Control questions and tasks. Quality management: methods, tools, tips for building a system Three levels of quality systems in modern organizations

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What is a quality management system

Modern quality management systems

Quality management system (quality management system - QMS) is a set of organizational structure, processes, resources, methods of process implementation necessary for general quality management. The modern quality management system was developed by Shewhart and Deming et al. To date, 3 levels of quality management systems have developed:

1. Quality management system - TQM - total quality management - modern quality management system

2. ISO 9000:2008 compliant system

3. Quality management system that meets national criteria, awards, quality diplomas (HACCP - program: risk analysis and critical control points)

Total quality management is a fundamentally new approach to the management of any organization focused on quality, based on the participation of all its members, aimed at achieving long-term success through customer satisfaction and benefits for both the employees of the organization and society as a whole. The main objectives of the quality management system are:

Orientation of entrepreneurs or merchants to meet current or potential consumer needs

Elevating quality as an entrepreneurial goal

Optimum use of all resources of the organization

The main idea of ​​TQM is that the enterprise should work not only on the quality of the product, but also on the quality of the organization as a whole, including the work of the personnel, the constant simultaneous improvement of these 3 components (products, organization, personnel) allows you to achieve faster and effective development business. TQM covers 4 areas:

1. Product quality level

2. Staff satisfaction

3. Customer Satisfaction

4. Financial results

The basic philosophy of TQM is based on the principle: there is no limit to improvement (continuous quality improvement). Perfection has no limits.

Basic principles:

1. Consumer Orientation. In the system of general quality management means that the quality of products is evaluated only by the consumer and therefore should be made dependent on his needs and wishes. Any process to meet the needs must harmoniously take into account both the interests of society and the interests of the people and each individual. The focus on the consumer means not only his leading role in the system, but also the receipt of reliable information about the needs and wishes of the consumer. Therefore, there is a need for contact personnel, on which not only the reliability of the information received from the consumer depends, but also the company's image in the eyes of the consumer. Satisfaction of the consumer in the market conditions is the paramount task of any organization, regardless of its form of ownership and size. At the same time, for an organization operating in a TQM environment, this does not mean meeting the needs of only external consumers. Each employee of the organization is its own customer, which is called internal customers and their needs, in accordance with the requirements of doing a job well, must also be satisfied. Basic concept of TQM: in order to be able to satisfy external consumers ( external quality), it is necessary to satisfy domestic consumers, thereby avoiding a low level internal quality.

2. The dominant role of leadership. The head of the organization must create such a moral and psychological climate in which employees will be maximally involved in the process of achieving their goals. The manager must take into account the requirements of consumers and is obliged to organize the optimal operation of the system to achieve the goals.

3. Involvement of all employees in the work to improve quality management. All personnel, from senior management to the rank and file employee, should be involved in quality management activities. In the concept of TQM, the personnel is considered as the main resource of the organization, which must create all conditions for the maximum use of its creative potential. The success of continuous quality improvement can only be ensured if the management of the company provides the opportunity for each employee to participate in quality improvement work, and this participation is rewarded accordingly. At the same time, everyone who has achieved good results using all sorts of ways will feel professional pride in his work, and this stimulates his active participation in his work in the company. In organizations that work in TQM conditions, the employee is the consumer, the organization is the supplier. Also, these organizations are not companies of intensive physical labor, but are companies of intensive mental labor based on the intellectual abilities of the workers. TQM considers employees not as a labor force, but as the intellectual potential of the company, in which it is interested both in the external consumer and helps the company develop, and is paid by the company for the intellectual potential given to it.

4. Process approach. A process is a set of interrelated resources and activities in which inputs and outputs are transformed (ISO 9000)

Control

Input Process Output

Staff, equipment, facilities…

For the process to proceed normally, the following condition is necessary:

1. The volume of input flows must be sufficient for its implementation and their quality meets the established requirements

2. Personnel must be trained in the implementation of processes. Motivated to do quality work

3. The equipment is in good condition and their characteristics meet the requirements of the process

4. All external conditions for the implementation of the process are met

5. System approach to quality management. The efficiency of an organization can be improved by creating and managing a system of interrelated processes, i.e. the organization should strive to unite units associated with the creation of products or services.

6 . Continuous improvement. Improvement in quality can be of 2 types: large and a series of small, but permanent. Major improvements require a radical reorganization of processes and require large investments. With small improvements, the effect is very small, but a large series of such permanent improvements gives an effect commensurate with the first type, but with much less investment.

7. Fact-based decision making. The main requirement of total quality management: all decisions made should be based only on the factor, and not on intuition and personal experience decision maker. The main cause of failure is imperfect work and lack of knowledge in decision making.

8. Mutually beneficial relationships with suppliers. Involving all suppliers in quality improvement is prerequisite successful work companies. Today's trend is to reduce the number of suppliers. The main task when working with suppliers is joint participation and interest in the continuous improvement of the quality of the final product, responsibility and confidence in the quality of the material or goods supplied by the supplier.

Skilled use of TQM methodology provides an organization with a huge advantage.

The main goal of quality systems built on the basis of ISO 9000 standards is to ensure the quality of products required by the customer, and to provide him with evidence of the company's ability to provide this product quality. ISO 9000 standards are not a product quality standard. They set standard requirements for a quality system. The ISO 9000 series standards have accumulated almost all the achievements in the field of quality management. In accordance with these standards, the company draws up the documents "Quality Policy", i.e. directly the quality system, which includes: ensuring, improving and managing product quality. "Quality policy" can be formulated as the principle of the enterprise or the long-term goal of the enterprise and includes:

1. Improving the economic situation of the enterprise

2. Expanding the conquest of new markets

3. Achieving a technical level of products that exceeds the level of leading firms and enterprises

4. Focus on customer satisfaction

5. Improving the most important indicators of product quality

6. Reducing the level of defective products

7. Extended product warranties

8. Service development

The modern approach to quality management is aimed at continuous improvement of processes and work results in all departments of the enterprise. Distinctive elements of this approach are the focus on managing and controlling the quality of processes, and preventing the possibility of defects. Full assignment of responsibility for the quality of the results of labor to the performers, the active use of the human factor, the development of the creative potential of employees through labor motivation. The most important element of quality management is a detailed study and analysis of emerging problems of quality assurance at all stages life cycle products ("quality loop").

