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Product quality management and management decision making. Decision making in management. Suggested Approach to Decision Making

A managerial decision is the result of a manager's activity. The effectiveness of a management decision is defined as the ratio of results to the costs of its implementation. The effectiveness of the manager's activity determines the quality of managerial decisions.

The quality of management decisions is its characteristics that play a certain role in the management process.

In accordance with the essence and purpose, several quality characteristics are distinguished:

validity lies in the level of knowledge and use of actually existing laws and principles on the basis of which the enterprise develops;
timeliness implies that the greater the need for a given decision at the time of its adoption, the higher the degree of its effectiveness, and hence the quality;
authority improves the quality of a management decision if it is made by a person with the appropriate rights and competence, in accordance with normative documents- both state-owned and operating within the enterprise;
rationality is a characteristic of the quality of management decisions in terms of minimizing the funds invested in its development and in accordance with the costs of its implementation;
conciseness of presentation and understandability for the performer lies in the brevity and clarity of the decision made, as well as the simplicity of the wording and eliminates ornate, ambiguous wording. The next quality indicator depends on this;
consistency of decisions made existing solutions and regulatory documents governing the activities of the organization.

In the process of developing management decisions, the following factors should be taken into account:

characterization of the problem in terms of its complexity, novelty, degree of certainty and type;
the elaboration of the problem is determined by the availability of methods, programs and skills for its implementation;
characteristics of information, such as volume, availability, reliability, relevance, etc.;
limited resources: temporary, labor, financial, logistical, etc.;
organizing the development of solutions;
competence, education and work experience of managers;
subjective factors, such as the ability of team members to work together, their cohesion, etc.;
information technologies, with the help of which the collection, analysis and processing of information is carried out.

In the process of translating management decisions into reality, the following points are important:

the peculiarity of the chosen solution is characterized by its complexity, novelty, class, etc., like the problem itself;
the organizational structure for the implementation of management decisions, i.e. the units in which it will be carried out, and the distribution of responsibility;
terms of implementation;
the competence of the performers;
the authority of the leader among subordinates;
socio-psychological factors;
reliability and productivity technical means management;
the degree of organization and control over the performer.

The high quality of managerial decisions is ensured in the case of a systematic approach to solving the problem. Evidence-based methods and models of their implementation should be used, which should correspond to the current situation in terms of the ratio of results to the losses generated by any decision taken.

The quality of managerial decisions is undoubtedly enhanced by the use of modern information technologies and software development. A significant influence on the decision is provided by the organization's personnel, its qualitative composition (qualifications, age of employees, work experience, etc.), creative capabilities and the ability of its members to interact effectively (psychological compatibility).

In addition, the management decision should be as flexible as possible so that the enterprise is given the opportunity to apply the methods and technologies for its implementation with minimal losses.

Despite the fact that the quality of a management decision (efficiency) is its main characteristic, determining its level is associated with a number of difficulties. It is often difficult to determine the result of a decision, especially its creative side, because, firstly, requirements are rarely established by which its quality should be assessed, and, secondly, the result is largely related to socio-psychological factors that are not can be quantified. Most often in practice, the quality of management decisions is assessed in terms of their impact on profits.

The evaluation of the quality of the solution can be carried out on stages development, adoption and implementation.
Assessment of the quality of the solution at the stage workings carried out in the selection of possible options and in the choice of the final solution.

This process is carried out on the basis of objective criteria, the most common of which is the criterion of optimality. But in practice, it often remains unrealized, because it does not take into account the risks associated with limited resources. To calculate this indicator in the absence of a regulatory framework, the deadline for completing work is set using statistical data, expert assessments, case-based, and network matrix development.

In addition to the criterion of optimality, you can use the indicator of economic efficiency, defined as the result minus costs. From this point of view, a decrease in the cost of production, an increase in its quality, profitability, etc.

At the decision-making stage, planned economic efficiency is calculated.
On the stage acceptance decision, the final choice of the most appropriate option takes place on the basis of economic efficiency, the criterion of optimality and the probability of its implementation. Recently, in addition to these criteria, Special attention is given to socio-psychological factors, environmental consequences and future prospects of the organization.

On the stage implementation decision, its control and adjustment is carried out at the intermediate and final stages, and the deadlines set for its implementation are compared with the actual ones. The analysis is based on economic effect(cost-benefit ratio).

The results of the analysis are used in the further work of the management to identify further directions for the development of the organization and remove obstacles to achieving goals.
The main directions of development of the organization are economic, socio-psychological and organizational.

The economic direction lies in the maximum realization of the economic interests of the participants in the process of developing and implementing the solution and in the use of various resources.
The socio-psychological direction involves increasing the level of professionalism of managers, the formation of a team on a scientific basis and the development of its interest in creative activity, as well as involvement in all stages of the decision-making process.

The organizational direction concentrates its attention on raising the level of work of leading employees and improving the movement and use of the means of production. Improving organizational measures leads to an increase in the efficiency of the organization.

A managerial decision is a product of managerial work, and its adoption is a process leading to the emergence of this product. Decision making is the conscious choice of a course of action from available options to achieve an existing goal. A decision is a form in which the control action of the subject of control on the object of control is carried out. Therefore, the quality of managerial decisions is a criterion for the effectiveness of a manager.

The solution must meet a number of requirements. Chief among them are validity, clarity of wording, feasibility, timeliness, economy, efficiency (the degree of achievement of the goal in comparison with the expenditure of resources).

As a rule, decisions should be made where a problematic situation arises; for this, managers of the appropriate level must be given the appropriate authority, at the same time making them responsible for the state of affairs at the managed facility. A very important condition for the positive impact of a decision on the work of an organization is its consistency with those decisions that were made earlier (both vertically and horizontally (this, of course, does not mean the case when the task is to radically change the entire development policy) .

2. Classification of management decisions

The organization accepts a large number of a wide variety of solutions. They differ in content, duration and development, direction and scale of impact, level of acceptance, information security, etc. With the help of classification, it is possible to distinguish classes of decisions that require a different approach to the process and methods of their adoption, which are not the same in terms of time and other resources (Table 1).

