Basic provisions of the TQM concept. Open Library - open library of educational information Participating in quality management

The development of any company occurs against the background of continuous complication of all the main elements - organizational structure, leadership style, focus of management, markets, motivation systems, work organization, etc. Consequently, as a result By creating new development strategies and subsequent reforms, the model of both corporate management and quality management (QM) is continuously updated (and complicated). In other words, the level of MC must correspond to the level of development of corporate management.

If the initial stage of a company’s development is fully consistent with a traditional system of production control and quality assurance, then the highest stage of a company's development (with its inherent innovations) inevitably requires a transition to a system of total quality management (Total Quality Management - TQM).

Having decided to implement an effective MK system, it is necessary to systematically analyze and, if necessary, improve all elements without exception production, management and other subsystems of the enterprise. Attempts to manage quality in isolation from other aspects of the activities of any real company are doomed to failure: at best, a “window dressing” will be created in the spirit of bygone times - the introduction of a new quality management system is declared, one or another certificate of conformity is received (by hook or by crook), etc. d.

It can be stated that quality management becomes nowadays leading management of companies. At the same time there is MBO merging process (Management by Objectives) - management by objectives and quality control (TQM)(as was the case at the first stage in F. Taylor’s system), but at a new, qualitatively different level. Today, not a single company that is not advanced in the field of quality and environmental management can count on business success and any public recognition.

Total Quality Management System (Total Quality Management - TQM) is not just an approach to organizing the processes of planning, ensuring and controlling the quality of a company’s products. Basic provisions of the TQM concept can be expressed in the following theses.

1. The decisive role of management in measures to reform / restructure enterprises based on the principles of TQM. Management must lead the reorganization of the company's activities and integrate the quality management system into the overall company management model.

2. Focus on customers. First of all, clients must be identified, i.e. employees and, first of all, managers need to clearly know who the consumers of the company's products are. Then you should determine needs their clients, develop a system of indicators that determine degree of satisfaction customers with the company's products, and enter indicators into motivation system employees as the main indicator of the success of the organization's development. Plays a significant role in increasing the efficiency of interaction with customers communication system with them. This implies that the firm's information system must be compatible with the information systems of its major clients.

3. Strategic planning. Much attention in TQM is paid to planning processes in general and strategic planning in particular. Moreover, it is planned to achieve not only traditional production and economic goals, but also such goals (until recently considered as intangible and immeasurable) such as the level of consumer satisfaction, a positive business image of the company, the prestige of brands, etc.

4. Involvement of all employees. TQM is supposed to delegate more responsibility to lower levels of management. It should not be forgotten that employees must be specially trained to take on this new responsibility. As the responsibility of ordinary employees increases, the role of feedback, which becomes the main component of the enterprise information system. Social and psychological factors play an important role. Self-control(properly prepared) and control from colleagues work more effectively than formal control from above.

5. Personnel training. With the expansion of powers and enrichment of functional responsibilities, there is a need for constant training of personnel, and not narrow training on individual professional issues, but wider education.

6. Awards and recognition. In order for the new system to work, it must be enshrined in the appropriate motivation system, which would encourage proper behavior and limit inappropriate behavior. Formal awards and recognition should be in harmony with informal ones. Thus, the quality management system is deeply rooted (integrated) into the general management system, which is supported by the motivation system, and it, in turn, is fixed in the company’s value system, i.e., in the organizational culture.

7. Product and service development must respond quickly to the ever-changing and increasing needs and expectations of consumers. Indicators such as improving the quality of development, i.e. compliance of developments with client requirements, and the duration of the development-implementation cycle.

8. Process control. The fundamental principle of TQM is the concentration of all efforts to improve the activities of an enterprise on specific processes, and in particular on processes directly affecting the quality of the final product companies.

9. Supplier quality. The quality requirements for suppliers' products are almost the same as for our own. To monitor suppliers, it is necessary to quickly monitor the quality of their products and promptly refuse unreliable services (if possible).

10. Information system. For the normal functioning of the TQM system, it is necessary to develop and implement supporting information system, allowing you to effectively collect, store and use data, information and knowledge. But first you need to clearly define what data to collect and how to process and distribute it. In modern conditions, excess information is a more dangerous symptom than its lack.

11. Best experience. One of the effective tools for improving quality and improving the management system is identifying and using best practices other companies (so-called benchmarking - from English. benchmarking). Typically, this activity consists of identifying the processes to be improved, modeling your own processes, learning from the best practices of other companies, analyzing and drawing conclusions, and using the results.

12. Constant assessment of the effectiveness of the quality management system. For such an assessment it is necessary to develop system of criteria and procedure for conducting these assessments. The obtained and analyzed results should be used to further improve the activities of the enterprise.

It is unacceptable to resolve quality management issues “in isolation” from the enterprise/company/project management system as a whole. In practice, this leads to the emergence of a psychology that divides project participants into responsible and irresponsible, with the result that the personnel who performed the main work on the project bear virtually no responsibility for quality. As a result, it becomes impossible to achieve good overall product quality.

TQM system is designed to ensure that the quality of the company/project products meets the requirements of standards, consumer assignments and operates at all phases of the project cycle. In quality management all organizations, services and divisions participate enterprises/companies. At the same time, the following functions:

· planning the quality of products of the enterprise/project and its individual elements;

· creating a team for each corporate project, including training and organization of work activities;

· production preparation, i.e. ensuring the qualifications of performers and their technical equipment necessary for a given level of quality;

· development of a logistics system;

· control and ongoing assessment of the achieved quality level, including input, operational and acceptance control of technological processes and production operations, as well as inspection control;

· information support, including a system for collecting, processing and transmitting information between management levels;

· laboratory, metrological and geodetic support of technological processes;

· legal support for quality management.

3. Quality of management and features of its assessment

Quality means doing everything right,
when no one is looking.

Directions of development and their effectiveness, features and results of functioning, competitiveness and the line of behavior of enterprises in the market are directly related to quality management.

At the turn of the 20th and 21st centuries. in specialized management journals articles appear on management crisis And the need to change management paradigms. This should mean that the prevailing ideas among specialists and practicing managers about reality in the field of management cease to correspond to it itself, which impedes economic, social, and cultural progress. A management crisis is the root cause of an organization's crisis, evidence that knowledge is outdated and previously well-served concepts on which the practical activities of enterprises are based need to be revised. There is a need for a new understanding of phenomena, events, facts and streamlining of ideas about their essence.

Management crisis occurs when the management system is not able to recognize, correctly assess situations and develop and implement effective decisions. The lack of the necessary diversity of control system capabilities forces one to manage a complex object as if it were simple, ignoring its essential features.

Since the management crisis at many Russian enterprises is protracted, we can draw a conclusion about systematically operating exogenous and endogenous factors that require serious analysis. The duration and depth of the management crisis are determined by various reasons, including the content of the ongoing discussions. In discussions about changing management paradigms, attempts are made to conduct such an analysis, but they are often emotional, with repetitive arguments and conclusions. (The management paradigm is a scientific approach, a theory based on a system of concepts that express the essential aspects of managerial reality. Such concepts are management functions, activity goals, efficiency, communications, motivation, centralization.) Analysis of publications reveals vagueness, lack of clear boundaries and emphasis subject of discussion. The causes and attributes of the paradigmatic management crisis have not been determined. Discussions about the virtualization of organizations, terminological problems, and references to the crafty behavior of supporters of “good old management” do not convince much. It is unclear, in particular, what is the central concept of the new paradigm and what provisions of it need revision. Thus, defining the “fundamental essence of management”, some researchers believe that “the goal of management is to constantly search for the most effective ways, forms and tools of the influence of the subject on the object of management in the organization.” It is clear that such an incorrectly formulated goal of management as one of the basic concepts of the management paradigm cannot serve as strong evidence of the need to use a new management paradigm. In addition, an incorrectly formulated goal in any paradigm is incorrectly chosen modes of system functioning.

Sometimes, when characterizing management paradigms, authors use the antinomies “centralization-decentralization”, “stability-variability”, “individual-collective” work, losing sight of the fact that extreme states characterize extraordinary situations. Comparisons are made without taking into account the specifics of the situation and operating conditions of enterprises.

Misdiagnosis of the disease does not contribute to cure. Reality shows that vague calls for a change in management paradigms alone were not enough to really improve matters in the management sphere.

