44 tables, 13 sources, 2 appendices.

Topic: Improving the quality of products at the enterprise (on the example of Atlant CJSC).

Key words: product quality, quality control, competitiveness, quality management system, effectiveness, efficiency, particular performance criteria, weight coefficients, management temperature regime, Occupational Safety and Health Management System.

Object of study: Closed Joint Stock Company "Atlant".

Purpose of work: on the basis of research and analysis of the state of the enterprise, develop measures to improve the quality of products.

In the process of studying the object of study, an analysis was made of the main technical and economic indicators of the enterprise, the volume of production and sales of products, profits, cost, quality and competitiveness of products in recent years, an approximate assessment of the effectiveness of the quality management system in place at the enterprise was given.

Based on the data obtained as a result of the analysis in the design part:

A set of organizational and technical measures was proposed to improve the quality of products by improving the quality management system;

A variant of using an electronic control unit in the production of a two-chamber refrigerator is proposed, which will improve the quality of products;

Suggestions for optimizing working conditions at the enterprise are given.

Introduction

1 The role of product quality in production economic activity enterprises

1.1 The concept and meaning of the category of product quality

1.2 Quality as the most important condition for increasing the competitiveness of products

1.3 Product quality management system at the enterprise

2 Characteristics and analysis of the production and economic activities of CJSC "Atlant"

2.1 General characteristics of the enterprise and its organizational and managerial structure

2.1.1 The history of the creation and development of the enterprise

2.1.2 Organizational structure enterprise management

2.1.3 Characteristics of products and markets

2.2 Analysis of the main technical and economic indicators of the enterprise

2.2.1 Analysis of the plan for production and sales of products

2.2.2 Product cost analysis

2.2.3 Profit analysis

2.2.4 Analysis of the use of fixed assets

2.2.5 Analysis of the use of working capital

2.2.6 Analysis of labor and wage indicators

2.2.7 Analysis of product quality indicators

2.2.8 Analysis of product competitiveness

3 Measures to improve product quality at the enterprise

3.1 Organizational and technical measures to improve the quality management system

3.2 The use of an electronic control unit in the production of a two-chamber refrigerator

3.2.1 Characteristics of the device and existing methods of thermal management

3.2.2 Design and description of the components of the electronic unit

3.2.3 Calculation of economic indicators of the block application

4 Socio-economic methods of product quality management.

4.1 The role of labor protection in improving product quality

4.2 Socio-economic methods in the system of labor protection

4.3 Measures to optimize working conditions at the enterprise

Conclusion

Bibliography

Appendix A

Annex B Organizational management structure of Atlant CJSC

Introduction

Developing market relations are fundamentally changing the conditions for the functioning of enterprises and organizations of all forms of ownership. From directive and administrative mechanisms with a rigidly defined system of restrictions on economic activity, the economy is moving to a market model, where demand and supply, competition, and the freedom of an enterprise in choosing a strategy and tactics for its development are of decisive importance. Market processes directly affect exchange rates, price levels, credit policy, insurance conditions.

The indicator of efficiency and the main goal of the enterprise in a market economy is profit. However, ensuring the successful functioning of the enterprise for a long time is also associated with the implementation of a number of other goals. The decisive role here is played by: improving the quality of products, ensuring the effectiveness of investments, improving the skills of all categories of personnel, and achieving a high level of manufacturability.

The work of enterprises in these areas brings them to new conditions, where the market becomes the main regulator. This creates objective prerequisites for the restructuring of production management systems on the principles of marketing - a market concept of management, where the most important factor in the competitiveness of products is product quality.

The special significance of the problem of product quality is determined by the fact that it is complex and affects the interests of both producers and consumers, society as a whole.

In the thesis, the object of study is the closed joint-stock company "Atlant" - the only enterprise in the Republic of Belarus that produces household refrigeration equipment and automatic washing machines, and also specializes in the production of compressors for household refrigerators and freezers, electric kettles, the manufacture of special equipment for its own production , machine tool products.

The aim of the work is to develop measures to improve the quality of products based on theoretical studies of the problem, analysis of its state in the enterprise. To achieve this goal, it is necessary to solve the following tasks:

Research theoretical aspects product quality;

To give general characteristics enterprise and its production and economic activities;

Analyze the main technical and economic indicators;

Conduct an analysis of the quality and competitiveness of products;

Develop measures to improve product quality.