The concept of "quality loop" is central to the organization of all activities of the organization for quality, which work on the basis of ISO 9000 series standards. The "quality loop" consists of 11 stages:

Ignoring or insufficient attention to quality at any of these stages of the loop leads to a loss of competitiveness of products and the enterprise as a whole.

Basic functional elements of quality management.

1. Quality planning - provides for the definition of goals and requirements for quality, as well as the choice of a quality system model in the enterprise. Planning includes: quality assessment taking into account the requirements of buyers. Formulation of goals and regulatory requirements for required quality of manufactured products, as well as the development of a quality program.

2. Quality management is all activities and methods of an operational nature aimed at meeting quality requirements. Quality management provides for quality control, identification of deviations and development of measures to eliminate them, and prevention of repeated deviations.

3. Quality assurance - covers and includes all activities within the quality system in the enterprise, which is carried out to create and maintain sufficient confidence both within the enterprise and in the external environment that the products / services, as well as all technological processes, satisfy all formulated quality requirements. The main purpose of quality assurance procedures is to timely prevent the occurrence of possible deviations and defects from established requirements

4. Quality improvement is an enterprise activity that includes all types of specific actions that directly affect and contribute to improving efficiency and effectiveness in order to increase benefits for both the enterprise and customers. This activity is aimed at continuously improving the quality of products and all activities of the enterprise in order to obtain results that are better than those achieved, and ultimately benefit consumers and the enterprise, its employees, and society as a whole.

The main feature of this model is that quality management activities begin with marketing, having passed all the stages of the life cycle program, it will lead to a new cycle of work, also starting with marketing, but taking into account new changes and market requirements.

Differences between TQM and ISO 9000

	TQM	ISO 9000
Short description	Achievement strategy competitive advantage by introducing a culture of continuous quality improvement	A set of rules, compliance with which guarantees the delivery of goods to the consumer with the declared quality level
Accent	People's attitude towards work	Compliance with standards
Target	Continuous quality improvement, i.e. the level of quality achieved is never sufficient	Obtaining a certificate
culture	Indication of the reasons for the poor quality of products, valuable suggestions for improving the quality are expected from workers at all levels	Each worker has clearly stated descriptions of work procedures and strictly follows them.
Consumer Orientation	Orientation to a specific consumer	No need to target a specific consumer
Employee Engagement	Involvement of all employees is essential	The involvement of all employees is not necessary, only the management of enterprises is needed
A responsibility	Every worker is responsible for quality	Responsibility for quality is documented and can be assigned to the unit as a whole or only to the quality department.

Hazard Analysis and Critical Control Points Program (HACCP).

This program was first introduced in the American space industry. With its help, the quality and safety of food for astronauts was controlled. Since the mid-80s, it has moved to the ground. The quality of products must be controlled not at the stage of its release, but to manage the level of safety at all stages of the life cycle. The essence of the program lies in 7 stages of control and analysis:

1. Risk analysis, i.e. identification of potential hazards that may occur during the manufacture, storage or consumption of products (microbiological, chemical, physical and radiation hazards). In this context, risk analysis refers to expert review the probability of occurrence of these hazards (risks) and comparing them with the minimum level of risk, starting from which these hazards are subject to consideration.

2. Identification of critical control points - this is the definition of technological operations at which the identified types of hazards can be detected and taken under control or neutralized.

3. Establishment of critical limits - the establishment of maximum permissible levels or parameters for each type of hazard.

4. Establishment of a monitoring procedure - establishment of control and accounting procedures, constant monitoring of potentially dangerous operations.

5. Development of corrective actions, i.e. determination of measures to be taken in case of exceeding critical limits.

6. Storage and execution of documents, i.e. All procedures are documented and stored for a certain period of time.

7. Performance evaluation, i.e. verification of the effectiveness of the HACCP program and evaluation of its impact on product safety

The main reason for the widespread use of the HACCP system is the ability to manage safety food products and prevention of food poisoning.

Advantages:

Increased confidence in product safety

All HACCP methods are used at all stages of the life cycle

Promoting favorable trade opportunities

Use of documented objective evidence in process management

· Evidence of compliance of processes and products with certificates and regulations, i.e. legislation

Prevention of errors that can harm the company

This manual contains all the necessary questions in a short form, which will allow you to quickly and successfully prepare for the exam or test in the discipline "Quality Management". The textbook was developed on the basis of the national educational standard and is intended for students of economic specialties.

19. SUBSYSTEMS OF THE MECHANISM OF PRODUCT QUALITY MANAGEMENT

To characterize the mechanism of product quality management, it is rational to apply the well-known methodological approach to the structuring of complex economic systems, which assumes the allocation in the system of this mechanism of a group of aggregate, special and supporting subsystems.

Cumulative (general) subsystems product quality management mechanism - subsystems for forecasting and planning the technical level and product quality, regulating product quality in the process production activities, quality control of products, accounting and analysis of changes in the level of quality, incentives and responsibility for quality.

Special subsystems product quality management mechanism - subsystems of standardization, product testing, prevention of defects in the process of production activities, attestation and certification.

Supporting subsystems product quality management mechanism - a subsystem of legal, informational, material and technical, personnel, organizational, metrological, financial and technological support for product quality management.

The hierarchy of the product quality management system means the probability of ranking, streamlining the division of the system into components, subsystems and elements. Each system can be represented as a collection of subsystems.

Subsystem- a part of the system that has systemic qualities, but does not have the isolation characteristic of independent systems. Each system can be analyzed as a subsystem of a higher order system.

The systematic approach involves the identification of a set of elements as a system, i.e., the object or subject of research must be recognized (established as a system). It must be separated from environment by defining interdependence with it. The system approach also includes modeling, which is a physical (objective, model or analog) image of the system or a formalized theoretical image using all kinds of sign systems.

In the structure of an enterprise (organization), the following are distinguished: a subsystem of technology, a subsystem human resources and control subsystem.

In the case when the firm is considered not only as a form of device social production, but also as a form of socially specialized activity of society, production, finance, personnel, management, and research are usually distinguished as functional subsystems. The allocation of functional subsystems is the basis for the organization of horizontal links in the production system of the company.