Published publications on this topic can be divided into two groups. The first group reflects typical aspects of the new management paradigm. The concept of pulsating management, the theory of self-organization, the quantum nature of management, the sociocultural theory of management, the concept of marketing management, and knowledge management define in different ways the characteristic features and aspects of the new management paradigm. The main ones: complication of management relations, humanization of management, focus on continuity of organizational changes, innovation, comprehensive development of the creative capabilities of employees, knowledge and information as the main resource of the organization. Defining the main task and feature of the new management paradigm, many authors refer to the opinion P. Drucker. He believes that at the beginning of the 21st century. The main thing - " make knowledge productive" But this task was posed much earlier, when in the 17th century F. Bacon formulated: “Scentia potencia est.” Management paradigms during the twentieth century sought to bring this maxim to life (the activities of F. Taylor, G. Ford, E. Mayo, D. McGregor, A. Maslow). It seems that knowledge is one of the resources of the management system, and therefore cannot serve as the goal of the new paradigm, just as the goals of the system cannot be replaced by the goals of one of its elements.

The second group of publications highlights special aspects of the management paradigm in Russian conditions. It is obvious that the management paradigm should not be considered in isolation from the state and characteristics of the Russian business model and the conditions in which it is carried out. Management is a suit, tailored to the standards set by the economic and economic system. The peculiarities of Russian management are not that it uses some new original methods of management, but that it modifies already known techniques and management tools, adapting them to existing business conditions.

The nature of the privatization, the lack of regulation of the legal field of entrepreneurial activity, the vagueness of economic rules and norms, the shortcomings of the banking and financial systems, the close merging of government officials with the oligarchy lead to additional economic risks that significantly increase transaction costs and reduce the scope of effective management decisions to increase competitiveness domestic business. The main efforts of enterprise management in these conditions are shifting from improving product and technological innovations and creating competitive advantages to the non-production “contractual” sphere to obtain non-market advantages, which places specific demands on management teams. The efficiency of an enterprise is ensured not so much by improving the quality characteristics of production, but by other factors, and therefore is short-term. In economics there is concept of “impoverishing growth”. It is used to characterize farming methods that boil down to making money quickly through the primary achievement of current efficiency. Current efficiency is ensured by the comprehensive reduction of production costs, savings on employee wages, minimizing costs for improving working conditions, the use of well-known technologies, and growth through imitation of goods of domestic and foreign competitors. The main feature of this approach is that over time the enterprise becomes incapable of generating new ideas, technological, personnel, product innovations, systematic work to create unique competitive advantages, and increasing long-term efficiency. The lack of proper business capabilities results in a loss of economic prospects for enterprises. Meanwhile, right now “innovative competition” is becoming especially important.

A high level of economic risks leads to the persistence of intra-company problems, the unresolution of which results in losses for the country, the true magnitude of which is difficult to even imagine. As surveys of managers showed, during 1994-2003, about 5% of industrial enterprises recognized their situation as “good”, 70% as “satisfactory”, and 25% as “bad”.

Some enterprise managers have developed a strong attitude towards management as “book wisdom” containing few useful recommendations for practical activities. They are committed to primitive approaches to management, which are based on “Theory X” formulated by D. McGregor - technocratic management.

Let me remind you: the majority of modern managers of enterprises and organizations have a technical, humanitarian, military, economic basic education, which does not provide an adequate amount of management knowledge. To this number we must add a legion of practicing consultants, employees of state and regional government bodies, entrepreneurs, whose worldview, production experience and management style were formed during the crisis period. Is it any wonder then when modern management is compared to “a river flowing into sand?”

The above is a background that needs to be taken into account when analyzing the causes of the management crisis in our country and justifying measures to overcome it.

The success of an enterprise in the market, the progress of its technological, social, and intellectual potential depend on the quality of economic growth. The quality of growth reflects the extent to which resources are translated into performance results, as well as the structure of the resources used and the ways in which they are combined. The quality of economic growth is mainly determined by the quality of management at all levels of the management hierarchy. A slogan that is becoming increasingly popular among specialists is "From quality management to quality management"(“From the management of quality to the quality of management”) has a deep meaning and marks a change in priorities in the activities of enterprises. The main thing in the new management paradigm is a new quality of management. It is caused by the emergence of new requirements for the effectiveness, structure and functioning of enterprises, accompanied by an expansion in the composition, complexity and diversity of problems to be solved. Achieving a new quality of management is always ensured by the use of advanced ideas, more advanced tools, techniques and organizational forms of management. Since it cannot be achieved through one-time, sporadic measures, The quality of management now acts as a factor in the systematic organization of the enterprise’s activities, ensuring its competitiveness and efficiency. At the same time, when modeling the trajectory and conditions of development of an enterprise, the growth of its market opportunities, the quality of management should be considered as a strategic goal of the enterprise, the achievement of which ensures its economic “health”.

The essence of management quality and features of its assessment

We are accustomed to using the phrases “quality of work”, “quality of planning”, “quality of service”. Less common are the concepts of “quality of enterprise management”, “quality of personnel management”, “quality of marketing management”, “quality of production management”. The reason lies in their polysemy and the methodological complexity of establishing semantic boundaries. As knowledge accumulates, these concepts are constantly refined.

The quality of enterprise management is a complex, universal concept. In modern management there is no generally accepted definition of it, and its content is not clearly established. On practice The quality of management is judged indirectly - by the achieved performance results. Therefore, often in publications the quality of management identified with efficiency, effectiveness of management I. Of course, these concepts are related, but they are still different concepts.

Usually, interpreting the quality of management, the authors are guided by the provisions and definition of quality that are established by the international standard ISO 9001: 2000.

When exploring this concept, we will be guided by the following provisions:
1) quality means the essential determination of a “thing” (according to Hegel), due to which it differs from other things,

2) the perception of quality is subjective,

3) the certainty of a “thing” manifests itself in different ways, depending on the conditions of reality (situation, “being”).

The essence of this concept is applicable not only to objects, but also to areas of activity (production, scientific), elements of the management system (technical support, information) and results of activity.

Based on these provisions, we note:

1. The quality of management has a dual nature. On the one hand, the quality of management determines the operating modes of the enterprise within the limits of its capabilities and the efficiency of ongoing processes. It can be considered as a function of numerous and varied internal factors: the professionalism of managers, the effectiveness of communications, the management decision-making system, and the availability of modern technical means. On the other hand, it manifests itself in the level of market opportunities of the enterprise, which is expressed in the degree of achievement of the target function and depends on the satisfaction of social needs, consumer utility of manufactured goods. From an economic point of view, it is impossible to consider the quality of enterprise management outside the system of relations between production, sales and consumption of products. Therefore, the quality of management is always associated with such basic concepts as market performance and managerial potential. Proper quality of management cannot be achieved without knowledge of areas of key competence (areas of activity where the enterprise has or can gain competitive advantages) and the ability to translate this knowledge into results: sales volume, profit, profitability. The quality of management reproduces the strengths of the enterprise and creates key success factors. Advantages that have not been realized in competition are not advantages, since they have not been translated into new operating results and have not led to a new state of the enterprise. They only indicate shortcomings in the quality of management. Wherein the main requirement of management stands for organizing sustainable and efficient functioning, achieving dynamic (current and future) correspondence of the size and structure of the components of the enterprise’s potential to the size and structure of the market potential in conditions of competitive opposition.

Achieving Compliance- a rather complex problem, since it requires solving numerous operational and strategic tasks related to determining market (external) goals, establishing the composition and volumes of necessary resources (material and intangible) and combining them depending on market conditions and macroeconomic factors, organizing numerous material and material and information processes. It can be assumed that choosing a line of behavior in the market, applying innovative strategies, implementing investment programs and other work, ultimately aimed at creating a competitive advantage for an enterprise are ways to ensure compliance, achieved through the formation and continuous improvement of management mechanisms, high-quality performance of management functions: forecasting, planning, organization of regulation, motivation, control. High-quality performance of management functions requires the creation of conditions: proper qualifications of workers, the appropriate state of the material and technical base of management, the use of modern technologies (quality management factors). If consider the technological side, compliance means maintaining a balance between the goals of the activity, the state of the potential (resources) of the enterprise, competitive advantages, position in the market and environmental factors that change over time and in importance.

Since in practice compliance is achieved to varying degrees, management will have different quality.

Science suggests various ways to ensure compliance: management by objectives, company value management, marketing management, target costing.

It is important to understand: the quality of management is not only the quality of information, labor and other processes occurring in the management system, but also a manifestation of how effective the enterprise’s activities are in the market, the extent to which the established goals of the activity correspond to the state of the external environment, manufactured products correspond to the needs of consumers, the strategies used correspond to the actions of competitors. This significantly complicates the content of the concept, as well as the assessment of management quality, and confirms the impossibility of using any single criterion for this purpose.

The quality of management is a state and a measure; the state of management potential and the extent of its use, reflected in the results (including market ones) of the activity of the enterprise and its components.

The quality of management is ultimately reflected in management's ability to generate and realize competitive advantages. The variety of management quality factors determines the variety of sources and nature of the enterprise’s competitive advantages and the circumstances of their implementation.

We will assume that quality of management is a set of properties inherent in management and determining its state, the ability to create appropriate conditions by selecting, integrating and combining factors of the internal and external environment to ensure the required competitiveness of the enterprise.