1 The role of product quality in the production and economic activities of the enterprise

1.1 The concept and meaning of the category of product quality

Product quality is understood as a set of characteristics that give it the ability to satisfy conditional or implied needs.

Description of product quality is carried out using single, complex and general indicators.

Single quality indicators characterize a certain product property and are divided into groups:

Appointments - characterize the scope and functions of products;

Reliability - the properties of the product to maintain performance within specified limits for the required period of time;

Manufacturability - reflects the effectiveness of design and technological solutions;

Aesthetic - characterize appearance products;

Ergonomic - characterize the compliance of the product with the hygienic, anthropometric, physiological and psychological needs of a person;

Standardization and unification - show the degree of use of standardized and unified nodes, details;

Patent law - reflect the degree of patent protection of the main technical solutions of the product;

Transportability - the suitability of products for transportation;

Environmental - the level of impact on the environment;

Safety - for customers and service personnel.

Comprehensive quality indicators - characterize several properties of the product. They are used in the management of product quality, evaluation of its competitiveness. When calculating these indicators, an analytical method is used, in which the functional dependence of the complex indicator on single ones is established, and the coefficient
method in which complex indicator is formed as a result of summing individual indicators, taking into account the weighting coefficients.

Generalizing quality indicators - characterize the level of quality of all products as a whole: the share of new products; products supplied for export, corresponding to the world level of quality; certified products in its total volume.

The quality of the product is the indicator that the market pays the most attention to in the long run. However, it should be noted that, unlike manipulations with prices, changing qualitative indicators is a rather long-term process that requires not only financial investments, but also, in some cases, re-equipment of production. Its length, moreover, is determined by the need to spend time on bringing information to potential consumers about the changes in the quality characteristics of products, as well as the additional time required for potential customers to realize the changes that have taken place, make a decision to make a purchase, and choose between interchangeable goods.

Speaking about the definition of the term "quality", one cannot fail to mention a different direction of its interpretation. AT economics"quality" is considered as a range of product properties, which includes all possible advantages for products of this type. Differences of scientists arise at the stage of inclusion in the category of product quality characteristics of its cost indicators that form the price.

More logical here is the position of economists who share these concepts. The consumer carries out the gradation of goods by translating their qualitative characteristics into the plane of value terms, thereby presenting the product as a set of financial equivalents. The presence of each additional property, considered by a person as an important component of the product, makes its total value in the eyes of the buyer greater. Quality, along with the action of marketing factors (appeared in the tools of entrepreneurs, allowing to increase the consumer value of goods, in the 20th century) provides an opportunity to transform the immanent properties of the product into an image characteristic of the field of monetary relations.

Modern policy of advanced domestic and foreign enterprises in the field of quality lies in the interconnectedness and inseparability of it from the general policy of the enterprise. Product quality improvement strategy is the most important integral part enterprise strategy. The quality policy can be formulated as a principle of activity or a long-term goal and include:

• · improvement economic situation enterprises;
• Expansion or conquest of new sales markets;
• · Achieving a technical level of products that exceeds the level of leading firms;
• Orientation to meet the requirements of consumers of certain industries or certain regions;
• development of products functionality which are implemented on new principles;
• Improving the most important indicators of product quality;
• Reducing the level of defectiveness of manufactured products;
• Extended warranty periods for products
• service development.

In modern quality management, ten fundamental conditions are formulated:

• 1. Attitude towards the consumer as the most important component of this process.
• 2. Acceptance by management of long-term commitments to implement the company's management system.
• 3. Belief that there is no limit to perfection.
• 4. Confidence that preventing problems is better than responding to them when they arise.
• 5. Interest, leadership and direct involvement of management.
• 6. Standard of work, expressed in the wording "zero errors".
• 7. Participation of employees of the company, both collective and individual.
• 8. Focus on improving processes, not people.
• 9. Belief that suppliers will become your partners if they understand your tasks.
• 10. Recognition of merit.

According to domestic and foreign specialists, the quality of products is laid down in the design and technological documentation, and both should be assessed accordingly.

1) You need to start with the development of the production of goods that are in demand, i.e., to produce what someone will buy, and if you improve this product, then the number of its buyers will grow, the economic performance of the enterprise will improve and it will be possible to find funds for the implementation of the following stages of solving quality problems.