The functional approach in the company's production system distinguishes the main production subsystem, the auxiliary production subsystem and the service subsystem.

The integrity of the structural and functional approach expressed in the fact that in each of these subsystems there is a selection of individual production links.

Thus, the object of production is not the organization in its entirety, but its production system, covering the main and auxiliary production, as well as its maintenance.

A systemic representation of an object and an analysis of an enterprise as a process involves increasing a number of tasks for organizing production by including the following among them: providing elements of production (raw materials, resources, equipment, labor, etc.), improving the material and technical base of production and the quality of manufactured goods, ensuring the timely sale of manufactured products. These tasks can also be considered in the context of the functional subsystems of production. They are the basis for the formation of a system of organization of production at the enterprise.

You will learn:

• Why is quality management necessary?
• What is a quality management system.
• How to implement an ISO quality management system in an enterprise.
• What are the methods of quality management.

The product quality management system must be present in the enterprise to improve products and services. In addition, it controls the compliance of the goods with state and international standards.

Particular attention within the framework of quality management is given to the moments that allow satisfying the needs of customers and ensuring the necessary level of safety.

Why Quality Management is Necessary

Quality management is the activity of managers and employees of the enterprise, aimed at continuous improvement of product quality. At the same time, it can be carried out not only by top management, but also by ordinary personnel.

Product quality management should be present in any organization, because it is this system that allows you to formulate the goals and objectives of the enterprise, and also provides the conditions necessary for production and resources that contribute to the production of products that meet established standards.

The quality management system at the enterprise should function at all stages of the product life cycle, starting from the idea and drawing up project documentation. After the product is put into operation, the collection of information continues already in order to make the next batch of products more perfect.

The object of quality management is production, the subjects are the heads of the enterprise (not only top managers, but also heads of departments).

Main Functions of Quality Management

• planning;
• organization;
• coordination;
• motivation;
• control.

The quality management process in different organizations carried out in their own way. However, there is a generally accepted scheme that defines the main actions of managers at different levels.

Quality management and management form a certain hierarchical system. For example, a senior manager must interact comprehensively with external environment, that is, to respond in a timely manner to any changes in the standards, as well as to follow the innovations in the legislation governing this issue. In addition, he is obliged to develop a policy and determine an action plan that will be aimed at improving products.

The middle manager must follow the instructions of the senior management regarding the observance of quality standards. It is the chiefs of this level who directly control the entire production process. That is, top management determines the strategy, and middle managers build short-term action algorithms based on it. Thus, a multi-level quality management system is formed.

Such quality management of work has certain characteristics.

• a strategy aimed at improving products is reflected in managers at all levels;
• motivating employees to achieve High Quality goods;
• the production process is flexible in order to quickly adapt to changing standards and customer needs;
• release is carried out in accordance with international criteria;
• the quality management system complies with modern approaches and theories;
• All products must be certified.

Modern quality management sets many tasks for manufacturers, the implementation of which ensures its proper level. Although following international standards is a voluntary initiative, an increasing number of firms are joining it in order to strengthen their position in the market. The objectives of quality management can be described as follows:

• improving the level of quality, as well as ensuring product safety;
• improvement of the production process in order to achieve the highest economic results;
• creation positive image in the market, which will significantly increase sales;
• obtaining a significant advantage over competitors;
• attraction of investments;
• entering new markets;
• in case of following international standards - export of products abroad.

Each head of the company must be aware that ensuring a high level of quality is necessary not only for the end consumer, but also for the enterprise itself. For what? Competent organization of quality management, as well as adherence to all national and international standards, open up new markets for products, therefore, allow achieving the maximum profit.

Quality management is accompanied by a number of problems

Among them are the following:

• combining marketing activities with full compliance with all principles and quality standards;
• despite the economic interests of the enterprise, the entire quality assurance system must take into account the requirements and requests of the consumer;
• continuous quality control at all stages of the production process;
• lack of qualified personnel, sufficiently aware of the latest standards.

How to implement an ISO quality management system in an enterprise

Each company has its own quality standards. bring them into single system and control over execution is not an easy task.

How to competently build a quality management system at the enterprise according to ISO standards, the editors of the magazine " CEO» on the examples of companies.

What is a quality management system

The quality management system is divided into five stages.

• The decision on what to produce and the fulfillment of the necessary technical conditions. For example, to produce a car of any brand, you must first determine for whom it will be produced (in the interests of mass consumption or a small segment of the audience, for example, very wealthy people).
• At the second stage, readiness for production is checked and responsibility is distributed.
• Direct production of goods or provision of services.
• Elimination of defects and shortcomings, organization feedback to ensure change control and avoid defects in the future.
• Drawing up quality plans.

All the stages described can be successfully carried out only by combining the efforts of the company's management bodies and all its departments. This interaction is the quality management system.

It is aimed at performing certain functions.

• Strategic, tactical and operational management.
• Decision making, analysis and accounting, as well as control.
• Special and general functions for all stages of the product life cycle.
• Management of scientific, technical, industrial, economic and social factors and conditions.

Key principles of quality management

The concept of "quality management" is directly related to William Edwards Deming, it is he who is considered the founder of the theory of this system. His name is associated with the economic recovery of Japan after World War II, where to this day the merits of Deming, gifted by the emperor himself, are valued. Nowadays, there is an award for achievements in the management of the quality of services and goods - a silver medal with a Deming profile. Here are the main principles of the "father" of the theory of quality management:

• The presence of a constant goal of quality management is the systematic improvement of products and services. It is necessary to set such a task before oneself and be firm in achieving it. At the same time, try to allocate your resources to achieve long-term goals, and not just make quick profits. Only in this situation will your company be competitive.
• The presence of a new philosophy of quality. Do not live with the usual level of defects and errors, try to eliminate defects in work and transform the Western style of management.
• Eliminate the dependence on mass control, eliminate the need for quality checks, and simply “build” it into products. Demand statistical evidence of "built-in" quality both during production and in purchasing functions.
• Refuse to purchase at too low prices, stick to the price-quality ratio. Look for long-term partners and build trusting relationships with a supplier of one type of raw material / component. In this case, your goal is to minimize the overall costs, and not just the initial ones.
• Try to improve every process every day. Continually look for problems and fix them, increase productivity and thereby reduce costs. The main task of management is to continuously improve the system.
• Practice modern approaches to training and retraining of personnel. This will maximize the use of the capabilities of each employee, and the company as a whole in a timely manner to respond to constant changes in the business.
• Try to establish leadership so that managers of different levels are responsible not only for quantitative indicators, but also for qualitative ones. Managers must be able to ensure that immediate action is taken to eliminate defects and shortcomings. It is important to understand that as quality improves, so does productivity.
• Eradicate fears in the organization, try to eliminate the hostile attitude within the company. After all, if an employee is afraid of his leadership, he will try to avoid communication with him and hide, which means that there can be no question of full return.
• Get rid of barriers between departments and divisions. All employees should see themselves as members of the same team. Despite the fact that many companies today are formed according to the principle of functionality (sales department, purchasing department, marketing department, and so on), their representatives must interact regularly and freely with each other.
• Eliminate empty slogans and campaign posters calling for work without marriage that do not contain practical advice, except for a hostile attitude on the part of the team, you will not achieve anything. Moreover, for the most part, the low quality of products is caused by the production system itself, and not by the individual work of ordinary employees.
• Eliminate numerical regulations and standards that set arbitrary norms and quantitative targets. Instead, try to provide employees with feedback from senior management in the form of help and advice. This will help maintain continuous improvement in quality and performance.
• Give each employee the opportunity to be proud of their work. To do this, eliminate annual appraisals and performance appraisals, as well as management by objectives (KPI) methods. Notice again the shift in emphasis from quantitative to qualitative.
• Encourage learning, support self-education and improvement of employees. It is important to understand that the company needs not just people, but competitive employees who constantly gain new knowledge.
• Clearly communicate management's strong commitment to continuous improvement and productivity. Try to observe all of the above principles, organize a structure that will give impetus to carry out all the necessary actions. Don't talk about your intentions, but act.

Organization of quality management in the company: main stages

It takes approximately 8 to 16 months to develop a quality management system project in accordance with ISO standards. ISO 9001:2000 is the basis, but it only defines what needs to be implemented, it does not show how it should be done.

It is thanks to this standard that a company can choose the way to meet the requirements that suits it. This condition looks like a positive one, since the control system can be built taking into account individual characteristics enterprises. However, there is another side to the coin - overly general standard requirements. In this regard, often companies cannot understand the standard themselves and they have to resort to the help of external consultants.

In order to create a well-functioning quality system, first of all, a management subsystem must be implemented, which will be based on a certain documentation set. The documents included in it regulate the main working aspects, especially those that have a strong impact on product quality. The organization of quality management includes the following steps:

Stage 1. Analysis of the quality system at the enterprise. In order to determine required amount temporary and material resources necessary to create quality management, an analysis of the system that exists at the moment should be carried out. It is thanks to this assessment that it will then be possible to develop a plan, outline the goals of the work and draw up a schedule that will reflect the timing of the preparation of the necessary documents and the implementation of the system itself. It is important to clearly delineate responsibilities at this stage.

Stage 2. Training in the field of quality management. The success of the system and the company as a whole directly depends on the qualifications of employees. It is extremely important to pay due attention to the training of employees in the field of quality management.

Stage 3. System design. At this stage, you need to create Required documents in accordance with the norms of the ISO 9001:2000 standard, and also describe "as it should be." The volume and quantity of documentation depends on the scale of the organization, the complexity of internal processes, as well as on the scope of activities and the level of competence of employees.

Stage 4. Implementation of the system. When all the documents are ready, you need to start implementing the system. Particular attention should be paid to the organization of the work of employees in accordance with the new standards. A team of auditors should be formed within the company, who will be trained in quality management at the proper level.

Stage 5. Consulting audit. This stage is a check of employees and the system itself. With the help of an audit, it is assessed to what extent the personnel understand the basic principles of work and whether the quality system complies with the norms of the ISO 9001:2000 standard.

Stage 6. Certification procedure. After all the shortcomings are eliminated, you can receive the ISO 9001:2000 certificate. There are different bodies that issue a certificate of this type. The most famous in the world:

• Bureau Veritas Certification (Great Britain).
• Lloyds Register Quality Assurance Ltd (Great Britain).
• Det Norske Veritas (Norway)
• SGS (Switzerland).
• TÜV Cert (Germany).

These organizations are accredited and have the right to certify enterprises in most countries of the world. That is why almost all companies, including those located in the territory Russian Federation want to be certified by any of the above organizations.

In addition, on the territory of the Russian Federation there is GOST R, which was formed by the State Committee for Standardization and Metrology. However, such certificates are valued much less, as they are quoted only on the domestic market.

• How to implement a quality management system in an enterprise

What are the methods of quality management

There is a certain classification of quality management methods:

1.Administrative methods (mandatory). These include:

• norms;
• standards;
• instructions;
• leadership orders.

2. Technological methods (separate and cumulative control not only over the production process, but also over its results). For this, they are used modern facilities engineering, which year by year are becoming more perfect. The most objective results belong to automated devices that can measure and evaluate various parameters without the participation of employees of the organization.

3. Statistical methods (collection of quantitative and qualitative indicators of products). In the future, data taken in different periods are compared to determine the trend (positive or negative). The results of such an analysis can serve as the basis for making a decision to improve the quality management system.

4. Economic methods (estimation of the cost of activities that were carried out to improve the quality of products and analysis financial result after them).

5.Psychological methods (the influence that is exerted on employees and stimulates them to achieve high quality indicators). This takes into account the self-discipline of the work team, and the atmosphere in it, and the individual characteristics of each employee.

For successful actions aimed at improving the qualitative composition of products, it is necessary to synthesize the methods described above and use A complex approach to quality improvement.

• Checking the quality of raw materials: 3 steps that will get rid of bad suppliers

Effective quality management tools

There are certain quality controls. Most effective tools are:

Quality Function Deployment (QFD) Matrices

This matrix involves tracking the "voice of the consumer" in four stages when creating a product:

• product planning (Product Planning);
• product design (Product Designing);
• process planning (Process Planning);
• production planning (Production Planning).

The result of the first stage is the construction of a Product Planning Matrix (PPM), or House of Quality, which includes other special matrices that reflect:

• links between consumer requirements and individual product characteristics with which they can be satisfied;
• correlation between individual product characteristics;
• assessment of competitors in terms of the ability to meet consumer requirements and achieve the necessary product characteristics.