Improving the quality of management is achieved through organizational changes, which can be combined into the following groups:

1) quantitative changes within existing management capacity through better use of available resources;

2) structural changes as part of areas of activity, markets, goods sold, technologies used;

3) innovations in products, systems, production and management technologies, allowing to increase the value of the product for the buyer, to reduce the specific values ​​of cost indicators;

4) better interaction of control system elements, interaction of the control system and elements of the external environment to achieve a systematic effect;
5) combination of the above directions.

Depending on the goals of the activity and the production, innovation, investment, and technological capabilities of the enterprise, priority will be given to certain organizational changes.

The quality of management should be considered at levels and, accordingly, its criteria in nature and scale will be different. Some of them will characterize the quality of management activities themselves (the quality of management decisions, the quality of management technologies), others - the quality of enterprise management as a whole (adaptability, competitiveness), others - the quality of human resources management, the quality of financial management.

Quality of control is a dynamic characteristic. Its change over time is due to both processes occurring in the external environment and changes in the use of internal management factors. It is associated with the formation and transfer of management potential and the entire enterprise to a new state, accompanied by an increase in the market opportunities of the enterprise. Taking into account the increasing complexity, dynamism and uncertainty of the external environment, the formation of a promising (strategic) model of a company’s behavior in the market seems to be very difficult and is based on the concept of strategic management, which is defined by some experts as the pinnacle of management.

When forming new (strategic) market opportunities, a company has to solve unique problems: establishing the characteristics of the future market, designing a new product with the required technical and economic characteristics, studying industry competitors and their possible actions, finding ways to influence markets. This makes the employee’s intelligence, the nature of his knowledge and skills, a particularly important resource. Often, the solution to these problems occurs in conditions of lack of information, lack of clear criteria, interactivity (caused by initial uncertainty, a large number of informal procedures and the need to make adjustments as initial conditions change).

To illustrate the changing nature of management and the requirements for its quality, we will select two directions in the activities of enterprises, which, carried out in parallel, determine its functioning and development in different ways. If the first area of ​​activity realizes the existing capabilities of the enterprise, then the second is associated with the search for factors of competitive advantage and the creation of future opportunities, the economic growth of the enterprise. The relationship between the problems related to these areas and, consequently, the nature of the management decisions made depends on a number of factors: the stage of the life cycle of the enterprise and industry, the characteristics of the product, and the intensity of competition.

The most important differences between the areas of activity of the management system selected for comparison are reflected in the Table.

Characteristics of control factors	The current model of enterprise behavior in the market	Designed model for developing market opportunities
1. Determining factor of activity	Planned tasks	Future customer needs
2. Purpose of activity	Ensuring compliance with the requirements of planned targets	Creating competitive advantages, strengthening the company’s position in the market
3. Contents of the activity	Realization of potential within the framework of the established model of activity and occupied position in the market	Identifying future potential by searching for new market opportunities
4. Performance evaluation	In accordance with the implementation of planned tasks, economical use of resources	In accordance with the position of the enterprise in the future market relative to competitors
5. Success factors	Timeliness and quality of task completion	Future customer requests, advantages in meeting them
6. Degree of knowledge of the problems	Well studied, high certainty situations	Unique, loosely structured, little studied, situations of high uncertainty
7. Control technologies are based on:	Division and cooperation of labor, power and responsibility, regulation of processes	Integrating the interests and values ​​of employees, involving personnel in the decision-making process, social partnership, leadership

Solving the problems assigned to the second area of ​​activity will require management tools and mechanisms that are different from those previously used: organizational culture, business ethics, motivation, selection and appropriate training of management employees with a special mindset and thinking. “We need to change the quality of thinking - this is the path to positive transformation in Russia.”

It is often noted in the literature the ability of domestic managers to cope well with the current tasks of the functioning of enterprises and their insufficient readiness to solve strategic problems of market development. I'm sure exactly This unpreparedness is the main reason for the management crisis in domestic and foreign enterprises. It was this shortcoming that the American management specialist R. Ackoff had in mind when he said that managers try more to manage the situation correctly than to try to manage the right situation.

The quality of management is relative, since it can only be assessed by comparison with a sample. The basis for comparison can be requirements, the quality of management at competing enterprises, the nomenclature and meaning of indicators set by the enterprise management.

The quality of management must be assessed since it is the main condition that determines the current state and prospects for the development of the enterprise.

Currently widespread methodology for assessing the quality of management based on criteria taken into account when awarding bonuses to enterprises for quality. The famous American National Malcolm Baldrige Award takes into account 7 criteria, the Russian Government Quality Award includes 9 criteria, which are assessed in points: 1 - leadership role of management; 2 - policy and strategy in the field of quality; 3 – personnel (staff composition); 4 - partnership and resources; 5 - processes carried out by the organization; 6 - customer satisfaction; 7 - staff satisfaction; 8 - the organization’s influence on society (social responsibility of business); 9 - results of the organization's work. These criteria are used to assess the achievements of enterprises in individual areas of activity (strategic planning, personnel management, process management) and the success of the enterprise as a whole, as well as for comparative assessment of the performance of enterprises.

At the same time, it is of scientific and practical interest to assess the quality of management from the standpoint of developing effective solutions to ongoing changes in the environment, creating favorable conditions for strengthening the position of the enterprise in the market as a consequence of the level of functional and structural organization of the system’s potential, the rationality of building self-organization mechanisms. Such an assessment is necessary and focused on the best use of resources, and makes it possible to purposefully work on strengthening the competitive basis and market development of the enterprise.

The essential certainty of management quality is manifested in the characteristics of management reactions to environmental changes, the methods used and methods of influence on the main and servicing processes of product creation, the nature of actions to determine and justify activity goals, the content and organization of work to create competitive advantages. Therefore, the main purpose of the assessment is to identify the content of activities and establish the rationality of the chosen approaches to solving emerging problems. Such an assessment requires justification and development of a special methodology for its implementation. The fact is that the quality of management in general cannot be expressed in cost terms.

To assess the quality of management, it is not enough to know only the values ​​and level of achieved economic indicators that characterize any aspect of the enterprise’s activities. Required integral assessment, taking into account a set of indicators.

The method is based on the fact that measurement and assessment of management quality can be carried out using pattern recognition. Pattern recognition consists of comparing the assessed structure of indicators (for a certain period) with one of the possible structures, defined as a standard (norm).

Structure of indicators- this is the arrangement (ratio) of indicators in the aggregate, depending on the priorities of changing their values.

To obtain an assessment of the quality of management means to measure the degree of compliance of the actual structure of indicators with the normative (reference) structure of indicators. The criterion characterizing the degree of compliance of the indicator structures will reflect the total impact of the management decisions made on all aspects of the enterprise’s activities and gives a general assessment of the efforts of the enterprise’s divisions and the work of managers. The normative structure of indicators is designed taking into account the conditions for the best, high-quality use of the resources and capabilities of the enterprise, based on the nature of the goals arising from the characteristics of the situation and the stage of development of the enterprise. From what has been said it follows: There is no universal normative structure of indicators. Each stage of enterprise development, distinguished by activity priorities, the nature of the resources used in composition, volume, quality, structure, will have its own specialized structure. The normative structure of indicators is presented in the form of an ordered series of indicators. Expert survey procedures should be used to develop normative indicator structures. The experts are top and middle rank managers.

When forming indicator structures, it is necessary to carry out classification of situations and create a bank of situations. Classification of situations is possible according to a number of signs. First of all, it is necessary to identify situations (and determine their characteristics) depending on market conditions, cost formation factors, and quality of work.

Without going into the technological complexities of the methodology for assessing the quality of management, we present algorithm for its implementation:

1) identify the conditions of the enterprise’s activity in the business system;

2) express the objective function of the enterprise quantitatively and carry out its decomposition;

3) determine the composition of indicators reflecting the results of market growth and the state of the organization of the enterprise’s potential, presenting them in the form of primary information;

4) select indicators;

5) establish normative relationships in changes in selected indicators (build normative structures of indicators in accordance with the conditions of the market environment and internal conditions of development);

6) choose a regulatory structure taking into account situational characteristics, features of the stage of development of the enterprise;

7) determine the actual structure of indicators, reflecting the established priorities of indicators for the development of potential and its use;

8) assess the compliance of the normative and actual structures of indicators, identify the level of quality of enterprise management;

9) draw conclusions about the sufficiency of this level and the effectiveness of the applied strategies for the development of the enterprise.

If the assessment is used to quickly improve the performance of departments and the management decision-making process, you should:

10) identify external and internal factors that determined the values ​​and priorities of indicators of the actual structure, and establish their influence;

11) develop and implement measures to improve the quality of management, providing for improving the organization of potential and increasing the degree of its consistency;

12) re-evaluate the achieved level of management quality, return to paragraphs 1-11.