However, the product in demand is most often new products. Therefore, it is necessary to start with studying the demand in the market and taking it into account when creating and mastering the production of new products.

• 2) You need to have a dealership, trading network sales, as well as distribution of goods and information about it. If this is not the case, no product quality will save the enterprise.
• 3) It is necessary to minimize production costs. To this end, it is necessary to recalculate everything, rethink the material and technical base of the enterprise, abandon everything superfluous, and restructure. Without doing this, it is not even worth starting a fight for quality.
• 4) We must learn to manage finances, and this is an art, and not an easy one. First of all, it is necessary to debug financial control. Lack of control is the path to financial losses, their plunder and bankruptcy of the enterprise.

All four mandatory conditions successful activity The enterprises noted above are considered in different quality concepts, but there we are talking about their improvement. At the majority of Russian enterprises, these conditions need to be created practically from scratch. And only after the enterprise has somehow coped with this task, it can begin to solve the quality problem by creating and certifying quality systems that meet the requirements.

Improving the quality or productivity of one's work is natural need practically any employee, connected both with the accumulation of production experience, and with an increase in the level of knowledge in the field of activity. In many cases, the improvement in performance is caused by bringing the worker's body into a less stressed state with lower energy costs. At the same time, systemic, and most importantly, continuous improvement in the quality of the process, in which the entire team is involved, requires organizational and methodological impact, which is aimed not at improving the state of the body of workers, but at meeting consumer requirements. TQM practice has shown that continuous quality improvement over many years can lead to outstanding results. For the Japanese economy of recent decades, the principle of searching for new methods in quality management that takes into account changes in conditions in the economy and society is inherent. New methods are usually introduced in the current system quality management, and practice shows which of these methods are effective.

For the first time, the rationale for the concept of continuous quality improvement was given by E. Deming (USA) in the form of a PDCA cycle (Fig. 1.5). According to his scheme, Japanese quality circles were recommended to bring their developments to implementation. The abbreviation of the cycle can be both translated and understood - in different ways. So, for example, at Motorola, she was given the following interpretation:

Figure 1.5 - E. Deming cycle

- "planning" - the formulation of goals and objectives, the identification key parameters to achieve success, project selection and team building,

- "execution" - training, training, implementation,

- "control" - measurement of improvements, evaluation of effectiveness, analysis and revision of projects,

- "implementation" - adjustment of implementation, standardization, continuous improvement, consumer research, benchmarking, redesign.

The PDCA cycle is commonly known as the "Deming cycle". Along with this, in Japanese literature it is called the "Deming wheel", and in European literature - the "Shewhart-Deming cycle".

In addition to the Deming scheme, there is also a scheme for continuous process improvement: define the goal - organize the target group - train the group members - conduct a critical analysis - document the results - present the results - take immediate action for implementation - repeat the cycle. An interesting technique for conducting critical analysis in the course of continuous process improvement is:

Conduct an initial analysis of the production process,

describe manufacturing process and his results

Collect information on the duration of production cycles,

Assess the process

Compare the duration of work with takt time,

Identify losses in production,

Spend " brainstorm» to identify the cause of losses and eliminate it,

Conduct a brainstorming session to come up with solutions to improve the process,

Conduct an assessment of the cost-benefit ratio.

In this context, one can consider following methods continuous process improvement:

Methods for improving quality in the workplace;

Method "Just in time" (Just in time);

System of continuous quality improvement based on the principle of "KAIZEN";

20 Keys to Better Business (Practical Agenda for Revolutionary Enterprise Transformation (PRERP)).

It is advisable to disclose the content of each method.

1) Quality improvement methods in the workplace.

Numerous quality statistics indicate that the defectiveness of products is approximately 85-90% caused by the human factor. The rest is accounted for by equipment, raw materials, materials, but still one of the main factors in the manufacture of defective products is a person.

Consider what worker-related causes may have an impact on non-compliance technical documentation up to defective products. Among them, one can note: low qualification of personnel, poor health, inattention when familiarizing themselves with the drawing, technology or instructions, poor-quality preparation of the workplace, etc.