Pareto chart

This tool allows you to determine the most significant factors or conditions in ensuring product quality. This diagram is presented in the form of a bar graph, which is built according to special rule. The essence of the rule is that the Pareto chart is ordered in terms of a quantitative attribute and a distributed sequence of those events that are studied (product defects and their number, the number of production equipment failures, and so on). The main element of the diagram is a cumulative curve, which demonstrates the growth of defects for various reasons (by time intervals, by factors, by samples).

Control cards

The control chart is a tool that allows you to track the entire progress of the ongoing process through measurements of product quality indicators, as well as influence this process through feedback, helping to prevent unwanted deviations from the standard requirements for the product and / or process. There are three types of control charts that are used in different areas:

• control charts Shewhart (W.E. Shewhart, 1924) and similar ones, which can help to assess whether the process is now controlled in terms of statistics;
• acceptance control charts, designed to define process acceptance criteria;
• adaptive control charts to help regulate the process by planning its trend.

The main parameters of the control card:

• central line (CL);
• upper control limit (UCL);
• lower control limit (LCL).

All these indicators form a certain corridor, within which certain fluctuations of the qualitative characteristic, which is measured using the control chart, are permissible. They are also divided on the basis of a feature that determines the quality and depending on the quantity of representation of this feature on the map.

Process Flow Diagram

This tool is a diagram that graphically reflects the process steps, which is very convenient when you need to explore the possibilities for improvement (due to the accumulation of detailed information about the process and its flow). A flowchart allows you to analyze the relationship of processes to each other, which helps to identify potential sources of trouble.

To describe the process using such a diagram, you need:

• determine its start and end point;
• organize supervision from beginning to end;
• identify procedural stages (flows, decisions, actions, their sequence, and so on);
• build a draft flow diagram;
• analyze a draft diagram with employees who took part in the process under study;
• improve the draft version after reviewing it with employees (based on identified shortcomings and amendments);
• check the resulting diagram with the actual process steps;
• reflect on it the place of the process, the name, date of compilation, information about those employees who took part in the compilation of the diagram, as well as other information worthy of attention.

Scatterplot

These are graphs that help determine the correlation between two different factors.

Causal Diagram

Otherwise, this tool is called the Ishikawa diagram (in honor of the author, Professor of the University of Tokyo K. Ishikawa). This diagram allows you to determine the relationship between quality indicators and the factors that affect them. It arranges and clearly demonstrates the relationship between individual factors and the final result.

At the same time, the reasons are “decomposed” into various categories and even subcategories in such a way that the diagram resembles the skeleton of a fish.

Features of this tool when applied (diagramming):

• the central horizontal line reflects the problem;
• categories (main factors) are shown as slanted lines;
• subcategories that define the status of each major factor are described as horizontal to oblique lines;
• private factors are sloping lines to horizontal (primary factors).

Most often, the number of main factors is from four to six. The author himself this method, Professor Ishikawa, takes as a basis five factors - 5M (men, machine, material, method, measuring). Translated into Russian, they are as follows:

• people and their working conditions;
• production equipment;
• materials (objects of labor);
• methods and technologies;
• measurement.

The final scheme looks like the skeleton of a fish: the problem is the “backbone”, its main causes are “big bones”, which are consequences of exposure to less significant factors(factors-causes), while they are a consequence of weakly manifested causes.

• How to improve the quality of manufactured products by mechanizing the welding process

Analysis and evaluation of quality management in the enterprise

Successful implementation is possible if:

• Regulated key activities of the company, as well as in accordance with the documentation system of its real activities.
• Process management, within which the requirements for resources, procedural inputs and outputs, criteria for assessing customer satisfaction and performance, and fixing deviations with the identification of causes and their further elimination are clearly defined.
• Direct participation of senior managers in the processes of planning, analysis and coordination of system performance.
• Improving the performance of processes, in the presence of increased customer satisfaction and product quality.
• The desire of the staff to work (with the proper motivation and the necessary resources).
• Improving the overall performance of the organization.

For formal introduction are characteristic:

• The impossibility of expressing the goals of the enterprise in specific figures, their inconsistency with the overall strategy of the enterprise and the mission of development.
• Lack of understanding of the main criteria, goals and interactions between processes (process monitoring).
• Lack of analysis of customer satisfaction and needs.
• Documentation inconsistency practical activities enterprises.
• The absence of an orderly system of actions aimed at eliminating inconsistencies.
• Use of forms of documents that are not established (reports, plans including).
• Lack of necessary resources for production.
• Lack of a criteria system for evaluating contractors and suppliers.
• Failure to comply with the requirements for the storage of materials.
• Lack of input, acceptance and operational control of goods according to specified criteria.
• Lack of assessment of the organization's needs for improvement qualification level employees.

How to build modern quality management in a company

Tip 1. Quality management should start from the top, not the bottom. If the initiative comes from below, then the system is not taken seriously, and the effect will be only formal.

Tip 2. It is necessary to train all staff and management as well. Often, bosses believe that they have sufficient knowledge to competently manage the company. Still, you need to understand that the thinking of employees still needs to be adjusted, it is necessary to focus on a well-coordinated teamwork and customer loyalty.

Tip 3. Implementation should not be organized using any one internal service enterprises. All personnel without exception should be involved in this process.

Advice 4. It is necessary to correlate the quality management system with the concepts already in force in the company (motivational, strategic management, and so on), since it is necessary to create a single integrated management system.

Tip 5. First, draw up the strategic goals of the organization, they will serve as the basis for identifying tasks individual processes business, including those related to quality issues. If you do not have such guidelines, then simple formal indicators are chosen to achieve the goals, which are not related to the enterprise development strategy.

Tip 6. Make sure that the documents are relevant to the activities of your organization. Of course, the documentation may contain information about the desired state of the enterprise, but to achieve it, you must act, otherwise the state of affairs reflected in the documents may remain just a dream.

Tip 7. If you are planning a quality management system on an ongoing basis, then it is worth organizing a motivation system as well. The source of its funding will be economical effect from improvement activities.