The effectiveness of using this method as a way to study a complex phenomenon depends on the scientific position and qualifications of the researcher, the adequacy of the understanding of the analyzed situations, available analogies, successful examples and skills in solving similar problems.

Since the assessment of management quality is a generalized assessment designed to identify and reflect trends in its changes over time, it serves as the basis for conducting a detailed assessment carried out using factorial, systemic, morphological, functional-cost and other well-known methods of analysis, the results of which serve to develop specific operational technical, organizational and other solutions.

Main literature

1. Basovsky L.E., Protasyev V.B. Quality management: Textbook. - (Series “Higher Education”) (GRIF). – M.: INFRA-M, 2008. – P. – 9-141.

2. Kravchenko A.I. History of management: A textbook for university students. - M.: Academic Project, 2000. – P. 137-141.

3. Shestopal Yu.T., Dorofeev V.D., Shestopal N.Yu., Andreeva E.A. Quality management: Textbook. – (Series “Higher Education”) (GRIF). – M.: INFROA-M., 2008. - P. 19-281.

additional literature

1. Vinokurov V., Vinokurov A. Quality of management as a factor in strengthening the market position of an enterprise // Standards and quality. - 2005. - No. 12. – P. 17-23.

2. Vinokurov V.A. Quality of management is the basis of the modern management paradigm // Magazine “Management in Russia and Abroad”, 2006, No. 6 // http://www.mevriz.ru/articles/2006/6/

3. Quality management. Specialized website // http://www.quality.eup.ru

4. Ponomareva T.A., Supryagina M.S. Process approach to assessing internal quality in a service organization // Magazine “Management in Russia and Abroad”, 2005, No. 4 // http://www.mevriz.ru/articles/2005/4/

5. Portal about standards // http://www.standart.ru

6. Predvoditeleva M.D., Balaeva O.N. Approaches to service quality management: focus on the consumer // Magazine “Management in Russia and Abroad”, 2005, No. 2 // http://www.mevriz.ru/articles/2005/2/

7. Total Quality Management - TQM Service. Specialized website // http://www.TqmService.ru

Mikhail Yurievich Rybakov Business consultant, business coach, senior partner of Just Consulting, certified project management specialist (IPMA)
Alexander Leonidovich Shmailov Leading trainer-consultant on quality management, head of the Quality Management department at Just Consulting
Magazine "Management News", No. 1 for 2008

“The challenge of the times for enterprises can be formulated as “mastering an ever-increasing variety of rapidly changing tasks faster and more cost-effectively.”

Alexander Leonidovich Shmailov

annotation

This article is devoted to the creation and implementation of a quality management system (QMS) in a Russian company. After reading it, you:

• Find out what benefits your business will receive from implementing a QMS
• Study modern types of QMS and you can choose the most suitable one for you
• You will be able to understand how to create a QMS in your company and prepare it for international certification

The article bears practical nature and is based on world practice and many years of experience of the authors in the field of quality in such companies as:

• Western: BEKO (plant in Russia), Daimler-Benz/Mercedes Benz Avtomobili, Trocal, KBE, TUV EC, Volvo Truck Corporation Russia, Kuhne+Nagel LLC Russia, etc.
• Russian: BeeLine, Business Process LLC, Corbina Telecom, Moscow Business School, Sawatzky, YUKOS NK, etc.

The entire article will be based on a single end-to-end example. We took the fictitious company “Etalon” as our hero. This is a multi-brand car dealership center for the sale, repair and maintenance of cars of European brands. This example is good because:

• firstly, many of us regularly use the services of car service stations (service stations)
• secondly, this example can illustrate the implementation of QMS in companies engaged in sales, production and service provision.

History of the company. Problems

The Etalon company was founded in 2001. At that time, she was servicing Volkswagen cars. Over time, a number of Japanese and Korean brands also began to sell and service. Today, Etalon is one of the leaders in the regional market. However, recently the competition has become increasingly fierce and therefore the company has begun to pay more serious attention to those points that it had not previously reached:

• Service station personnel do not comply with time standards and enterprise standards
• The Directorate believes that the productivity of direct labor (mechanics, electricians, diagnosticians) could be much higher
• Customers are not entirely satisfied with the quality and speed of service
• Rare clients seek services again: they go to competitors

And consequently:

• The company is losing market position
• Owners and investors are not satisfied with the return on invested capital.

Of course, these problems were not new to management. And, of course, they tried to solve them:

• Installed video surveillance of the work of mechanics, mechanics and electricians
• Increased or decreased the bonus level, linking it to productivity
• Trained receptionists to work with clients
• And much more

However, all this gave only temporary improvement. And then one day the owner of the company heard that There is such a science - quality management, and decided to implement it in my company.

What is quality management and what does it provide?

What are the benefits for business?

Advantages, which you can get are very diverse:

• Reduced production costs and increased profits
• Increasing the capitalization and investment attractiveness of the company
• Increasing the company's manageability and transparency for management
• Increased employee motivation and loyalty, improved team environment
• Increased customer satisfaction
• Developing the company's image and increasing its competitiveness
• Opportunity to enter foreign markets and cooperate with major Russian companies
• Continuous improvement of company performance

How is this achieved?

To put it simply, quality is about how to build your business wisely. There are:

Quality management is the same area of ​​management as production, finance, personnel and others. But at the same time, it is more complex, affecting all aspects of the company’s work, and therefore is under the control of its top management.

And all successful companies in the world (from such giants as Daimler-Benz to small companies) in a variety of business areas are dealing with these issues.

What are the quality management systems?

There was a time when every leading company created its own QMS. However, in order to “not reinvent the wheel”, based on the practices of the world’s most successful companies (best practices), various quality standards, For example:

• ISO 9001:2000
  Talks about how to build an efficient, long-term successful company, regardless of its field of business. It is also used to evaluate partners: how risky it is to work with them.
  This standard is the basis for all QMSs created in the world, therefore we will take it as a basis for further presentation. Other standards clarify and detail the requirements of ISO 9001:2000 for specific countries and industries.

• ISO QS 9000
  Standard for evaluating suppliers and contractors in the automotive industry. Adopted by the “big three” American automobile companies: Ford, General Motors, Chrysler.
• VDA 6.1/6.2
  European standard similar to ISO QS 9000. Adopted by German companies such as BMW, Volkswagen, Mercedes, Siemens.
• ISO TS 16949

An international standard that grew from those described above.

But that's not all. If you have implemented a QMS, then you have reached a certain basic level for the industry. But competition is growing, and if you want to develop further, your reference point may be further improvement programs, For example:

• Statistical Process Control (SPC)
  A set of techniques for monitoring product quality at all stages of the life cycle.
• Quality Cost Management
  Reducing costs from low quality (defects) by preventing it.
• Toyota production system - TPS and lean production (Lean Production)
  Toyota production system. It is one of the most successful quality management systems in the world.
• Modern preventative maintenance (TPM) methods
  A system of Japanese methods for assessing and improving the overall efficiency of production equipment.
• Six Sigma
  A system originally developed by Motorola. Based on a project approach to implementing improvements and a clear organizational structure.

Basic principles of quality management

In work on quality we can highlight 3 levels:

1. Ideology

2. Psychology

3. Tools

"What does this mean? - you ask. - What does ideology have to do with it? In our country this was more than enough! Look at the results!”

That’s right, but the whole point is that a company employee can be given the best tools, machines and equipment, but if he won't want to work efficiently, all your efforts will be a waste of money and time.

Ideology needed to form public opinion. For example, in Japan the principle “A good person is ashamed to do bad work” is promoted. In the USA, Quality is often compared to religion. A person cannot be forced to believe in God. The same goes for quality. You can’t force it, but you can convince it, create the appropriate mood within the framework of an individual project, a company or an entire society.

Understanding psychology an employee is needed in order to be able to convey the basic principles of quality to employees.

A tools help to put the principles of quality into practice.

Quality as a discipline was largely created through the efforts of individuals. They are often called “Quality Gurus”. It was they who laid the ideological foundation for quality as a management discipline and developed tools that are actively used all over the world.

Edward Deming is rightfully considered one of the founders of the world science of quality. In the 1940s XX century he worked as a professor of statistics at New York University. At that time, he first began to think that statistical methods could be used for quality management. He offered his ideas to many American companies, but at that time his ideas were not accepted in US business circles. He tried to find understanding in a number of countries around the world, including the Soviet Union. He almost remained in our country, but the country’s leadership demanded that he publicly declare that Soviet industry is the highest quality in the world. Having familiarized himself with the state of affairs at several factories, he was unable to take such a step, which means he was forced to continue his search for a country where his ideas would be accepted. Japan turned out to be such a country.