Table 1

Classification of decisions made in the organization

Programmable solutions are solutions to recurring and well-defined problems. As a rule, these are standard tasks that repeatedly arise in the organization, about which there is sufficiently reliable and reliable information, as well as ready-made, developed and successfully applied earlier rules and procedures. The procedure establishes the order, sequence of actions, rights, obligations of the participants in the interaction in the decision-making process. As an example, we can cite the task of placing a periodic order for inventory for one of the workshops of an enterprise. For the development and optimization of programmable solutions are used formalized methods, which have a clear algorithm for solving the problem in the form of economic and mathematical models, methods for analyzing and calculating data, computer programs that provide high accuracy in the quantitative assessment of the options being developed.

Non-programmable solutions involve new, complex, never-before-seen, unconventional, unforeseen problems that cannot be accurately quantified. As a rule, they are difficult to define and structure, they are characterized by an unclear formulation of the goal, inaccuracy and uncertainty of information, and the absence of clear rules and decision procedures. When developing non-programmable solutions, heuristic methods are used. They are characterized by the fact that the development of alternative solutions is not based on exact calculations, but on logic, judgments and inferences. This uses professional knowledge, a high level of qualification, Creative skills specialists in various fields. Non-programmed decisions include decisions related to setting goals and formulating an organization’s development strategy, changing its structure, forecasting work in new markets, etc. The number of such decisions increases as the scale and complexity of the organization grows, the dynamism and uncertainty of its external environment increase .

Intuitive decisions are choices made only on the basis of a feeling of being right. The decision maker does not weigh the pros and cons for each alternative, he does not evaluate the situation, but relies on insight, feeling. Intuition includes hunches, imaginations, insights, or thoughts that often spontaneously manifest themselves in consciously grasping a problem and in subsequent decision making. An intuitive approach can work well when analyzing urgent problems in a situation with difficult to define goals, inaccurate information and the inability to quantify.

Judgmental decisions are choices based on knowledge and experience. A person uses knowledge of what has happened in similar situations before and predicts the outcome of an alternative choice. Here there is a danger of missing out on a new alternative, as the leader is guided by the old experience of solving similar problems.

Rational decisions do not depend on past experience. The process of their adoption involves the choice of such an alternative that will bring maximum benefit to the organization. The search for the best solution is underway. The rational decision-making procedure includes seven successive steps:

1) problem definition;

2) formulation of restrictions and criteria for decision-making;

3) identification of alternatives;

4) evaluation of alternatives;

5) choice of alternative;

6) implementation of the solution;

7) feedback.

3. Factors influencing the decision-making process

Problem definition. A necessary condition for making a decision is the problem itself: if there were no problems, there would be no need for solutions. Problems are usually of three types: favorable, crisis and ordinary.

Crisis and routine are clear issues that should be considered by managers.

Favorable ones, on the other hand, are usually veiled, and the manager must discover them.

Since most crisis and routine issues by their nature require immediate attention, a manager can spend a lot of time looking at them and not have time to deal with important new favorable issues.

Many well-managed organizations attempt to move away from crisis and routine issues and focus on longer-term issues by defining forward-looking goals, strategies, and planning programs.

The first phase of identifying a problem is recognizing the symptoms of failures or opportunities. These symptoms are:

1) low profit, sales, labor productivity, product quality;

2) high costs of production and circulation;

3) numerous conflicts in the organization, high staff turnover, low motivation and dedication of the staff. The second phase of diagnosing a problem is identifying the causes of problems.

The next step is to rank the problem among other problems. The ranking can be based on the following factors:

1) impact on the organization;

2) urgency of the problem and time constraints;

3) support of the problem from the outside in favor of its solution;

4) life cycle Problems.

Formulation of constraints and decision criteria.

At this stage, resources for the implementation of the solution are taken into account. They must be realistic. Limiters can be time limits for the development and solution of the problem, the amount of funds allocated for this, the parameters of the effectiveness of achieving goals. In addition to constraints, the manager also defines the standards by which alternative choices must be evaluated. These are decision criteria. They have different content and form. The criteria are most fully developed for programmable solutions, where the use of methods of quantitative analysis and electronic data processing are possible.

The application of economic and mathematical methods to solving managerial problems makes it possible to use the target function as a selection criterion, which usually needs to be maximized or minimized; Therefore, such a choice is called an optimization one. Examples of optimization criteria are: maximization of profit, income, productivity, efficiency; minimization of costs, losses from marriage or downtime, etc. The optimal solution is selected based on a comparison of the quantitative value of the objective function for all possible options; the best solution is the one that provides the most desirable value of the target criterion. An example of such solutions is the optimization of equipment loading, inventory, material cutting, etc.

To evaluate options for semi-structured solutions, a system of weighted criteria is used. Possibilities of this approach to selection the best option can be shown with a simple example. Suppose an organization is faced with the problem of choosing a supplier of the necessary materials. Several such firms were found, and all of them, during preliminary negotiations, agreed to cooperate with this organization. However, they offer different conditions regarding deliveries, prices, discounts, etc. It is required to determine the most suitable supplier. For this, it is carried out comparative analysis proposed options with a focus on the most significant criteria for the consumer organization. Suppose that in this case the following criteria are chosen as such criteria:

1) price per unit of supplied material;

2) the size of the minimum supply;

3) conditions for granting discounts and benefits;

4) the quality of the material;

5) geographical location of the supplier company;

6) the status of the latter.

In terms of their importance for the organization, they are not the same, so they must be “weighed” relative to the main criterion. Let the price of the supplied material be defined as such, and it is given the maximum numerical rating, for example, 10. The rest are evaluated by comparison with the highest rating (Table 2), as a result of which they are assigned the weights indicated in the table.

table 2

Criteria weighting

In particular, attention should be paid to the fact that the organization attaches the same importance to the geographical location of the supplier firm as to the price of the supplied material. This is due to the high transport tariffs for freight transportation. The table also shows that the organization in question is not very concerned about the minimum size of the supply and does not attach much importance to the status of the supplier, although it still takes it into account in the selection. According to the selected and weighted criteria, all possible solutions are evaluated. Conventionally, four supplier firms are considered, which are designated as A, B, C, and D. In fact, there may be much more of them, but they are either unknown or not taken into account (for one reason or another). At this stage, it is comparative evaluation each firm for each criterion (the result is presented in Table 3); the maximum score is 10. If we sum up all the scores received by firms for all criteria, then firm A will receive a sum of 40, B - 38, C - 34 and firm D - 37.