Tip 8. Very often, a company stops making any effort after receiving the necessary certificate. Of course, with such a development of events, there will be no result from the system. To avoid this, it is worth regularly monitoring the activities of the enterprise.

It is important to always keep under control the processes on which the quality of services and goods depends, as well as analyze acceptable service technologies, production and other tools for improving work.

Serious competition has led to developed countries market economy development of quality improvement programs. There was a need to develop objective indicators to assess the ability of firms to produce products with the required quality characteristics. These objective indicators constitute the so-called enterprise quality system.

According to Okrepilov V.V., product quality management at an enterprise is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality. These actions include input, operational, acceptance and inspection controls.

With the development of economic reforms in Russia, more and more attention is paid to quality.

Currently, one of the serious problems for Russian enterprises is the creation of a quality system that allows for the production of competitive products. The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.

The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs. The consumer wants to be sure that the quality of the supplied products will be stable and sustainable.

In the theory and practice of quality management, two problems are identified: product quality and quality management.

Quality assurance is costly. Until recently, the bulk of the cost of quality accounted for physical labor. But today the share of intellectual labor is high.

The problem of quality cannot be solved without the participation of scientists, engineers, managers. There should be a harmonious combination of all components of professional influence on quality.

The importance of product quality lies in the fact that only high-quality products open the export road to solvent Western markets. A big role in ensuring product quality Russian manufacturers and its successful competition in world markets are called to play special competitions.

Various kinds of competitions with the awarding of honorary awards to their winners are widely used in world practice.

The quality system is created to manage the quality of the production of works directly related to product quality (assessment of the quality of development and design of implemented products; incoming materials; control over ensuring the technological accuracy of equipment used in the production of products; control over the quality of performance technological processes, timely detection of marriage, etc.).

The quality system of an enterprise should take into account the characteristics of the enterprise, ensure the minimization of costs for product development and its implementation. The consumer wants to be sure that the quality of the product will be stable and sustainable.

The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.

To help organizations implement and maintain effective quality systems, a number of standards have been developed under the general name ISO 9000.

The International Organization for Standardization defines quality (ISO-8402 standard) as the totality of properties and characteristics of a product or service that gives it the ability to satisfy stated or implied needs. This standard introduced such concepts as "quality assurance", "quality management", "quality spiral". Quality requirements for international level defined by the ISO 9000 series standards. The first edition of the international standards ISO 9000 series came out in the late 1980s and marked the emergence of international standardization to a qualitatively new level. These standards have intruded directly into production processes, management areas and set clear requirements for quality assurance systems. They initiated the certification of quality systems. arose independent direction management - quality management. Currently, scientists and practitioners abroad associate modern methods quality management with the methodology TQM (total quality management) - general (all-encompassing, total) quality management.

The ISO 9000 series standards established a unified globally recognized approach to contractual conditions for assessing quality systems and at the same time regulated the relationship between manufacturers and consumers of products. In other words, ISO standards are a rigid focus on the consumer with strict adherence to the production culture.

To improve the performance of the organization, eight principles of the quality system are defined in the quality standards:

1. Orientation to the consumer.

Businesses depend on their customers and must understand their present and future needs, meet their requirements and strive to exceed their expectations.

2. Leadership of the head.

To ensure the unity of purpose and direction of the organization, the leader must create and maintain internal environment in which employees are fully involved in solving the problems of the organization.

3. Involving employees in the work of the quality system to get the most benefit from their abilities.

4. Process approach.

The desired outcome is all the more effective when activities and resources are managed as a process.

5. System approach to management.

Understanding interconnected processes as a system improves the efficiency of organizations.

6. Continual improvement in the performance of the organization as a whole should be seen as its permanent goal.

7. Decision making based on facts.

8. Mutually beneficial relationships with suppliers.

These eight quality management principles form the basis for quality system standards.

Quality management systems can help organizations improve customer satisfaction.

Consumers need products that meet their needs and expectations. These needs and expectations are usually reflected in product specifications and are generally considered customer requirements. Requirements may be specified by the customer in a contract or defined by the organization itself. In any case, the acceptability of the product is ultimately determined by the consumer. As customer needs and expectations change, organizations are also under pressure from competition and technical progress, they must constantly improve their products and their processes.

A systematic approach to quality management encourages organizations to analyze customer requirements, identify processes that contribute to obtaining products acceptable to customers, and maintain these processes in a controlled state.

The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully comply with the requirements.

Analysis of the works of Akhmin A.M. allows us to conclude that the approach to the development and implementation of a quality management system consists of several stages, including:

a) establishing the needs and expectations of customers and other interested parties;

b) development of the organization's quality policy and objectives;

c) establishing the processes and responsibilities necessary to achieve the quality objectives;

d) establishing and determining the necessary resources and providing them to achieve quality objectives;

g) developing methods to measure the effectiveness and efficiency of each process;

e) applying these measurements to determine the effectiveness and efficiency of each process;

g) determining the means necessary to prevent nonconformities and eliminate their causes;

i) developing and applying a process for continual improvement of the quality management system.

This approach is also used to maintain and improve the existing quality management system.

An organization that adopts the above approach builds confidence in the capability of its processes and the quality of its products, and provides a basis for continual improvement. This can lead to increased customer and other interested party satisfaction and organizational success.

The processes required for the quality management system should include the processes management activities guidance, provisioning, product life cycle processes and measurement.

The quality management system documentation should include:

a) documented statements of quality policy and objectives;

b) quality manual;

c) documented procedures;

d) documents necessary for the organization to ensure effective planning, implementation and management of processes.

Top management should ensure that there are certifications and commitments to develop and implement the management system.

quality, as well as continuous improvement of its effectiveness through:

a) communicating to the organization the importance of meeting customer, statutory and regulatory requirements;

b) development of a quality policy;

c) ensuring the development of quality objectives;

d) conducting a management review;

e) providing the necessary resources.

Top management should ensure that the quality policy:

a) is consistent with the objectives of the organization;

b) includes a commitment to meet requirements and continually improve the effectiveness of the quality management system;

c) created the basis for setting and analyzing quality goals;

d) has been brought to the attention of the personnel of the organization and is understandable to him;

e) analyzed for continued suitability.

The organization's top management should ensure that quality objectives, including those necessary to meet product requirements, are established at appropriate departments and levels. Quality objectives should be measurable and consistent with the quality policy.