After the Second World War, Japan was in a very difficult economic situation, and the goods that its industry produced were completely uncompetitive due to very low quality. For six years, Dr. Deming lectured and advised Japanese business leaders and government officials. As a result, the Japanese were able to put new management principles into practice and become world leaders in the quality of their products.

Much later, in the early 80s, many years after the start of the “Japanese industrial revolution”, in the book “Overcoming the Crisis” Deming formulated his famous "14 principles of quality", which reflect his many years of successful experience working on quality in major companies around the world.

The essence of Deming's approach is that the reasons for low efficiency and poor quality most often lie in the system, not in the employees. Therefore, to improve operational results, managers must adjust the system itself. Deming paid special attention to:

• necessity collecting statistical information about deviations from standards
• reducing deviations in company processes and products
• due to search, analysis and elimination of causes of deviations.

So let's consider "Edward Deming's 14 Principles", which to this day form the basis for quality management throughout the world.

1. Commitment to improvement

“Make sure that the desire to improve a product or service becomes constant; your ultimate goal is to become competitive, stay in business and provide jobs.”

Rice. Rising quality in Japan and the USA

The Japanese love to talk about how they have surpassed America in quality. And do you know how they explain their success?

In the USA, quality is improved from time to time when some technological or management breakthrough occurs. In Japan, one of the components of any work is its continuous improvement (Kaizen). We will look at how this happens below (PDCA cycle). In the meantime, I invite you to think about the question: how does quality change over time in Russia? Remember the dynamics of changes in the quality of many brands that have appeared on the consumer market in recent years...

Iterative Improvement (PDCA Cycle)

One of the main principles in the development of quality is the principle of continuous improvement. It finds practical implementation in the implementation of the famous PDCA cycle (from the English words: plan- to plan, do- do, check- check, act- act), developed by Edward Deming.

This principle symbolizes the infinity of the improvement process. Imagine that you are sailing on a boat towards a certain goal. The boat will periodically be carried away by the current and turned around by the wind. To sail to your intended goal, you will have to regularly adjust your course using the principle of feedback. Note that goals can also change... However, in business, people often think that once they find the right solution, they can use it forever.

Rice. PDCA cycle

The PDCA cycle is often depicted as a person pushing a wheel of continuous development up an incline. The circle symbolizes the continuous nature of improvement. This symbol is very popular in Japan, as is the technique itself. For example, the PDCA cycle is often a topic of discussion at Quality Circles.

2. New philosophy

“We live in a new economic era. Leaders must rise to the challenge of this era, must recognize their responsibilities and become leaders to bring about change.”

If you want to run your company using the old “I’m the boss, you’re the fool!” principle, it’s best to leave all talk about quality right away. The experience of most companies that have successfully implemented a quality management system suggests that it all starts with faith in the quality of the company's top management. Moreover, often at first you have to overcome a wall of misunderstanding and resistance on the part of the bulk of employees and middle-level managers. Quality is “doomed to success” only if top managers accept it as one of the main priorities for the company’s development, regularly proclaim its important role, and most importantly, adhere to the principles of quality in their daily work, persuading employees to follow the new course by their example.

3. Stopping mass inspections

“Overcome dependence on quality control. Quality cannot be achieved through mass testing, but must be the result of a sustainable manufacturing process.”

Initially, quality as a management discipline arose with the introduction of assembly line production at the beginning of the 20th century. Before this, an artisan producing his products in small batches could control the production process himself from start to finish. And the worker standing on the assembly line became separated from the results of his labor, that is, those “10 nuts” that he screwed every day from morning to evening were very far from the shiny beautiful cars that rolled off the assembly line at the end of assembly and finishing.

Then, for the first time, the idea of ​​creating quality control departments (technical control departments) arose, that is, special divisions arose whose main task was quality control of manufactured products. The main problem with final inspection is that even if some defects in finished products are found, their elimination can be very expensive for the company, and often “hidden defects” arise that will only be discovered when the product reaches the end user.

Another disadvantage of mass control is the psychological problems that arise in production when there are a large number of controllers. Who enjoys working when you are constantly being watched by the watchful eye of a supervisor?

The opposite of total control is development of the quality of the business process and technological process so much so that marriage would be impossible in principle. Also one of the goals is to achieve process reproducibility. For example, one car can be produced in a garage, but in order to make a thousand identical ones, and even with workers of different skill levels, quality management is precisely what is needed.

4. Be careful with cheap purchases

“Stop purchasing based on seeking the lowest price and instead minimize total costs. Try to have one supplier for each component, work with him on the basis of long-term, trusting relationships.”

Any company depends on the resources it acquires on the foreign market. Management often forces purchasing managers to focus on minimum prices. However, when choosing suppliers, it is important to pay attention not only to the price of the purchased products, but also to total cost of ownership given resource throughout its entire service life, which includes the cost of repairs, spare parts, and losses from downtime of cheaply purchased resources. Often, a simple economic calculation shows that it is better to buy more expensive but high-quality products. You can calculate what is more profitable: invite a team of professionals or a team of guest workers to build your cottage, who are sober only at the time of concluding the contract, and who first picked up a trowel a month ago. As they say, “I’m not rich enough to buy cheap things”...

5. Continuous improvement of systems

“It is necessary to constantly look for the causes of defects in order to improve in the long term all production and service systems, as well as any other activities associated with the enterprise.”

This principle tells us how important it is to analyze the causes of problems that arise during the operation of a company. “There are no defeats - there is only feedback,” say the wise. Our mistakes and miscalculations are invaluable experience that will make our path to success in the future easier. Only a detailed examination of the reasons that led to a particular problem allows it to be eliminated in the future. From the very first steps of project development, it is extremely important to cultivate in employees the principle of a detailed analysis of emerging difficulties in order to take real steps to eliminate and prevent them in the future.

There are a number of tools that allow you to analyze the causes of existing or potential problems.

6. Personnel training system

“Create a system of on-the-job training.”

Have you noticed that often a young specialist who comes to work after studying at a university has no idea what needs to be done, even if he works in his specialty (which is rare these days)? How to raise professionals who will successfully cope with the tasks assigned to them, and also become the backbone of the company in the future?

World experience shows that a mentoring system, when experienced employees train young newcomers, can help solve this problem. This approach gives a “triple effect”: you train young people, increase the loyalty of experienced specialists, unite the team, and lay the foundations for respectful relationships between colleagues.

7. Effective leadership

“Modern management techniques must be adopted to help employees do their jobs better.”

A well-known principle says: in order to get a different result, it is necessary to make some changes in the system. That is, if you don’t change anything, then the result will be “as always.” Are you satisfied with the work of your employees? No? Then who is responsible for making changes happen in your company?

In the new conditions, when increasingly greater results are expected from an employee, as well as a responsible, creative approach to work, the manager is no longer the overseer over the “careless employee” that he often was before. A modern approach to management implies a partnership between employees and managers, in which the manager plays the role of a mentor, a “senior comrade” who can show the employee the path to his professional growth.

8. Eliminate the atmosphere of fear

“It is necessary to promote mutual communication and use other means to eliminate fear among workers. Then people will be able to work effectively in the interests of the company.”

What are workers afraid of? It’s worth starting a conversation about this with the fact that in any company with more than 100 people, business interests are largely replaced by the interests of building a career within the company. This means that all actions taken by the employee will be aimed at increasing their merits in the eyes of their superiors and hiding all mistakes.

What does this lead to? People are starting to be afraid. Be afraid to talk about a mistake you made, to once again turn to management with a proposal for improvement: “How will they look at me? Won't they punish me? Won't they make me responsible for implementing my proposal? What if I can’t handle it?” As a result, a person takes on only the “safest” jobs and strives to shift responsibility to colleagues and managers. What kind of creative approach to work can we talk about in such a team environment?

Another negative consequence of the fear of punishment at work, the division of the company into “bosses” and “ordinary workers” is the emergence of mutual responsibility among ordinary employees. There are many negative consequences. This is both theft and mutual concealment of inaction and mistakes.

What is the reason for this situation? The main reason for confrontation between employees and management is usually fear. After all, it often happens that when problems are discovered (for example, a defect occurs), management is engaged in “searching for the last resort,” “so that it is discouraging.” And the problem often lies in labor organization problems and system shortcomings.

A number of successful companies have introduced the following principle: if an employee himself admits his guilt in making a mistake, he is not only not punished, but is also rewarded if he has come up with a real way to prevent this mistake in the future. After all, now this employee has gained valuable experience! Of course, this does not apply to those who make mistakes every day. However, as practice shows, most workers really strive to do their job as best as possible. Don't interfere with this!

9. Removing barriers

“It is necessary to eliminate barriers between individual areas of the company’s activities and divisions.”

Have you noticed that sometimes you can hear such conversations in companies.

Accounting: “These salespeople are slackers! Not only do people come to the office only in the evening, but documents are constantly delayed!”