It should be noted that the reasons for marriage can be associated not only with a person, but also with an instrument, technological equipment, snap. This is true, but most often this happens not so much due to the shortcomings of the tool, equipment or equipment itself, but due to their careless sharpening, poor repairs, or inaccurate manufacturing and assembly by workers. If you dig deeply to the culprit of the defect, then in the vast majority it will be a person.

To eliminate defects for one reason or another, it is necessary to improve quality. Japanese experts advise starting with quality in the workplace. Moreover, they developed a coherent system of quality improvement in the workplace, which they called "5S" ("Good Housekeeping Practices"). The name comes from five Japanese words that begin with the letter "C": "Seiri" (sorting), "Seiton" (organization), "Seiso" (cleaning), "Seiketsu" (standardization), "Shitsuke" ("self-examination"). The Russian translation of these words gives, if not a clear, then sufficient idea of ​​the approximate content of measures to improve quality in the workplace. If we briefly characterize this system, we can say that “before starting work, and even responsible work, you need to deal with the order at your workplace.”

Let's give a clearer content of each of the stages of the "5S" system. Before proceeding with its implementation, it is necessary to describe in detail, and, if possible, photograph the working area (or workplace) to be reorganized. Comparing the descriptions of work areas (places) before and after the transformation can give management a favorable impression, which activates the quality work in the enterprise.

Stage 1. Sorting. Put things (or items) that are used daily in one place. Items used once a week should be placed in another place, monthly - in the third place, and those that are used very rarely - in the fourth. Do this procedure for each zone of the workplace. Then, from each storage location, select and leave one copy of each type of item, and transfer the rest to the cabinet for storing spare parts.

Stage 2. Cleaning. Clean all work surfaces before putting anything on them again. Make sure that there are suitable waste containers near the workplace. Place all spare parts in the general warehouse. Make a list of items returned to the warehouse in order to be able to report them to the shop floor management. Organize and put everything in one place Required documents and clean all instruments. Establish standards (norms) of cleanliness, which must be observed without tension by each employee.

Stage 3. Organization. Organize all papers and folders neatly. Items that are used daily should be at the worker's fingertips. Items used once a week should be one step away, and items used once a month should be 2-3 steps away. Everything else can be located within a few steps of the workplace. Clearly define the location of each item.

Stage 4. Standardization. Familiarize all workers associated with this workplace with the standards of cleanliness and place photographs of the “correct” standard environment on workplaces. Where necessary, provide equipment and tools with transparent dust-proof covers. Keep in mind that if such covers are opaque, then workers are likely to store items under them that are not related to the workplace.

Stage 5. Self-test. After about a month, carefully examine the condition of the workplace for the possibility of improving it. If there are extra items - send them to the general warehouse. Review purity standards and revise them if necessary. Repeat this step in a month.

You can also recommend additional measures to maintain order in the workplace. So, for example, you can create mobile boards with tools for specific jobs. Or draw the outlines of the tools on the boards so that it is immediately clear which tool is missing.

Japanese researchers believe that if a company's managers cannot implement "5S", then they cannot manage effectively. Conversely, if you can master this system, it means that you can also successfully implement other more complex systems. The reason for this conclusion is that the 5S system does not require any special staff of managers for its implementation and will not become effective until all personnel are involved in it and begin to think about the success of this system. But, if the 5S system has already been implemented, then we can assume that other systems are almost half mastered (in terms of staff readiness to implement changes).

Since the mid-1980s, 5S has been central to the thinking and philosophy of management in Japanese firms. The management of companies everywhere has come to the conclusion that the "5S" system is key method management in any, even the most high-tech field of activity.

The 5S system has gained wide popularity in Russian enterprises in recent years. From the domestic practice of implementing this system, the following conclusions can be drawn:

The system is applicable and can be successfully implemented at domestic enterprises and organizations various forms ownership when interested in this management;

The possibility of successful implementation of the system directly depends on the socio-economic working conditions in the workplace, i.e. the level and regularity of salary payments, the systematic and rhythmic loading of production, and the administration’s compliance with at least the basic requirements for safe working conditions.