Top management shall review, at planned intervals, the organization's quality management system to ensure its continued suitability, adequacy and effectiveness. The review should include an assessment of opportunities for improvement and the need for changes to the organization's quality management system, including the quality policy and objectives.

The task of the organization is to determine and provide the resources required to:

a) implementing and maintaining the quality management system and continuously improving its effectiveness;

b) improving customer satisfaction by meeting their requirements.

Personnel performing work affecting product quality must be competent in accordance with their education, training, skills and experience.

The organization must:

a) determine the necessary competence of personnel performing work that affects product quality;

b) provide training or take other actions to meet these needs;

c) evaluate the effectiveness of the measures taken;

d) ensure that its personnel are aware of the relevance and importance of their activities and their contribution to the achievement of quality objectives;

e) maintain appropriate records of education, training, skills and experience.

The control system needs to define, provide and maintain the infrastructure needed to achieve product compliance.

To do this, you need to define:

a) requirements specified by customers, including requirements for delivery and post-delivery activities;

b) requirements not specified by the customer, but necessary for a specific or intended use, when known;

c) legal and other mandatory requirements related to the product;

d) any additional requirements specified by the organization.

In the field of quality management, it is important to analyze the requirements related to the product. This review should be carried out prior to the organization's commitment to deliver product to a customer (e.g. participation in tenders, acceptance of contracts or orders, acceptance of amendments to contracts or orders) and should ensure:

a) definition of product requirements;

b) negotiation of contract or order requirements that differ from those previously formulated;

c) the organization's ability to meet specified requirements.

Records of the results of the analysis and subsequent actions arising from the analysis should be maintained.

If customers do not make documented requirements, the organization shall confirm them with the customer before acceptance.

If product requirements change, the organization shall ensure that the relevant documents are corrected and that the affected personnel are made aware of the changed requirements.

Fundamental to the organization is the identification and implementation of effective customer communication measures relating to:

a) product information;

b) passing inquiries, contract or order, including amendments;

c) customer feedback, including customer complaints.

In addition to the costs of designing and manufacturing a product, they include the costs of customer service and maintaining a given level of quality during the warranty period. All listed costs are the total costs of the supplier. The difference between the selling price and its cost is equal to the income from the sale of one product.

Traditionally, quality costs were determined by summing the costs of the producer and the consumer. This point of view on the cost of quality in determining the optimum cost of quality does not reflect new realities and does not allow seeing the benefits for the manufacturer, for example, increasing profits by increasing the value of the product for the consumer or increasing the cost of rejection prevention by reducing the costs of control and inspection.

The development of engineering and technology over the last two decades of the twentieth century has made it possible to create industries that provide a minimum variation in product parameters through the introduction of new methods of product design, production preparation, new technologies and quality management.

According to researchers, about 80% of all defects that are detected during the production and use of products are due to the insufficient quality of the processes for developing the product concept, designing and preparing for its production. Approximately 60% of all failures that occur during the warranty period of a product are due to erroneous, hasty and imperfect development.

ISO 9000 series, TQM, LSUK allow you to create a product with a high level of quality at an early stage of the product life cycle. The producer of goods (services) needs to know the costs in order to have information for making the best decision. Where to "look" for low quality costs? To achieve your goals, you should find out the costs of the manufacturer with poor product quality. During the initial assessment, usually using traditional approach, determine the costs for:

Alteration;

Tests;

Control;

Return from consumers;

Product recall.

The costs listed above are typically 4-5% of sales.

If you want to get a complete picture of losses due to the low level of company activity, then, in addition to traditional ones, you need to take into account hidden costs for:

Delays in the implementation of plans;

Discounts for consumers on non-compliance;

Additional transportation;

The urgency of correcting inconsistencies;

Incomplete fulfillment of accepted orders;

Refinement of the design of non-conforming products;

The need to produce an additional volume of products for rapid replacement;

Unused production facilities.

At the same time, it is clear that the traditional part of the costs, in essence, is only the visible part of the iceberg, constituting 15-20% of the total costs.

It is important to note that the costs due to poor quality can be completely eliminated if each activity is constantly carried out without any discrepancies.

On fig. 1.2.1. presents the costs that arise when the quality of products is low.

The cost of assessment and quality control will be justified provided that the non-conformity is detected before the product reaches the consumer.

Rice. 1.2.1.

These actions can be:

Testing products or checking documentation before it is handed over to the consumer;

Checking documents to correct errors before they get to the mail;

Monitoring the operation of equipment for suppliers;

Checking reports or correspondence;

Checking prepared invoices before sending them to consumers for payment.

Identification of nonconformities at this stage includes significant costs for failures and failures in the future, and also helps to develop more effective control methods.

The main task of this stage is to eliminate excess costs.

The costs of nonconformities identified within the company are due to the repair of products, the replacement of nonconforming parts, or the reworking of improperly performed work. All these works are usually invisible to the consumer. Examples of such actions could be:

Replacement of stamped products that do not meet technical requirements;

Restoration of damaged surfaces;

Re-calculation due to computer failures;

Replacement of components damaged during inter-shop movements;

Re-registration of individual parts of the project;

Processing to ensure timely implementation of the plan;

Correction of errors in databases;

Keeping an excess stock of components to replace defective ones;

Write-off of products that do not meet the established requirements.

Additional time to correct errors in invoices for payment;

Correction of errors in specifications and drawings, etc. These

costs can affect customer service indirectly.

Costs of nonconformities identified outside the company. These inconsistencies directly affect the interests of consumers, and their elimination is usually especially expensive. Costs in this category can be caused by the following obligations:

Satisfaction of warranty claims;

Investigation and satisfaction of complaints;

Reducing the possible level of dissatisfaction due to product recalls;

Fulfillment of unreasonably assumed obligations;

Correction of errors in accounts;

Replacement or repair of damaged or lost goods;

Servicing passengers of canceled or delayed flights;

Refusal to provide discounts due to delays in payment of invoices issued by your suppliers;

Departure of specialists directly to the consumer in case of malfunctions;

Compensation for losses to the consumer caused by untimely fulfillment of obligations.

It should be noted that consumers and the market determine the quality, and this, in turn, leads to an increase in the profits of enterprises, and the lower the cost of quality, the higher the profit of the enterprise.