However, it is too early to make a final decision. It is necessary to take into account the different "weight category" of each criterion, and only after that it is possible to determine the firm that will be given preference. The results of this stage are presented in table 4, and a somewhat unexpected conclusion follows from them: the highest total scores with a significant lead are received by firm G, which at the previous stage occupied the penultimate place.

Table 3

Weighting options by selection criteria

Table 4

Total weighting of options by selection criteria

The use of this approach is based on the assumption that it is possible to determine all the criteria and solutions, that the priorities are known and that they, like the weights given to them, are of a constant nature. Under these conditions, the option with the highest score is chosen.

Identification of alternatives. Theoretically, it is necessary to identify all possible solutions to the problem, but in practice, the manager rarely has the knowledge and time to do this. Therefore, the number of alternatives for further consideration is limited to a few options that are considered good enough to improve the problem situation. Often new, unique problems arise. Then the choice of alternatives becomes a complex creative process.

There are many methods of creative search for alternatives, the main purpose of which is to generate ideas: brain attack”, group analysis of the situation, causal diagram, morphological analysis, electronic brainstorming, etc. The task of the leader is to create a creative atmosphere for finding alternatives.

The conditions for creating such an atmosphere can be:

1) motivation in the search;

2) providing all the necessary information to fully understand the problem;

3) free discussion and admission of any ideas to solve the problem, exclusion of criticism of proposals;

4) allocating time for nurturing ideas.

Evaluation of alternatives. At this stage, the advantages and disadvantages of the identified options for solving the problem are determined. To compare alternatives, the criteria established in the second stage are used. If a solution does not meet the criteria, it is not considered further. An important point in the evaluation is to determine the likelihood of implementation of each alternative.

Choosing an alternative or making a decision. The best solution will be the one that is most consistent with the firm's goals and values while using the least amount of resources.

If the problem has been correctly identified and alternative solutions have been carefully evaluated, it is relatively easy to make a decision.

However, if the problem is new, complex, and you have to take into account many probabilistic factors or subjective information, it may turn out that no choice will be the best.

In this case, you can rely on intuition and experience. You can also resort to experimentation and the use of ready-made decision models for especially difficult situations.

Solution implementation. This stage allows you to determine the correctness, optimality of the decision. To implement the decision, it must be brought to the performers. They should receive clear information about who, where, when and by what means should carry out actions consistent with this decision.

It is necessary to develop a plan for its implementation, which provides for a system of measures to ensure the successful achievement of the goals.

One of the planning mechanisms at this stage can be the so-called decision tree, which allows, by decomposition of the selected option, to present a set of goals and objectives to be achieved and solved. A hypothetical example is this.

Suppose, in the process of solving the problem of determining the organization's strategy for the future, the main strategic directions were chosen to ensure the achievement of the goal set by the management for this period: to survive in severe crisis conditions; maintain and strengthen its position in the market of competitive products; create the prerequisites for further intervention in the markets, as well as for maximizing and building the capacity of the organization. These directions are formulated as follows:

1) to concentrate efforts on the production of competitive products A, B, C, using both domestic and foreign markets for its sales;

2) develop and implement a program of cooperation with other enterprises and organizations directly or indirectly related to the production of products A, B, C, in order to attract equity investments;

3) change the management system of the organization in order to de-bureaucratize it, create the most favorable conditions for the development of creativity and the use of a team work structure.

Feedback. It is carried out in the form of monitoring the implementation of the decision based on information about the progress of its implementation, measurement, evaluation and comparison of actual results with planned ones.

Control can reveal not only deviations from the planned action plan, but also the shortcomings of the solution itself, which require timely elimination.

To reduce such shortcomings, the control function should be carried out at all stages of the decision-making process.

This may make it necessary to repeat the procedures of the previous steps. Decision making becomes an ongoing process.

It does not end with the decision-making stage, the choice of a single option. Feedback provides managers with information that can initiate a new decision cycle.

4. Group decision making

In most organizations, many decisions are made in teams, groups. Managers often face situations that require discussion in meetings. This is especially true for non-programmable problems, which are new, complex, and involve great uncertainty in the outcome. Solving such problems by one person is rarely accepted on a regular basis.

It requires special knowledge in a number of areas that one person usually does not possess. This requirement, along with the obvious reality that decisions made must be perceived and implemented by multiple parts of the organization, has expanded the application of a collective approach to the decision-making process.

There are many methods of group discussion of the problem and decision making. The main ones are: synectics, nominal group method, Delphi method, peer review method, consent planning, script writing. Let's take a closer look at synectics.

Synectics is a combination of different elements that do not correspond to each other. As a method, it involves the identification of opposite sides or trends in the object under consideration. Great importance is attached to the formulation of the problem. It is believed that premature formulation may hinder the search for original solutions. Therefore, the discussion often begins not with the formulation of the problem, but with the identification of the essence of the problem, the fundamental principles of the functioning of this object or process. This makes it possible then to move from the general range of problems to the study of the specific conditions of a given problem.

Constructive criticism is allowed in the synector attack. The main creative techniques used in synectics are different kinds analogies: direct, personal, symbolic and fantastic.

In a direct analogy, the problem or object under consideration is compared with similar problems or objects from another field (biology, engineering, medicine, etc.). For example, if the problem of adaptation is being solved, then it is easy to draw a parallel with a chameleon that changes color, etc. In a personal analogy, the participants in the “syncector attack” try to get used to the problem or object, merge with them together, look at them from the inside in order to to better understand the conditions and mechanism of action.