Attempts have been made to modernize this system, taking into account the principles of the scientific organization of labor and the practice of improving quality. The new system, which absorbed elements of the 5S system and adapted to domestic production conditions, was called "Ordering". The basic principles of this system are set out in the works:

Remove all unnecessary;

Place everything in the workplace in the most convenient way for working;

Regularly carry out thorough cleaning and checking the serviceability of equipment and inventory;

Develop standards (rules) for storage, use and cleaning - checks;

Constantly and consciously follow the accepted rules

Let's compare the principles of such similar systems as "5S" and "Ordering" (Table 1.1):

Table 1.1 - Comparison of the principles of the "5S" and "Ordering" systems

It is necessary to pay attention to the fact that Russia is in a different (market) economy, where fast, but poor-quality work is no longer held in high esteem. If we want to live in a civilized way, as, for example, in Japan or Europe, then the new managers must inspire the workers that the quality of work does not depend on the mentality of the nation, but on the ability and desire to comply with all the requirements written down as in specifications on products, and in the international standards ISO 9000. And not only to inspire, but also organizationally and financially ensure the implementation of the necessary standards.

2) Just-in-time method.

The essence of the concept lies in the fact that the production and supply of parts and components to the place of production consumption are carried out in required quantities and in right time in order to minimize inventory costs. This concept originated in the USA, but its widespread use began in the 60s after a successful implementation by Toyota Motors. As a result of applying the concept, the specified company reduced the time of the main logistics cycle for the delivery of new cars to one month, while the delivery cycle for American cars was 6-9 months. In addition, the implementation of the concept allowed for a significant reduction in inventories of work in progress and finished goods, which led to a significant reduction in production costs.

The Just-in-Time concept is based on the idea of ​​synchronizing delivery processes material resources with the needs for them, that is, on the coordination of the processes of supply, production and marketing. It allows you to adapt production to changes that are caused by failures in production lines, fluctuations in demand for manufactured products in the market. Ultimately, the implementation of the ideas of the concept ensures the rhythm of production and the improvement of the quality of finished products. The introduction of the Just-in-Time system has changed traditional approach to inventory management.

Logistics systems that use the Just-in-Time concept are "pull (pull) systems". These are such production organization systems in which parts and semi-finished products are fed to the next technological operation from the previous one as needed, that is, without a rigid schedule. One such system is the KANBAN system, which is the first practical implementation of "pull micrologistics systems".

When organizing mass production processing (or assembly) of the product is carried out in stages. The machine operator transfers to the neighbor assembler exactly as many parts as are necessary to assemble the next node, and he does it exactly at the time, just at the moment when this part needs to be attached to the node. Receiving parts in small batches, the second worker can immediately detect a marriage, if it is allowed. The assembler is interested in fulfilling the norm, and idle time does not suit him. The machine operator will make every effort to find the cause of the marriage and eliminate it. That is, each subsequent stage "pulls" the manufactured product from the previous section as needed. At the same time, the manufacturing shop is rigidly connected by a specific order with the consumer shop. The production schedule is formed on the basis of the circulation of special cards (in Japanese it means "kanban"). The card contains information about the movement of a particular product. It is the movement of kanban cards that forms the production schedule.

This system operates not only within the team, but also between teams, between shops, and finally between enterprises and shops. The idea is simple: produce materials by the time the parts are made, parts by the time the finished product is assembled, produce the finished product by the time it is sold. And the work at all stages is determined by the "kanban" descending along the chain from the seller to the manufacturers. This is how high quality and low production cost.

Despite the simplicity of the idea of ​​such production and its clear advantages, until recently it was inaccessible to the majority. The main reasons are the difficulty of providing two obvious necessary conditions such production:

The accuracy and consistency of the supply of everything necessary for production is required, so to speak, in time and space (at the right time, in the right place), a fail-safe self-adjusting mechanism for such supplies is required;

All supplied production components must be defect-free, otherwise this entire synchronous system is instantly destroyed.

This leads to the conclusion that Just-in-Time production is only possible when the problem of quality assurance is solved. Quality is the first stage in organizing a system, without which it will not be productive or effective.