The company "Toyota" distinguishes the following stages of activity in the field of quality assurance: product planning, product design, production preparation, production, production control, sales and service, quality control in operation. At the same time, certain responsibilities and actions of each unit are a guarantee of quality at these stages.

If we imagine the activities of the enterprise vertically (Fig. 1.2.3), then in this case, the relevance of cost management is obvious.

They are formed both from the bottom up and from the top down, differing in composition, size, method of formation and attribution to the product.

The figure helps to understand that quality costs are associated not only directly with the production of products, but also with the management of these productions.

The costs of correcting defects and inconsistencies are usually present in every department of the organization working even in the non-material sphere. They should not be taken as normal, they should be minimized.

Depending on the goals, tasks of quality cost analysis and the possibilities of obtaining the necessary information, management methods may be different, since this may be influenced by the passage of products through a certain stage of the enterprise's activity.

Control and analysis of the implementation of the organizational project of the UK and its improvement:

Control over the implementation of the organizational project (acts, control cards, etc.);

Adjustment of the course of implementation of the organizational project (according to the results of control) (orders, instructions, additions, changes, etc.);

Analysis of the implementation of the organizational project of the UK (certificates, recommendations, etc.);

Carrying out acceptance and transfer works (act);

Organization and certification of IC (application; set of documentation; certificate);

Assessment of the actual effectiveness of the SC (final calculation);

Carrying out work on the development and improvement of the SC (improved organizational project).

Fig.1.2.2.

The design stage of the development of SC includes the stages of work aimed directly at the creation of working projects of these systems. The working draft of each system, as a rule, is developed in accordance with the TOR and is a set of NTD, NMD and other documentation necessary to create, carry out acceptance and transfer works and implement the system, achieve goals and certify the system, as well as ensure the further normal functioning of the system .

Directly during the design is carried out:

1. Selection of a set of NTD, NMD and other necessary literature and documentation, analogue samples, similar to the SC.

2. Development of project documentation, first technical, and then working projects. Sections of the technical project, their content were worked out quite well earlier. Moreover, the practice of developing the CS of the Criminal Code has shown, especially in relation to medium and small enterprises, and further improvement of these systems has confirmed that it is objectively possible to confine ourselves to creating only a working draft. Technical project you can borrow basically the STP for the system in the first edition, for the SC - either the first edition of the STP "SK. SO UK. Basic provisions", or the first edition of the RD "General Quality Guide".

Fig.1.2.3.

It should disclose the structure of the system, the quality policy, the principles of QM, the procedure for maintaining the system in working condition and its improvement.

The development of the working design documentation of the SC is carried out in two sub-stages: at the first stage, documents are developed for the SD of the UK, which is the same for each of the SCs, at the second - documents directly for the SC of each type in accordance with the specific model chosen for it.

The final stage of the creation of the IC is the stage of implementation (implementation) organizational projects, on which the effectiveness and achievement of the goals of each system largely depends. This stage consists of next steps which include:

1. project implementation:

Issuance of an order on the commissioning of the approved design documentation for both the SO of the UK and the SC of products of each type, as well as on the implementation of measures for their implementation. The order should indicate the tasks of managing the enterprise and the working structures of the UK, the timing of the implementation and implementation of activities and the required results;

Implementation of activities for the implementation of working projects, Special attention is given to the implementation of activities aimed at certification of IC. Obtaining a certificate for such a system is an official recognition of the functioning effective system ensuring proper CP;

Stimulation of the implementation of working projects, which should be carried out in every possible way, combining them with measures for the introduction of new technology;

2. control and analysis of the implementation of working projects of the UK:

Control over the implementation of project documentation. It should be carried out by the GRC and the leaders of the respective SCs. Forms of reflection of control can be different (for example, in acts, control cards, orders, etc.);

Analysis of the implementation of working projects of the UK. It consists in collecting information, studying it and evaluating the results of implementation. On their basis, it is necessary to establish the compliance of the level of organization and implementation of the implementation of the implementation of the goals and requirements of the SC. To do this, it is necessary to carry out a comprehensive assessment of the actual effectiveness of the implemented activities within a particular SC.

The inclusion of new elements in the SC can be carried out in connection with the setting of new goals and objectives of the system, due to changes, for example, in demand, needs, prices and the situation in the sales markets.

Based on the results of the analysis of the quality system, as a rule, a report is drawn up and a current task is developed for improving the quality management system, which should include the following sections: the basis for improvement; characteristic operating system; the purpose and objectives of improving the system; clarification of the composition and content of the functions of the system during its improvement; the structure of the plan to increase the CP (or the program "Quality"); terms of formation of the project of the improved system; main normative and methodological sources; the prospect of continuing work; additional instructions; applications (lists of units and persons with whom the STP and other NTD systems must be coordinated).

The implementation stage includes the development of an implementation plan for the improved design and its implementation.

Thus, the quality is determined by the action of many random factors. To prevent the influence of these factors on the level of quality, a quality management system is needed. The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully meet the requirements.

Product quality management in an enterprise is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality.

The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs.

The quality system covers such elements as management and production functions, production and organizational structures, management technology, labor processes, methods, information, etc.

To improve the performance of the organization, the quality standards define eight principles of the quality system, such as customer orientation, managerial leadership, involving employees in the work of the quality system to obtain the greatest benefit from their abilities, process approach, systems approach to management, continual improvement of the organization's performance (generally should be seen as its unchanging goal), fact-based decision making, mutually beneficial relationships with suppliers. These eight quality management principles form the basis for quality system standards.

The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties.

Top management should ensure that customer requirements are identified and met to improve customer satisfaction.

The task of the organization is to identify and provide resources,

required for the implementation and maintenance of the quality management system, as well as the continuous improvement of its effectiveness, and the improvement of customer satisfaction by meeting their requirements.

Fundamental to the organization is the identification and implementation of effective measures to maintain communication with customers regarding product information; passing inquiries, contract or order, including amendments; feedback from consumers, including consumer complaints.

Economic categories of quality are manifested through the manufacturer's profit from the sale of a quality product and through the costs of the manufacturer to ensure the quality expected by the consumer. Consumers and the market determine quality, and this, in turn, leads to higher profits for enterprises.