With a symbolic analogy, a concise semantic formulation is selected in the form of a brief definition that reflects the essence of the problem under consideration. For example, a flame is visible heat, strength is a forced integrity, etc. With a fantastic analogy, the developer introduces any fantasy creatures or objects (for example, magic wand or Aladdin's magic lamp) that could do what is required by the conditions of the task. Thus, with the help of analogies, developers try, when solving a complex extraordinary task, to see what is already known in the unknown, which allows using familiar methods. If an ordinary problem is solved, then the analogy allows you to avoid stereotyped thinking and look at the problem from a new, unexpected side and find an original solution.

Synectics is a more developed and complex way of creative group activity, the purpose of which is to formulate a solution. The synectic group is formed from researchers trained in the methods creative work who are highly qualified specialists different professions or different disciplines.

The age of the participants does not matter, but experience has shown that the most suitable "synectors" are people aged 25-40 years. It is believed that before the age of 25 a person does not have enough experience, and after 40 years he is no longer so receptive to new ideas.

Members of the synectic group should be distinguished by creative maturity, rich imagination and fantasy, independence and impartiality of opinion, the ability to take risks, the ability to abstract from habitual judgments, think outside the box and highlight the essence of the phenomenon, be relaxed and free in their thoughts, favorably perceive other people's ideas, be able to stop development found ideas in order to look for new ones, be focused and believe in the possibility of solving the problem. As experience shows, the formation of a synectic group can take a whole year. It is created on an ongoing basis, in contrast to groups organized on short term, to solve any complex problems that arise in the organization.

She works full time for the time it takes to resolve a problem. The group is led by an experienced specialist who knows well the techniques of synectics. The main task of the synectic group is to use the experience and knowledge from different areas that the team members have to search for ideas and develop possible solutions.

economic sciences

Shamis Vitaly Alexandrovich, Candidate of Sciences, Associate Professor, Associate Professor
Omsk Humanitarian Academy

MAN-MACHINE
SYSTEM
MAKING DECISIONS
QUALITY
CONTROL

Theoretical aspects of enterprise distribution logistics
Consideration of some aspects in procurement activities
Consideration of the theoretical aspects of procurement logistics
Consideration of the principles of quality management in "Man-machine" systems based on the assessment of the functional state of operators

Product quality management refers to the actions carried out during its creation, operation or consumption in order to establish, ensure and maintain the required level of product quality. In this case, the direct objects of management are indicators and characteristics of product quality, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its life cycle. The subjects of management are various management bodies and individuals functioning at various hierarchical levels and implementing quality management functions in accordance with generally accepted principles and methods of management.

AT modern conditions become topical issues development and decision-making within the framework of quality management in man-machine systems. This is due to an increase in the level of uncertainty of the external environment, the presence of bifurcation points, and, consequently, an increase in risk indicators.

Consider the main stages of development and decision-making in the framework of quality management in man-machine systems:

Assessment of the level of stability of the external environment (using the methods of chaos theory);
Determining the forecasting horizon (using the methods of chaos theory);
Forecasting the values of time series that specify the indicators of the system under study, including quality indicators, taking into account the forecasting horizon (using forecasting methods for one-dimensional or multidimensional time series);
Development of scenarios for the development of the external environment of the system under study based on the results of forecasting and taking into account the forecasting horizon;
Determining the control parameters of the system, taking into account the peculiarities of its functioning and the type of control;
Development of managerial influences using systems theory and system analysis;
Implementation of management and current monitoring and control (with entering the results into the database);
Analysis of the results of management implementation (using data mining methods);
Development and implementation of corrective measures.

A special place in the development and adoption of managerial decisions is occupied by the analysis of the stability of the external environment of the system under study. Let's consider this stage in more detail.

We single out the following levels of stability of the external environment:

High (this level is characterized by a stable development of the external environment predicted using traditional methods).
Medium (trends in the development of the external environment are sufficiently predicted using traditional methods of time series analysis, but when analyzing factors using methods of nonlinear dynamics, “weak signals” (according to I. Ansoff) can be identified that allow predicting sharp changes in external environment).
Low (the dynamics of changes in the external environment cannot be predicted using traditional methods of time series analysis, it is only possible to predict the general trends in the development of the situation using the methods of nonlinear dynamics and chaos theory).

Analysis and prediction of the stability of the external environment is carried out using polynomial approximation, phase spline portraits and LVQ neural networks. To analyze the stability of the external environment, the following indicators or groups of indicators can be used that characterize the market under study in a separate economic entity: region, district or country:

indices of the main socio-economic indicators;
indicators characterizing the share of the region in the all-Russian main socio-economic indicators;
indices characterizing labor activity population of the Russian Federation and regions in particular;
indicators characterizing the standard of living of the population;
indicators characterizing the environment;
indicators characterizing the sectoral structure of the gross regional product;
indicators characterizing the activities of enterprises and organizations;
indicators characterizing the industry in the regions;
indicators characterizing trade and provision of services;
indicators characterizing innovative activity;
indicators characterizing prices and tariffs.

Analysis of the stability of the external environment can be carried out in the short-term mode, taking into account the forecasting horizon and medium-term (long-term) forecasting.

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According to the ISO 9000 standard, quality is a set of characteristics of an object related to its ability to satisfy stated and implied needs. Today the world uses various systems quality management. However, in educational process as part of the training of economists and managers on the basis of the Kursk State Medical University, first of all, in the educational process, such systems are studied that provide the ability to implement the eight key principles of total quality management TQM (Total Quality Management). This is determined by the fact that such principles have been mastered and implemented in the management process in many leading domestic companies and form the basis of international standards in the field of quality management ISO 9000. Their mandatory inclusion in the course of the discipline "Quality Management" allows graduates of the Faculty of Economics and Management to be competitive in the market employment in selection to management structures large enterprises.

So, the principles provided in the complex by the material of the discipline "Quality Management" are formed below.