Quality specialists stress the importance of the following main activities:

Compact business. According to Japanese managers, the number of such a unit should not exceed 300 people. A "concentrated factory" produces one or more similar products. Limiting the number and range creates a sense of community and facilitates management. Any productivity improvement based on employee enthusiasm is a net gain. Facilitation of management gives savings on the administrative apparatus. This reduces costs and reduces the time required to solve a particular problem;

Combination of professions. It is necessary to prepare workers for the maintenance of several types of equipment. This allows you to quickly find a replacement for the absent, organize the rotation of personnel, avoid the monotony of work and create the conditions necessary for the introduction of group technology;

Creation of integrated teams. The training program should include training in teamwork;

Reducing equipment changeover time. Time spent waiting for service technicians and changeovers industrial equipment, is the downtime of both equipment and production personnel, that is, production costs. The downtime associated with the changeover of equipment, of course, must be compensated by a pre-created stock of products manufactured on the equipment being changed. How less time changeovers, the smaller the required stock. In Japanese industry, the workers themselves reconfigure the equipment, the corresponding procedures are carefully practiced and brought to perfection;

Complex technology. Integrated technology involves the installation various kinds equipment on one production site to speed up the production process and create better conditions labor. In a complex technological line, it is easy to realize the advantages of combining working professions; the results of labor that are clearly manifested in such areas cause a feeling of job satisfaction and serve as an additional motivator of labor;

Supply of parts in minimum quantities. To implement the "Just in Time" concept, it is necessary to exactly match the volume of supplies of component parts to all workplaces. In the desired limit, one component part should be supplied for one manufactured final product. If it is necessary to move to another site, semi-finished products are placed in a special shipping container to prevent breakage and ease of transportation;

Kanban control card system. For the successful functioning of production according to the Just-in-Time system, there must be a system for controlling the movement of components. An effective example can serve as a system with two accompanying cards "kanban": production and shipping. The accompanying kanban tag contains all the necessary information: the number of the component part, its description, the number of elements in the shipping container, the container number, the place of manufacture of the elements, etc.

Kanban is a manual system managed by the workers themselves. The fact of responsibility of workers for the functioning of such a production management system is especially emphasized.

Do not overload production capacity.

In the Just-in-Time system, workers have additional responsibilities for production management, readjustment and current repair of technological equipment, quality control of their products, correction of defects, etc. All this must be taken into account when planning and determining the production capacity of the enterprise. It is considered categorically unacceptable to exceed the level of loading of personnel and equipment, which, it turns out, requires a new level of managerial consciousness.

Establishment and maintenance of coordinated and rhythmic work with a uniform volume of production over the period.

The entire production process must be carried out at a normal internally agreed pace. No one should be ahead of or behind him. In the Just-in-time production system, each operation ends strictly on time, since there are no intra-production stocks that would smooth out rhythm failures. The maximum in-house inventory is determined by the number of kanbans and container capacity. Usually these reserves are enough for an hour of work, but this value can be changed in the process of improving the system.

To solve the problem of ensuring rhythm, it is required:

Reduce to a minimum the time of preparatory and final operations of the process;

Post production equipment so as to minimize the path of movement of blanks and picking between operations;

Agree on the time standards for the execution of each operation so as to ensure the continuity of the process;

Ensure the supply of process components of guaranteed quality from suppliers in strict accordance with the delivery schedule.

3) Continuous quality improvement system based on the principle of "KAIZEN".

Japanese firms were the first to move from isolated quality improvement methods to continuous product and process improvement (CPM) based on the KAIZEN principle. Unlike methods of improving product quality that were generally accepted until the 90s of the last century, which provide for one-time, significant innovative investments, the KAIZEN principle is based on the continuous and gradual accumulation of small improvements made by all employees of the enterprise, including top management and managers at all levels of the company. While significant innovation often requires huge investments and special technology, the KAIZEN principle requires, as a rule, only "a certain amount of common sense and the ability to skilled work - that is, what everyone is able to do" .

AT this method great importance is attached to the participation of all employees. The reason is that the Kaizen approach is based on trust in the natural aspirations and abilities of each person. This approach allows employees to independently develop and implement improvements without fear of being reprimanded from above. The SNUPP system, based on the KAIZEN principle, is aimed at achieving the following goals:

Development and activation of the organizational structure,

Development of potential abilities, improvement of employees' performance,

Obtaining useful results - tangible and intangible.

The goals formulated above correspond to three stages of practical activity:

Encouraging company employees to participate,

Enabling employees to develop their creativity and develop proposals,

Obtaining a beneficial effect from the implementation of proposals.