Sellers: “This accounting department is a complete swamp! Not only do they sit there all day, wiping their pants, but they also constantly make mistakes in their calculations, and you won’t get any documents from them!”

If you hear similar conversations in your project, this means that you have developed confrontation between units. Why does it happen?

The fact is that the majority of company employees are busy with their narrow business and do not notice the importance of what other departments are doing or the problems that exist in their work. This means that what other departments are doing begins to seem unimportant. As a result, conflicts and mutual accusations arise.

What to do in such a situation? As a rule, this situation is resolved through a series of procedures aimed at resolving conflicts and establishing constructive interaction between departments. Moreover, to conduct such events, people are needed who will not be “friends” for either party, and often a team of invited consultants plays this role.

10. Refusal of slogans

“Slogans, calls and warnings must be eliminated. They only cause opposition, since in most cases poor quality is caused by the system, and not by the behavior of a particular employee.”

“You must work efficiently!”, “Five-year plan - in three years!” - we’ve all heard this somewhere before, haven’t we? When you hear such a fiery call, what desire arises inside? Do quality work, or do something different in relation to the one who repeats this slogan day after day?

Does this mean that propaganda is not needed at all? What should I do? How to convey the necessary ideas to employees? Moreover, the author spoke above about the “ideology of quality”. Is there a contradiction here?

Of course, it exists, but there are also methods for resolving it. Firstly, modern methods of creating public opinion (PR) are much more subtle than simply uttering slogans. Secondly, there are other ways to convey ideas to the masses, for example, the work of Quality Circles, which, in our experience, work great in Russia (of course, if they are organized correctly).

11. Refusal of arbitrarily established standards (quotas) in production. Change of leadership

a) “Abandon quantitative quotas for workers”;

b) “Give up quantitative goals for the administration.”

As the practice of implementing quality management systems shows, there is always a contradiction in companies: to work efficiently or to work well. In general, our whole life is woven from contradictions. For example:

Car: prestigious or cheap?

Go by train or fly by plane?

Employee: smart or flexible?

One of the tasks of the project manager is to resolve such contradictions at the earliest stage of planning. Moreover, the situation is often complicated by the fact that priority quality in work contradicts those quantitative production standards, which are set for employees. They would be happy to work well, but at a certain load level this becomes physically impossible.

How to be? Find compromises between quality and quantity, rather than going to one of the extremes.

12. Being able to be proud of your work

“Anything that calls into question the ability of every front-line worker and every manager to take pride in their work must be eliminated.”

Have you noticed how differently those who go to work “just to earn money” and those who are proud of their professionalism, their team, and their company have different attitudes in their work? And yet, how many obstacles managers sometimes create on the way for employees to feel proud of their company! To the point that employees of newly spun off subsidiaries of one very large Russian company, who work side by side with it every day, are prohibited from wearing its symbols! It's hard to see the bitterness in people's eyes when they talk about it! People just give up because of this attitude towards themselves...

But sometimes it is necessary to take very simple actions to maintain an employee’s self-respect and pride in his profession. Methods such as honor boards and award certificates are still relevant today. And how happy serious adults are when they receive a postcard signed by their manager for a professional holiday!

13. Encourage learning

“It is necessary to create a comprehensive training program and an environment in which self-improvement becomes a necessity for every employee.”

Do your employees undergo frequent training? No? And do you want them to keep up with the changes that are happening in our lives?

They say about Japanese companies that everyone trains everyone there, and this is one of the reasons for the rapid growth of the Japanese economy. In our country today the situation is such that up to 70% of the population do not work in their basic profession. Engineers lead, psychics treat, and everyone who couldn’t find a place in other areas becomes a salesperson. And what do you expect from such employees? It can be surprising to see what hopes the head of such a newly minted sales department places on his “eagles,” one of whom wanted to become a doctor but gave up, another is looking for a job after culinary school, and the third just came from the army. Of course, these may be quite worthy people, however, no one would think of putting a peasant in the pilot’s seat and sending him across the Atlantic!

Create conditions in which it will be prestigious for your company’s employees to study. For example, you can associate career growth with completing certain trainings, or obtaining a “second higher education.”

14. Transformation is everyone's business

“Make sure every employee is part of the change program.”

People say: “Alone in the field is not a warrior.” Well, what will you achieve in the area of ​​quality if your employees in the smoking room giggle at you, discussing “another whim of the boss”?

One of the first tasks of a project manager is to involve all employees in working to improve quality. And make sure that people participate in it voluntarily and with enthusiasm.

It should be noted here that although Deming’s principles have proven their effectiveness in Japan and other countries of the world, they were developed a long time ago, and the Japanese mentality is significantly different from the Russian one.

That is, when borrowing any advanced experience, you should creatively rework it to suit the conditions of your reality. What principles will you develop for your company, based on the best global experience?

Creation of a QMS

So, how is a QMS created? As with everything, there is at least two ways:

• do it yourself;
• order on the side.

Americans call this “make or buy”. Both have advantages: in the first case, you will learn a lot, gain your skills, and get the most adapted system, but it will take you a lot of time. In the second, you will spend more money, but you will save time and get quick, professional results.

Most people choose the second option. We will look at it using the example of the Etalon company.

There are a few main stages:

• Preparation
• Analysis of the “as is” condition
• Training of managers and personnel in quality management
• Documentation development
• Formation of QMS documentation
• Implementation
• Internal audit
• Internal auditor training
• Conducting internal audits
• Quality management report to senior management
• QMS certification
• Repeated audits, continuous improvements, recertifications.

Preparation

Analysis of the “as is” condition

To begin with, the consulting company conducts preliminary rough assessment of the client in order to determine the contours of the future project. Evaluated:

• The company's industry and areas of business
• Organizational structure, management structure, number of personnel
• Does the client need certification, if so, what kind, why and in what time frame?
• And other parameters.

Rice. Organizational structure of the service station

It is worth mentioning here that certification varies. Companies' offers can be classified in different ways. For example:

• “Selling a certificate” + QMS as a bonus. Wishful thinking.
• Assistance in creating the organizational maturity of the company (speed, accuracy, quality of fulfilling customer orders) + certificate as its confirmation.

The first option is more widespread on the market, and the second, alas, often comes down to the first as implementation progresses. A truly professional consultant can do both options, but initially focuses on the second. Its advantages were described above in the section “What are the benefits for business?”. This is what we will talk about next.

Certification also happens:

• Western(TUV, Lloyd register, BVQI, DNV, SGS, etc.)
• Russian(GOST-R, VNIINMASH, Russian Register, etc.)

Western certification bodies are good because they have many years of experience and reputation, transfer successful experience from other companies, but their services are very expensive.

At the same time, Russian ones are cheap, but the emphasis during implementation is more on administrative resources and coercion.

Based on preliminary assessment consultant makes an offer to the client, where he describes the goals of the project, its stages, and costs. As a rule, the client arranges a competition (explicitly or not) among consultants. A contract is concluded with the winner, in which the terms of reference (TOR) and project plan are included in the annexes. This is very important because... allows you to agree “onshore” on mutual expectations and requirements, and the scope of work. Otherwise, the project tends to “grow,” which leads to dissatisfaction on both sides.

It is also worth mentioning that the success or failure of a project largely depends on the client. Thus, he often strives to complete the most expensive steps on his own, and does not complete them, or does them poorly. And sometimes the project is greatly delayed due to the absence of key client persons (business trips, etc.) and delays in providing information.

The same thing happens in the preliminary stages “grinding in” between consultant and client. After all, mutual trust is important for success: a consultant often learns a lot of confidential information about the company. It’s no wonder that maintaining trade secrets is an important point in any consulting contract.

For the success of the creation and operation of the QMS, the support of key persons in the company is critical, incl. its senior management. Therefore, it is useful to carry out the so-called kick-off training, which describes the key benefits of creating the system, the mechanisms of its operation and the stages of its creation.

• identify weaknesses and risks in the client’s business (non-compliance with the standard)
• identify potential improvements that can be implemented, preferably at minimal cost. They are sometimes also called “low hanging fruit.”

A step-by-step survey of company personnel is conducted, starting from senior management to performers.

Further implementation largely depends on the competence of this stage. If the consultant is competent, then already at this stage a vision of “how it should be”, and not only from him, but also from the client.

This stage ends formation of a QMS implementation project in company.

An example is given at the beginning of this section. You can supplement it with a network diagram, Gantt chart and responsibility matrix.

Documentation development

Identification of the Company's main processes

At the next stage, it is necessary to implement the concept that emerged after analyzing the current state of the company. And, first of all, it is necessary to develop a “principal diagram of the company”, and not so much “as is”, but “as it should be”, taking into account the requirements of the ISO 9001:2000 standard. In quality management, this scheme is usually called "process landscape": it contains the names of the processes taking place in the company and, possibly, the connections between them.