1. Customer orientation. A strategic focus on the consumer, appropriately provided organizationally, methodically and technically, is vital for every organization and every enterprise operating in a competitive market. The main goal of customer orientation is to satisfy its needs, which will lead to the retention of real and the conquest of potential customers. Customer orientation involves the following actions:

establishing requirements, preferences and expectations of consumers;

definition of new, additional requirements, which can ultimately lead to customer satisfaction at a higher quality level;

conducting complex analysis these requirements and expectations;

Accounting for and compliance with the requirements, preferences, wishes and expectations of the consumer in the process of production of goods and services;

customer satisfaction assessment;

Analysis of the obtained results;

development and implementation of measures aimed at improving the activities of the organization to increase the level of customer satisfaction.

2. The role of leadership. Having a leader is necessary condition sustainable success. Leaders define and establish the mission, policy, goals, objectives, tactics, strategic planning, and organizational climate. They must form corporate culture in a team in which all employees are involved in achieving the overall goal of the organization.

3. Employee involvement. Total Quality Management (TQM) suggests that all employees of the company, and not just the management, should be involved in the process of creating a quality product.

4. Process approach. All types of company actions must be considered as processes, that is, as logically ordered sequences of individual stages that transform inputs into outputs. The presentation of quality management as a system of interrelated processes ensures good performance and efficiency in the activities of any organization. The process approach to quality management is the management of an organization by building a system of processes, managing them, and implementing activities to improve processes.
ISO 9004:2000 Quality management systems — Guidelines for performance improvement states the following about the process approach: “For an organization to operate effectively and efficiently, it must define and manage a set of related works(activities). An activity that uses resources and is managed in order to acquire the ability to turn inputs into outputs is considered a process. Often the output of one process directly forms the input for the next. The process approach in quality management allows you to quickly influence the quality of activities, which contributes to a faster achievement of the required quality of the control object, and increase the efficiency of management decisions regarding the continuous improvement of product quality.

5. Systems approach to management. A systematic approach is an approach in which any system is considered as a set of interrelated elements, and has an input (resources), an output (goal), as well as a connection with the environment and feedback. The systems approach is one of the complex approaches to management. The quality system is a target subsystem of organization management. According to ISO, a quality system is a set of organizational structure, methodologies, processes and resources needed to implement overall quality management. The quality management system for products (services) is a set of governing and managed bodies and management objects that closely interact with each other using material, technical, information, intellectual tools, etc.

A systematic approach to quality management encourages organizations to analyze customer requirements, identify processes that contribute to obtaining products acceptable to customers, and keep these processes in a controlled state. The quality management system can be the basis for continual improvement in order to increase the likelihood of improved customer satisfaction. It gives confidence to the organization itself and customers in its ability to deliver products that fully comply with the requirements.

6. Continuous improvement. The continuous improvement of the organization as a whole on the basis of quality must be considered as its permanent goal. The experience of European, American and Japanese industry has shown that it is impossible to set limits for improvement, since improvement itself must be a system and integral part control systems.
Continuous and continuous improvement of the quality of goods and services is aimed at meeting the needs of people, their requirements, expectations, preferences and interests in a timely manner. This ensures competitiveness and an increase in the use value of the goods produced by the organization, which is beneficial for both the consumer and the organization.
Typically, actions to improve the quality of a product or service include: a) analyzing and evaluating the status quo to identify areas for improvement; b) setting improvement goals; c) search for possible solutions to achieve goals; d) evaluation and choice of solutions; e) implementation of the chosen decisions; e) measuring, checking, analyzing and evaluating performance to determine whether goals have been achieved; g) registration of changes.

The results are analyzed to identify further opportunities for improvement. Feedback from customers and other interested parties, audits and reviews of the quality management system can also be used to identify opportunities for improvement.

7. Making decisions based on facts. The implementation of the principle is designed to exclude unreasonable decisions. It is necessary to carefully collect and analyze evidence, both primary and secondary, and make decisions based on it. The most common now are statistical methods of control, analysis and regulation.

8. Mutually beneficial relationships with suppliers. The organization and suppliers are interdependent and their mutually beneficial relationship enhances their ability to create value. The main purpose of this principle is to change the strategy of the enterprise in relation to interaction with its suppliers. Only a mutually beneficial relationship provides both parties with the best opportunities and benefits. Mutual efforts to ensure continuous improvement should become the norm for both parties. The quality management system should include the prerequisites for building just such an interaction.

These principles are best used in the Deming cycle used in the process of making managerial decisions, and D. Juran's quality management system model. That is why these approaches are offered by us for compulsory study by students in the framework of the discipline "Quality Management". Below is their methodology, which students of the Faculty of Economics and Management master during the educational process.

Wide application in practice, which determines a priority place in the course of the discipline "Quality Management", is occupied by the PDCA cycle (which is also called the quality cycle, the principle of continuous improvement, or in honor of its author E. Deming). Product quality management is carried out cyclically and goes through certain stages, called the Deming cycle. The implementation of such a cycle is called the turnover of the Deming cycle. The concept of the Deming cycle is not limited to product quality management, but is also related to any managerial and household activities. Its algorithm includes the sequential execution of four elements shown in Figure 1: Plan (plan), perform actions (do carry), control (check), correct (act).

Figure 1 - Deming cycle

By means of constant checks before, during and after the production process, by instilling responsibility for quality and, above all, by constantly auditing the production process, weaknesses in various processes in the enterprise can be detected. PDCA serves precisely to identify the causes of defects and support the entire process up to the elimination of defects.

Planning function . Actions must be planned before the change begins. This step covers the analysis of the actual state, information about the potential for improvement, as well as the development of a planned concept.

Implementation function. This is the name of the course of action corresponding not to the common concept of transformation, but to approbation, testing and optimization of the previously accepted concept using quickly implemented and simple tools.

Control function. Here, the result implemented in a small process is controlled and carefully rechecked for a wide movement of improvements as a new standard.

Corrective action function. In this step, the new concept is implemented, documented and regularly reviewed. These actions can cover large changes in the structure and course of processes. Improvements start again with the planning step.

AT practical activities the PDCA cycle is applied repeatedly at varying intervals. When performing core activities, the PDCA cycle is applied with the frequency of reporting and planning cycles. When corrective actions are taken, the duration of the PDCA may be less or longer than the reporting and planning cycles and is set depending on the nature, scope, duration and content of the actions to eliminate the causes of the deviation.