In accordance with the goals set, Kaizen proposals should be aimed at increasing the profitability of the firm. Since there are only two ways to increase profits, the proposals made can be classified into two target areas: ideas that increase turnover and ideas that help reduce costs. A firm can operate at low cost if production operates without defects, overloads, unnecessary material costs, interruptions, etc. This category can include all proposals aimed at intensifying processes, that is, increasing labor productivity, as well as improving the quality of processes. Continuous improvements to increase turnover include suggestions to improve the service, enhance advertising, improve the quality of marketing, etc.

Most strong point of the SNUPP system is an exceptionally clear and prompt response of the relevant divisions of the company to Kaizen proposals, including those for the payment of monetary rewards. This aspect of the matter is essential to maintaining a continuous flow of proposals.

Consider the characteristics of Kaizen cycles. The system of proposals based on the Kaizen approach forms a closed cycle of four main components (Fig. 1.6).

In this case, it is necessary:

Motivate your employees to participate in solving problems and at the same time not forget about their daily duties;

Motivate employees to fix their proposals on paper;

Check and evaluate proposals, provide employees with the necessary assistance;

Provide recognition and material rewards for materials.

Figure 1.6 - Kaizen activity cycle

With the uninterrupted implementation of this cycle, sentences smoothly move from one to another. Each idea leads to the next idea, and the improvements achieved are covered by further improvements. The initiative of the creative activity of the workers is necessary.

Methods of influencing activity on proposals can be divided into two categories: the push strategy and the pull strategy. Nudge strategies include, for example, methods that increase employee motivation. Among them there are soft and hard methods. Various kinds of propaganda campaigns and events can be attributed to soft methods of stimulating activity. Newer means may be various kinds of video materials.

The pull-up strategy mainly includes incentive methods, in the vast majority - cash rewards. Other important elements of the pull-up strategy are verification and evaluation, instructions from superiors, and assistance in the practical implementation of proposals. Unlike typical schemes for considering employee proposals, which provide for centralized verification, the Kaizen approach practices the collection and verification of proposals at the place of their occurrence, which is very logical and sensible, since the head of the department or foremen who know better than others the work that subordinates are doing is likely to and will give the most accurate assessment of the proposals. Consideration and evaluation of proposals should be carried out quickly. If a worker, as a result of the creative tension of the mind, has found a way to solve a problem, then he wants to find out as soon as possible how correct his solution is. This state is caused by the creative "itch". Therefore, sentences with small economic effect, whose proportion is usually larger, are considered first. Proposals with a significant economic effect are considered longer, as they undergo expert examination. Employees who are familiar with this review process rarely complain about delayed responses.

The fairness of the evaluation of proposals is one of the most important factors in the effectiveness of the NIBP system. Even with large amounts of remuneration, if the criteria for evaluating proposals are complex or incomprehensible, the verification is carried out for a long time, the announcement of the results is delayed, and the creative activity of employees is low. Each company develops its own methodology for evaluating proposals depending on traditions, the state of the business, the qualifications of personnel, etc. But at the same time, the main criteria for evaluating proposals are practically the same: efficiency (profitability, cost reduction), novelty (originality), feasibility (technical , organizational, economic). Each of the criteria has a significance range (usually from 0 to 40 points). The sum of points for all criteria determines the amount of remuneration. The evaluation stage of proposals cannot be underestimated, the expectations of the results of which are of exceptional importance. psychological impact on the worker.

4) 20 Keys to Business Improvement (Practical Agenda for Revolutionary Enterprise Transformation (PRERP)).

AT industrial areas constantly exposed to serious shocks, revolutionary transformations are aimed at increasing the productivity and efficiency of enterprises, serving as the main means of ensuring stable and continuous development. As part of the PDP, each enterprise must regularly set appropriate goals for itself and persevere to achieve them.

In general, improving the quality of products at the present stage makes it possible to increase the competitiveness of the Russian economy on the basis of improving the quality parameters of domestic products. The problem of improving the quality of manufactured products in Russia is currently the most acute. This problem is especially relevant in the context of Russia's forthcoming entry into the WTO. At the same time, quality issues are relevant for absolutely all goods and services. This is especially evident in the transition to market economy, during which the quality of products not only does not improve, but, on the contrary, deteriorates. In such a situation, domestic products may lose their competitiveness and subsequently be replaced by higher quality foreign products. In such a situation, organizations of any form of ownership that do not pay attention to quality issues will simply be ruined. Often, the technology of domestic production, the technical level of capital equipment, is much lower than in developed countries. But even if the modernization of production is carried out quickly enough, new technologies are created, it will be possible to justify these investment costs only through the production of competitive products or services that are in demand by the consumer.