Processes are usually divided into three groups:

• Company management processes
• Core processes (that add value to the customer and bring profit to the company)
• Supporting (auxiliary) processes.

However, we adhere to the approach proposed by the Austrian consultant Karl Wagner (ProCon company), who also highlights:

• Measurement, analysis and improvement processes.

This makes it possible to ensure that the created QMS will actually fulfill its functions: to promote business prosperity. If these processes do not exist, the QMS is just a declaration.

Rice. Interrelation of processes in the company.

Displayed first main processes, as the most important for the company. We trace the entire path from receiving a customer’s order to issuing him a finished product or service. For example:

• Searching and attracting clients
• Conclusion of contracts
• Fulfilling orders
• Development of new products (R&D).

Note that the division of processes into groups is very arbitrary and controversial, and primarily depends on the scope of business and the goals of the company. For example, for a bank, financial management is the main process.

• Selection and evaluation of suppliers
• Work with personnel
• Life support of the office, technical processes
• Safety.

In order for core and supporting processes to function successfully, they must be managed. For this there are leadership processes. For example:

• Strategic management
• Tactical Control
• Operational management.

You can control it in different ways. It can be based on the intuition of managers, or it can be based on facts, preferably expressed in digital form. To do this it is necessary to produce measurements, then analyze received information. And based on the analysis - improve the work of the entire company or individual processes. Let’s say, in our example, the workshop manager set the price of an hour of work for the paint shop at 40 euros. Based on what: competitor analysis, customer surveys? Such a manager is at great risk if, for example, the cost of an hour is 37 euros: pretty soon his business will collapse, and he may not even suspect it, because it does not have a system for collecting and analyzing evidence.

Detailed description and development of processes

• Name
• Owner (responsible)
• Process boundaries (start and end)
• Inputs and outputs (starting with outputs)
• Process execution logic

There are many ways to describe processes, from the simplest to the most complex, such as IDEF0 and ARIS. However, we recommend using simple flowcharts: they are less scientific and easy for everyone to understand.

Rice. Description of the order processing process at the Etalon service station

During the description, processes are repeatedly adjusted and improved. Their landscape may also change. It is convenient to identify 4 working groups from among the company’s employees, each of which describes the processes of one of the groups listed above.

Determination of QMS management procedures

In order for processes to be effectively executed taking into account the requirements of ISO 9001:2000, it is necessary to develop six mandatory QMS management procedures:

• Document management
• Records management
• Non-conformity management
• Internal audit management
• Corrective Actions
• Preventive measures

To documentation The QMS was convenient to use; it was necessary to formulate some of its structure and document templates.

Posts are necessary in order to record how this or that work was performed. Remember the sheet on which the cleaning lady marks the time she cleaned the restaurant toilet - this is an example of records.

Rice. Example entries. “Car acceptance form for repairs”

Discrepancy management is working with customer complaints: both external and internal.

Internal audits are necessary in order to evaluate what cannot be measured in a normal measurement system. For example, the quality of documentation. First of all, performers are questioned regarding compliance with specified regulations.

If during the audit non-compliance with the requirements of the standard was identified, it is necessary to take corrective measures to correct them.

To ensure that inconsistencies do not arise in the future, preventive measures are taken.

Formation of QMS documentation

Of course, the QMS must be documented. The documentation is arranged in the form of a pyramid:

Application area Sets benchmarks in the field of quality Entire enterprise To all employees Describes the quality system in accordance with the established quality policy and objectives and the applicable standard Entire enterprise Internally: at the departmental level Outside: project participants Describes the activities of individual functional units necessary for the implementation of elements of the quality system One or more departments of the enterprise Only within one or more departments Consists of detailed working documents Department, individual workplaces Only within one department

• At the top level— the company’s quality policy and goals, which are detailed in the Quality Management Manual. This documentation is presented in the most general form and is of an “advertising” nature. It is provided to clients, suppliers, and partners. However, it contains links to the next level, which contains the company's know-how, and therefore access to it should be limited.

Quality Policy

1. Customer Focus
   We focus on the needs of our customers and work with them in a friendly and helpful manner in order to achieve long-term partnerships reliably and in the long term.
2. Economical
   We are committed to acting from an economic point of view. We clarify our company's processes from the point of view of their economic sense and efficiency. For our clients, we maintain current technologies and fundamental knowledge and guarantee this. We strive to further cover costs and competitive cost of our products.
3. Quality of services
   Our activities are defined within the framework of processes that should ensure the highest quality of our services. Responsibility and competence are clearly defined in order to ensure clear information flows and regulations for the regulation of interfaces.
   Preventing or quickly resolving nonconformities is part of our process-oriented QMS.

• On average— descriptions of processes and procedures. These are documents regulating the company’s activities: how to analyze the market, how to work with suppliers, create new products, etc.
  Above is an example of a process description
• On the bottom- work instructions, job descriptions, drawings, operational instructions, document forms, etc.

Implementation

Once the QMS has been created, it must be implemented. To do this you need:

• Share responsibility for the implementation of the created processes between managers and employees.
• To train. It is recommended to train managers first, who then train their employees.

Internal audit

Now we need to check how much what we planned corresponds to what actually is. The main goal is to improve the created system.

Internal auditor training

First of all, it is important to determine who will be the internal auditors. A good auditor can be a person who is not inclined to authoritarian control, but to looking for opportunities to improve the system.

Then carry out education, both audit procedures and necessary skills, such as asking effective questions, listening, identifying the causes of problems, suggesting improvements, separating problems from specific people, etc.

Then carry out exam, where the future auditor demonstrates his skills.

Conducting internal audits

The audit is carried out approximately a week after the end of implementation. When carrying it out, the following options are possible:

• Everything is described and works. Everything is fine here.
• If it is described, but does not work, then they decide whether a description is needed.
• If it is not described, but it works, then they evaluate whether a description is needed to make the processes repeatable or whether it is enough to create a “checklist” or conduct a simple briefing under signature.
• Not described and doesn't work. If a process is needed, then we come up with an optimal algorithm, otherwise we throw away the process.

Implementation of improvement activities based on audit

Based on the results of the internal audit, it is written report, has the following structure:

• General information about the state of affairs in the company from the point of view of quality management
• Critical non-compliance with the requirements of the standard
• Notes
• Recommendations

Based on the report, a list of events to improve the QMS.

Rice. Internal audit report outline

Rice. Internal audit report form

Quality management report to senior management

Once the QMS has been established and internal audits have been carried out, the Quality Management Officer submits a report to the company's senior management that contains an analysis of:

• Customer complaints
• Company market shares
• Corrective actions
• Preventive measures
• Internal audits
• Dedicated resources
• Work with personnel
• Corporate culture
• Etc.

During this procedure, the authorized person “sells” the created system to the first person of the company, demonstrating to him all the benefits of using the QMS. Based on the results of the report, senior management makes decisions on the final adjustments to the system, sometimes quite radically.

Rice. Agenda for the “Report to Senior Management”

QMS certification

When the QMS is completely ready, it is certified, i.e. confirmation by an accredited body that the created system complies with the standard. Simply put, some reputable independent organization provides a guarantee that your company is operating well and stably.

Certification has a number of steps:

• QMS is being developed
• A certification body is selected
• Application submitted
• Documentation (quality manual) is sent to the certification body and checked in absentia
• Time for certification audit is scheduled
• Auditors check the working system. The number of auditors depends on the size of the company being audited. During the audit, auditors identify “critical deviations,” comments and recommendations. If there are more than 3 critical deviations, then the certification is interrupted, the payment is “burned”, and the time for the next audit is set. However, this happens extremely rarely.

It is worth noting that the cost of certification depends on the size of the company and the number of man-days of work of the auditor. The cost of one man-day of work by a Western certification body is equal to the monthly salary of an average Russian manager.

Repeated audits, continuous improvements, recertifications

Since the principle of continuous improvement is inherent in the QMS from the very beginning, so-called control audits are carried out annually, and every third year - mandatory recertification of the system.

So, the QMS has been created and is working. What did this give to our company “Etalon”? A very simple and important thing - she has become more competitive and successful. And no matter what changes occur in the market, its shareholders and management are now confident that the company will be able to quickly adapt to them: not only preserve itself, but also reach a qualitatively new level.

With quality management, the winds of change become favorable!

What else?

Of course, there are other important aspects when implementing quality management in a company.

• For example, it is impossible to do without tools, of which more than 600 have been developed to date: from the simplest to the very complex.
• It is very important to work correctly with personnel so that your QMS is not just a pile of paper, but a really working mechanism for increasing the competitiveness of the company.

1 W. Edwards Deming, “Exiting the Crisis.” - Tver: Alba Publishing House, 1994

1. Standard developed for enterprise quality systems.

2. Ideology, the goal of which is quality as the goal of entrepreneurship; optimal use of all enterprise resources; orientation of all entrepreneurship and all efforts towards fulfilling the requirements and expectations of consumers.