Another tool that should be given high importance in the educational process of the discipline "Quality Management" is the "spiral of quality", justified by J. Juran. The ideas behind the Juran model are reflected in the ISO 9000 series of international standards. The Juran Spiral is a timeless spatial model that defines the main stages of continuously evolving quality management work. Each turn of the upward spiral signifies a quality improvement process (Figure 2).

Figure 2 – Quality Model (“Quality Spiral” or “Juran Spiral”)

where: 1 - market research and research of operational indicators of product quality; 2 - drawing up design specifications for the manufacture of products of improved quality; 3 - design work; 4 - compilation specifications for the production process of products; 5 - development of technology and preparation of production; 6 - purchase of materials, components and parts, technological equipment and tool; 7 - the manufacture of tools, fixtures and instrumentation; 8 - the process of manufacturing products; 9- technical control production process; 10 - technical control finished products; 11-product testing; 12 - sales; 13- Maintenance during the period of operation; 14- market research and research of operational quality indicators. C - communication with suppliers; R - advertising and sale.

The model is focused on the marketing concept of the production and commercial activities of the enterprise, provides for a constant study of demand in the sales market and operational indicators of product quality. At the same time, the quality management cycle ends with a market survey. This model is reflected in the international standards ISO 9000, which establish requirements for quality systems. In accordance with the ISO 9004-1 standard, the product life cycle includes 11 stages, which are presented in the form of a “Quality Loop” (Figure 3).

Figure 3 - Quality loop

The Quality Loop is Juran's model with security in mind environment, which is a vicious circle of quality, including 11 stages of the product life cycle. The quality loop in accordance with international ISO standards is understood as a product life cycle closed in the form of a ring, including the following main stages: marketing; design and development technical requirements, product development; logistics; preparation of production and development of technology and production processes; production; control, testing and examination; packaging and storage; sales and distribution of products; mounting; operation; technical assistance and service; disposal.

In the process of preparing students, it is important for them to point out the fundamental feature of the “spiral of quality”: it will be incomplete without indicating the reason for the transition of the loop into a spiral. These reasons should include, first of all, the human factor and the development (and the corresponding impact) of the material and technical base, which are a kind of vector for improving quality. If the state and capabilities of the material and technical base do not meet the requirements necessary for the production of high-quality products, or the qualifications of workers are insufficient, or their interest in quality work is not ensured, then the quality vector will approach zero. In such a situation, it should be clearly understood that the effectiveness of the quality management process will be insignificant or will not bring an increase in the quality level at all, therefore its image is presented in the form of a flat loop. If the state and capabilities of the material and technical base, the qualifications of employees allow the production of high-quality products, and employees are interested in high-quality work, then a flat loop with a clear quality management changes into a quality spiral with an upward trend, while ensuring an increase in the quality level after each management cycle .

This is an example of the fact that the knowledge, skills and abilities acquired by students in matters of clear and effective quality management are no less significant factor than the labor potential and material and technical base. This determines the importance of quality training in the discipline "Quality Management" as an important element in the system of knowledge, skills and possessions of future economists and managers.

Bibliographic list

Agarkov A.P. Quality control: Tutorial. M: ITK "Dashkov and K", 2014. - 208s.
Management decision-making methods: study guide / S.A. Belyaev, N.S. Bushina, O.V. Vlasova and others; Under the editorship of Kurkina M.P. - Kursk: KSMU, 2016 - 225 p.
Rebrin Yu.I. Quality Management: Textbook. Taganrog: Publishing House of TRTU, 2004. - 174p.

Management decision is a social act aimed at solving problem situations. The need for decision-making arises at all stages of the management process, is associated with various aspects managerial work and is unthinkable without a problematic situation, i.e. a situation of uncertainty in which there are several paths and it is not entirely clear which one is preferable. In fact, management decisions are just ideas, thoughts. The goal of management is to get real work done by real people. A successful solution is one that is efficiently and effectively implemented in practice (turned into action). The concept of "goal" is close to the concept of "task", but unlike the goal, its achievement is desirable by a certain point in time within the period for which the management decision is designed.

All management decisions can be divided into two types:

Individuals - can be purely individual (taken without consultation with employees) and sole-advisory (involving consultations with employees);

collective - are accepted on the basis of: consensus (consent) of all interested persons, compromise of all interested parties, voting.

Management decisions can also be classified according to other criteria:

Depending on the conditions in which the decision is made - based on reliable information, risky and unreliable. Usually decisions are made either in an environment of certainty, when the manager can be more or less confident in the results of each decision, or in an environment of risk, i.e. uncertainty, when the maximum that a manager can do is to estimate the probability of success for each alternative;

· on term of action of the decision short-term, average-term and long-term;

By the frequency of adoption - one-time and recurring decisions;

By breadth of coverage general solutions(cover all employees) and highly specialized (concern individual divisions organizations);

By the form of training - individual, group and collective;

by complexity - simple and complex;

By the rigidity of regulation: contour (approximately indicate the scheme of actions of subordinates and give them scope for choosing techniques and methods for implementing decisions), structured (assume strict regulation of the actions of subordinates - set the structure of actions), algorithmic (extremely strictly regulate the activities of subordinates and practically exclude their initiative , setting the algorithm of actions - a step-by-step task).

There are two main approaches to decision-making group and individual.

With a group approach, a manager of any managerial level involves staff in making decisions. This approach allows senior and middle managers to shift the solution of small daily problems to lower-level managers (getting rid of the “churn” of cases).

As part of an individual approach highest value acquires the centralization of decision-making, i.e. decisions are made by the highest echelon of managers (top managers).

In this regard, the set of individual characteristics manager, depending on which he can make one of the following types of management decisions:

solutions of a balanced type - characteristic of managers who start a problem with an already formulated initial idea that has arisen as a result preliminary analysis conditions; considered the most productive type;

Impulsive decisions are typical for those whose process of building hypotheses prevails over actions to verify and refine them, as a result of which the decision-making process occurs in leaps and bounds, bypassing the stage of substantiation and verification;

Inert solutions - after the appearance of the initial hypothesis, its refinement is extremely slow, uncertain and cautious;

risky decisions - similar to impulsive ones, but do not bypass the process of substantiating the hypothesis. The leader comes to the assessment only after the discovery of some inconsistency. Although belatedly, the elements of hypothesis building and hypothesis testing are balanced;

decisions of a cautious type are characterized by careful assessment of hypotheses, criticality, the desire to avoid errors, etc.