At the same time, Russia's forced accession to the WTO may harm the Russian economy. There is a possibility that after joining the WTO, domestic enterprises will lose their competitiveness. Given the insufficiently high effective demand for certain types of products on domestic market, this may have a negative impact on all parameters and general trends in the development of the complex.

The government actively advocates that the Russian Federation become a member of the WTO, since the economy cannot develop being isolated from the processes of world trade, from international competition, in conditions of low labor costs, low energy prices, and a reduction in the tax burden.

An important point is that without WTO membership, Russia is isolated from participation in the development of new norms international trade and her interests are completely ignored. An important element of today's stage of the negotiation process is the agreement on the terms of membership in this organization. Meanwhile, a number of experts in various sectors of the economy are in favor of a longer process of opening the domestic market for the products of Western companies, explaining their position by the fact that an accelerated entry into the WTO could harm the Russian economy. Russia's accession to the WTO as a whole meets the long-term interests of the country's development, they believe that it is necessary to develop measures to protect the products of Russian manufacturers in the domestic market for a longer period than proposed by the Government of the Russian Federation.

There are several reasons for this. Firstly, this is export, since the main export items are products of a shallow processing of raw materials. The inefficient export nomenclature is determined by the demand for cheap Russian products of a shallow processing of raw materials on the part of developed countries, which focus their own production on the production of goods with high added value. This demand will continue in the future, regardless of whether our country is a member of the WTO or not. Russian products with a high degree of processing of raw materials are less competitive in the world market: they are inferior in quality and price due to the backwardness of technology, high consumption rates of energy and raw materials, poorly developed infrastructure, etc.

Liberalization of the foreign trade regime due to Russia's accession to the WTO in the conditions of low competitiveness of Russian products may lead to the displacement of domestic producers from their own market by foreign suppliers. The narrowing of the sales market will lead to a decrease in the degree of capacity utilization, which will reduce profitability and further increase the gap between prices for Russian and imported products.

To prevent this, you need to increase the initial level customs tariff and increase the duration of the transition period for the most competitively sensitive products (iodine, calcium carbide, certain types plastics and resins, tires, paints and varnishes). As for products purchased due to the lack of own capacities, it is necessary to establish minimum initial levels of customs tariff bonds, as well as to achieve the maximum degree of protection for Russian producers.

Moreover, in conditions where export potential RF is almost exhausted, the most important task is to maintain the achieved level of foreign exchange earnings. The solution to this problem will depend not on membership in the WTO, but on the price competitiveness of domestic products, which, in turn, will be determined mainly by the growth rates of prices for products and services of natural monopolies. Experts believe that the reduction of import tariffs will exacerbate the problem of low price competitiveness of domestic products, which, given the rising cost of energy resources and the lack of funds for the modernization of production, may lead to further displacement Russian goods foreign analogues to the detriment domestic producers. Thus, when setting levels of binding import tariffs, defend a differentiated approach. At the same time, it is not the degree of processing of raw materials that should be taken as a basis, but such factors as: the importance of the product in ensuring economic and defense security; Availability own productions capable of meeting the demand for competitive products; limited technical and economic conditions for increasing competitiveness.

In general, the effective integration of Russian enterprises into the international division of labor is impossible without stable quality and, on this basis, ensuring the competitiveness of domestic products.

The high level of quality of Russian goods can be a condition for the country's entry into the world market, accession to the European Union and the World trade organization(General Agreement on Tariffs and Trade). And only when doing Russian manufacturers world market requirements for product quality will allow them to become equal partners in international trade.

Most developed countries have achieved a high level of quality of life due to the heightened attention to this problem by their governments, leaders and employees of organizations. For example, Japan and Germany, which found themselves in a crisis situation in the post-war years and, thanks to their attention to quality and the improvement of management methods, managed to overcome severe consequences, ensure the revival of the economy and take their rightful place in the world economic system. It must be remembered that it is the quality of work, products and services that is one of the most effective means of overcoming the crisis, which is called upon to play the role of a determining factor in the success of the ongoing market reforms. A high level of product quality can ensure the competitiveness of Russian goods in the markets, and, consequently, lead to economic stabilization.