3. Model for quality assurance during production and installation.

4. Standard developed for transportation, storage, warehousing of products.

63. A manifestation of a systematic approach to quality management is:

1 consideration of the quality management system as an open multi-purpose system;

2 continuously carried out actions for all quality management processes;

3 approach to leading an organization focused on quality;

4 constant analysis and improvement.

1 parallel;

2 series-parallel;

3 based on the PDCA cycle;

4 serial.

65. Which of the following corresponds to the definition of the term “quality management”:

1 quality management;

2 coordinated quality management activities;

3 coordinated activities for the leadership and management of the organization in relation to quality;

4 functional direction of the enterprise's activity

66. The degree of implementation of planned activities and achievement of planned results is:

1 efficiency;

2 effectiveness;

3 continuous improvement;

4 improvement

Which of the following is not one of the eight principles of quality management?

1 customer orientation;

2 employee involvement;

3 exchange of information, including on issues of the effectiveness of the quality management system;

4 leadership leadership;

68. A set of interrelated and interacting activities that transform inputs into outputs can be considered as:

1 adding value;

2 process;

3 part of the organization's quality management system;

4 production

Which strategy does not belong to the basic management elements (strategies) of the TQM concept?

1. Strategy of focusing on consumers (external and internal)

2. Process orientation strategy

3. Strategy for continuous improvement and learning

4. Pricing strategy

70 .Total Quality Management (TQM) methodology is

1 product quality assurance system

2 examination of the enterprise’s products

3 a set of enterprise management methods, the main lever of which is quality

4. Evidence-based management

The quality pyramid includes

1 product quality, operational quality, company quality, total quality

2 product quality, company quality, total quality

3 Product quality, operation, total quality

4 quality of activity, company, total quality

72. Quality management involves:

3 company management and quality management service.

4 head of the organization

73. The methodology of integrated quality management (TQM) is:

1 product quality assurance system;

2 examination of the enterprise’s products;

3 a set of enterprise management methods, the main lever of which is quality

4 systematic approach to quality management in an enterprise

74. Quality management involves:

1 all services and divisions of the company;

2 quality management service only;

3 company management and quality management service

4 all managers and the head of the enterprise

75. The fundamental principles of technical regulation include:

3 inadmissibility of restricting competition in the implementation of accreditation and certification;

What is the legal basis for regulating relations that arise during the formation of mandatory and voluntary requirements for products?

1. certificate

2. technical regulation

3. Consumer Protection Law

4.technical standards

In what year was the new law “On Technical Regulation” adopted?

What does the Law “On Technical Regulation” provide?

1. national and enterprise standards

2. tolerances and boundaries in the production of products

3. satisfaction of the parties

4. Limits of defects for products

What is not included in the main instruments of technical regulation?

1.mandatory technical requirements for products and processes

2. standardization

3.voluntary requirements

4.conformity assessment

80.Technical control is:

1. Personnel motivation system.

2. Quality service at the enterprise.

3. Checking the compliance of the product or process on which its quality depends with the established requirements.

4. Establishment of requirements for products or processes on which the quality of products depends.

81. Types of technical control of product quality are:

1. Differential, complex, mixed.

2. Input, operational, selective, continuous, control of geometric parameters.

3. Standards, norms, requirements for product quality.

4. Sociological, expert, traditional.

82 . Technical regulations are a document:

1. Establishing requirements for groups of homogeneous specific products.

2. Establishing the characteristics of the enterprise or management processes associated with it.

3. Establishing the characteristics of a product or related production processes and methods.

4. Characteristics of the technical parameters of the product

83. One of the fundamental principles of technical regulation is:

1 legal regulation in the field of conformity assessment;

2 unified system and rules of accreditation;

4 removal of excessive administrative barriers.

84. What is a type of technical regulation:

1 special technical;

2 technological;

3 environmental;

4 safe operation.

85. What is a type of technical regulation:

1 socio-economic;

2 general technical;

3 environmental;

4 safe operation.

86. What is one of the main forms of confirmation of conformity on the territory of Russia:

1 mandatory certification;

2 regulation;

4 technical regulation.

87. What is one of the main forms of confirmation of compliance on the territory of Russia:

1 enterprise standard;

2 regulation;

3 voluntary form;

4 technical regulation.

88. Qualimetry is:

1.science of quality management methods;

2.science of quality control methods;

3.the science of ways to quantify quality.

4.about methods of measuring quality characteristics

The Total Quality Management (TQM) system is not just an approach to organizing the processes of planning, ensuring and controlling the quality of a company's products. The main provisions of the TQM concept can be expressed in the following theses.

1. The decisive role of management in measures to reform / restructure enterprises based on the principles of TQM. Management must lead the reorganization of the company's activities and integrate the quality management system into the overall company management model.

2. The main focus is on customers. First of all, clients must be identified, i.e. employees and, first of all, managers need to clearly know who the consumers of the company's products are. Then you should determine the needs of your customers, develop a system of indicators that determine the degree of customer satisfaction with the company's products, and introduce indicators into the employee motivation system as the main indicator of the success of the organization's development. A significant role in increasing the efficiency of interaction with customers is played by the system of communication with them. This implies that the firm's information system must be compatible with the information systems of its major clients.

3. Strategic planning. Much attention in TQM is paid to planning processes in general and strategic planning in particular. Moreover, it is planned to achieve not only traditional production and economic goals, but also such goals (until recently considered as intangible and immeasurable) such as the level of consumer satisfaction, a positive business image of the company, the prestige of brands, etc.

4. Involvement of all employees. TQM is supposed to delegate more responsibility to lower levels of management. It should not be forgotten that employees must be specially trained to take on this new responsibility. As the responsibility of ordinary employees increases, the role of feedback increases, which becomes the main component of the enterprise information system. Social and psychological factors play an important role. Self-control (properly prepared) and control from colleagues work more effectively than formal control from above.

5. Personnel training. With the expansion of powers and enrichment of functional responsibilities, there is a need for constant training of personnel, and not narrow training on individual professional issues, but broader education.

6. Awards and recognition. In order for the new system to work, it is necessary that it be anchored in an appropriate motivation system that encourages proper behavior and limits inappropriate behavior. Formal awards and recognition should be in harmony with informal ones. Thus, the quality management system is deeply rooted (integrated) into the general management system, which is supported by the motivation system, and it, in turn, is fixed in the company’s value system, i.e., in the organizational culture.

7. Product and service development must respond quickly to the ever-changing and increasing needs and expectations of consumers. Indicators such as improving the quality of development, i.e., compliance of developments with client requirements, and the duration of the development-implementation cycle are of critical importance.

8. Process management. The fundamental principle of TQM is the concentration of all efforts to improve the activities of an enterprise on specific processes, and in particular on processes that directly affect the quality of the company's final product.

9. Quality of suppliers. The quality requirements for suppliers' products are almost the same as for our own. To monitor suppliers, it is necessary to quickly monitor the quality of their products and promptly refuse unreliable services (if possible).

10. Information system. For the normal functioning of the TQM system, it is necessary to develop and implement a supporting information system that allows you to effectively collect, store and use data, information and knowledge. But first you need to clearly define what data to collect and how to process and distribute it. In modern conditions, excess information is a more dangerous symptom than its lack.

11. Best experience. One of the effective tools for improving quality and improving the management system is to identify and use the best experience of other companies (so-called benchmarking). Typically, this activity consists of identifying the processes to be improved, modeling your own processes, learning from the best practices of other companies, analyzing and drawing conclusions, and using the results.

12. Constant assessment of the effectiveness of the quality management system. For such an assessment, it is necessary to develop a system of criteria and a procedure for conducting these assessments. The obtained and analyzed results should be used to further improve the activities of the enterprise.

It is unacceptable to resolve quality management issues “in isolation” from the enterprise/company/project management system as a whole. In practice, this leads to the emergence of a psychology that divides project participants into responsible and irresponsible, with the result that the personnel who performed the main work on the project bear virtually no responsibility for quality. As a result, it becomes impossible to achieve good overall product quality.

The TQM system is designed to ensure that the quality of the company's/project's products meets the requirements of standards and consumer assignments and operates at all phases of the project cycle. All organizations, services and divisions of the enterprise/company participate in quality management. The following functions are performed:

planning the quality of products of the enterprise/project and its individual elements;

creating a team for each corporate project, including training and organization of work activities;

preparation of production, i.e. ensuring the qualifications of performers and their technical equipment necessary for a given level of quality;

development of a logistics system;

control and ongoing assessment of the achieved quality level, including input, operational and acceptance control of technological processes and production operations, as well as inspection control;

information support, including a system for collecting, processing and transmitting information between management levels;

laboratory, metrological and geodetic support of technological processes;

legal support for quality management.