American management is characterized by the division of all management decisions into the following:

organizational - decisions that the head chooses from a number of alternative ones in order to fulfill the duties due to his position; they are divided into two groups: programmed, when the number of possible alternatives is limited and the choice is made within the directions given by the organization, and unprogrammed, taken in new situations; on the question of the goals of the organization, on the improvement of its structure, on the creation new products etc.;

Intuitive - are accepted on the basis of their own intuition by a manager, as a rule, who has a long experience in managerial work;

rational - do not depend on the experience and length of service of the manager, they are based on the analysis and synthesis of all processes occurring in the organization.

Decision making process

Managers perform four management functions, so they have to deal with a constant stream of decisions for each of them.

At the heart of any decision is a problem situation. In the problem analysis phase, the task is to identify the symptoms of the problem and evaluate it. If problems are found, this means that the manager has realized the deviation from the originally established plans. To assess a problem means to establish the extent and nature of deviations.

To study the problem, tools such as analysis of information about the internal and external environment of the organization, market analysis, financial statements of the organization, and the invitation of consultants are used.

The cause of the problem may be forces outside the organization's competence, which the manager cannot influence. A constraint of this kind narrows the possibilities of making an optimal decision, so it is necessary to identify the source of the constraints and identify alternatives.

Process steps. The decision-making process is complex and multifaceted, so the questions about how many and what stages the decision-making process should go through and what the specific content of each of them, each manager decides in his own way, depending on his qualifications, situation, leadership style and culture of the organization. The adoption of any managerial decision requires certain costs, so it is necessary to establish whether it is necessary to make a decision or whether advice, wishes, etc. can be dispensed with.

The decision process can be viewed as the execution of an interrelated set of steps and sub-steps of the decision process:

1) collecting information about possible problems:

Watching internal environment organizations;

Surveillance of the external environment;

2) identification and determination of the causes of the problem: o description of the problem situation;

Identification of the organizational link where the problem arose;

Formulation of the problem;

Assessment of its importance;

Identification of the causes of the problem;

3) formulating the goals of solving the problem:

Determination of the goals of the organization;

Formulating goals for solving the problem;

4) substantiation of the strategy for solving the problem:

Detailed description of the object;

Determination of the area of change of variable factors;

Definition of requirements for the solution;

Definition of criteria for the effectiveness of the solution;

Definition of restrictions;

5) development of solutions:

Dividing a task into subtasks;

Searching for solution ideas for each subtask;

Model building and calculations;

Determination of possible solutions for each subtask and subsystem;

Summarizing the results for each subtask;

Forecasting the consequences of the decision for each subtask;

Development of options for solving the entire problem;

6) choosing the best option:

Analysis of the effectiveness of solution options;

Assessment of the influence of uncontrolled parameters;

7) correction and approval of the decision;

Working out the solution with the performers;

Coordination of the solution with functionally interacting services;

Approval of the decision;

8) implementation of the solution:

Preparation of a work plan for implementation;

Its implementation;

Making changes to the solution during implementation;

Evaluation of the effectiveness of the adopted and implemented solutions.

Control over the execution of a management decision is a form feedback, through which the manager receives information about the implementation of the decision and the achievement of the organization's goals.

With the help of control, not only deviations from the tasks formulated in the decisions are revealed, but the following functions are also carried out:

diagnostic - gives an idea of the state of the organization;

Orienting - manifests itself in the fact that those issues that are more often controlled by the leader acquire special significance in the minds of the performers, and they direct their efforts primarily to their solution;

stimulating - aimed at involving in the labor process all unused reserves;

corrective - focused on clarifications that are made to the decision based on control materials;

Pedagogical - encourages performers to conscientious work.

Decision-making methods. There are three groups of such methods - informal, collective, quantitative.

Informal, or heuristic, methods - a set of techniques and methods for choosing the best decisions by the manager, a theoretical comparison of alternatives, taking into account the accumulated experience. Informal methods are based mainly on intuition. Their advantages are that they are taken quickly, but intuition can fail, so these methods do not insure against choosing the wrong decision.

Collective methods of discussion and decision-making are associated with determining the circle of persons who will participate in this procedure. The main criterion for the formation of such a group is competence, the ability to solve creative problems, constructive thinking, and communication skills. Most often, such a temporary team (working group) includes employees from various departments. Group work is carried out in such collective forms as a meeting, a meeting, a discussion in a committee, etc.

The most common methods of collective preparation of a management decision are:

Brainstorming - joint generation of common ideas and their subsequent adoption;

The Delphi method is a multi-round questionnaire procedure, when after each round the received personal data are finalized and the results are reported to the experts indicating the location of the assessments. In the 1st round of the survey, no argumentation is required, and in the 2nd round, an answer that differs from the others is either subject to argumentation, or the expert can change the assessment. After the assessments stabilize, the survey is terminated and the decision proposed by the experts or the corrected decision is adopted;

The method of the Japanese decision-making system is a ring system, the essence of which is as follows: a project is prepared for consideration by the head, which is submitted for discussion to persons according to the list provided by the head. Everyone should review the proposed solution and comment in writing. Then a meeting is held with the participation of those whose opinion is not entirely clear.

Experts choose a solution in accordance with individual preferences, and if they do not match, then a vector of preferences still arises, which are determined on the basis of either a majority of votes or the “dictator principle”, when the opinion of one person, usually a senior in position, is taken as the basis , or the Cournu principle, which is used in cases where all solutions are different, so there is a solution that would meet the requirement of individual rationality without infringing the interests of each expert.

Quantitative methods are based on a scientific and practical approach that involves the choice of optimal solutions by processing large amounts of information ( mathematical method); linear modeling, probabilistic and statistical models, game theory, simulation models, etc. are used.

Solution efficiency. Decision principles

The effectiveness of the organization depends on the quality of the management decision. The wrong decision can not only shake the organization, but ruin it. Therefore, the adoption of managerial decisions imposes great responsibility on the person making the decision.

The effectiveness of management decisions is achieved when the following principles are followed:

Hierarchy in decision-making - delegation of decision-making authority closer to the level at which there is more necessary information and which is directly involved in the implementation of the decision;

The use of direct horizontal connections - the collection and processing of information should be carried out without recourse to higher management, which contributes to decision-making in a shorter time and increased responsibility for its implementation;

centralization of leadership - the decision-making process should be in the hands of the leader; o compliance with the goals of the organization - the solution should most fully ensure the achievement of the goals; about the timeliness of the decision, its validity, realism (compliance with the forces and means of the team performing it), economy (achieving the goal at the lowest cost).

Methods of bringing the decisions made to the executors play a special role in the effectiveness of decisions. For this purpose, the decision is divided into group and individual tasks, and the selection of performers is carried out.

It is believed that there are four main reasons for non-compliance with decisions:

The decision is not clearly formulated;

the decision is clearly formulated, but the performer did not understand it;

the decision is clearly formulated, the performer understood it, but he did not have the required conditions and means for its implementation;

All this was, but the performer did not have internal agreement with the solution proposed by the manager.

Thus, the effectiveness of a managerial decision depends not only on its optimality, but on the form of bringing it to the executor (order, persuasion, etc.).

Most management decisions have both positive and negative consequences. Efficient Management is always skillful balancing, which involves losses when they are necessary to achieve the main goal. So, the manager practically cannot select only the most capable, most experienced specialists for work in the organization and cannot always treat employees the way they want.

Thus, perhaps the single most important reason for the success of McDonald's restaurants is such a precise process for the production of hamburgers and french fries that can be implemented with consistent quality, even using the labor of low-skilled workers. This means that managers of McDonald's restaurants must be sure that each employee will accurately perform all the prescribed technology. That's why McDonald's hires young, inexperienced people: they are better suited to the assembly line method than those with restaurant experience. But there are also negative consequences of this approach - high staff turnover, the risk of losing talented employees who can become good leaders, able to climb the hierarchical ladder to the very top. However, if we evaluate the situation as a whole, it can be argued that the positive effects outweigh the negative ones.

Modeling in management

Management science has developed many concepts of managerial decision making. There are models and methods for making decisions in various areas of activity - the inventory management model, the "decision tree", etc.

Speaking about management models, Japanese and American management models are usually highlighted.

The Japanese management model was able to creatively rethink foreign experience accumulated in the field of organization and management on the basis of its national traditions. It was this system that was recognized worldwide as the most effective. The secret of her success is that she focuses on working with people.

Consider the features of the Japanese management model.

Resource-poor Japan has long focused on producing quality products at low cost, keeping in mind that “our wealth is human resources', which should be adequately cared for.

In Japanese management, the American idea of management immediately took root: an employee should work all his life in one company. Employees work for a long time in one company, because when they move to another company, they lose their seniority, benefits, pensions, they will face low wages; "defectors" are generally considered second-class people. Those who work in one place for a long time are charged wages according to the indicators of seniority and labor results. Large Japanese corporations provide employees with many benefits - allowances for family support, payment for travel to the place of work, medical care, payments for social needs.

The philosophy of the Japanese management model is “We are all one family”, so Japanese managers consider it most important to establish normal relations with employees. At SONY, 75-85% of the surveyed employees consider themselves to be a single team whose joint actions bring success to all its members. The Japanese are convinced that you can change anything in your life, but you can not change the company, which is called "uchi" - "home", "family". A Japanese worker, when asked about his profession, will always name the company in which he works.

The staff of any Japanese company begins their day by exercising and singing the anthem of their company, then all employees (regardless of position) recite the commandments of the company, dedicated, as a rule, to hard and conscientious work, obedience, diligence, modesty, and gratitude. The founding day of the company is celebrated every year.

In order to further strengthen the self-identification of the worker with his company, the Japanese management system practices and encourages overtime work, the frequent absence of days off, and the incomplete use of paid holidays. Such behavior demonstrates the devotion of the employee to his company.

Japanese managers promptly respond to employee complaints, are present at the production site every day, talk with workers and specialists about how to improve economic performance, and are interested in the well-being of workers (the patient does not work well).

AT Japanese system no rank or class privileges. So, SONY managers are dressed in the same blue jackets as the workers; it is the managers who are the first to reduce wages during a downturn in production.

All employees of the company are constantly together - in a large open room without partitions, where there is a simple and most necessary furniture. This single "office" is designed to once again remind the employees of the company that they are working to achieve common success.

Material incentives of various kinds (especially social ones) bind the employee to his company even more strongly. The employee knows that his personal well-being depends on his usefulness to the group to which he belongs, and therefore on the performance of his company. As a result - high intensity and productivity of labor and almost complete absence of staff turnover. Moral stimulation is also characteristic: promotion; awarding prizes, valuable gifts; issuance of copyright certificates; holding special meetings at which the valuable activity of the employee is noted; providing incentives for the purchase of company shares; payment for trips in the organization of the customer (including abroad); publication of special articles in an intra-company publication; organization of out-of-town trips for employees with families at the expense of the company; organization of joint lunches for employees with the company's management; specially designated parking spaces, etc.

In Japanese companies, 45% of employees are hired on the recommendation of a relative, acquaintance, etc. The recommender is responsible for the recommended. Japanese management widely practices the creation of working dynasties. First of all, employees with such qualities as honesty, decency, modesty and diligence are promoted.

Further training of an employee is carried out on the job, at the workplace. Theoretical education workers Japanese companies increase in training centers, at seminars (in particular, in the USA).

As a result, Japan is the most competitive country in the world, which at the same time occupies a leading position in ensuring literacy, social policy, and quality of life.

The American management model is gradually losing its leading position in the world and is beginning to acquire individual features Japanese model.

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