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serious competitive fight led to the development of quality improvement programs in countries with developed market economies. There was a need to develop objective indicators to assess the ability of firms to produce products with the necessary quality characteristics. These objective indicators constitute the so-called enterprise quality system.
According to Okrepilov V.V., product quality management at an enterprise is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality. These actions include input, operational, acceptance and inspection controls.
With the development of economic reforms in Russia, more and more attention is paid to quality.
Currently, one of the major problems for Russian enterprises is the creation of a quality system to ensure the production of competitive products. The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.
The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs. The consumer wants to be sure that the quality of the supplied products will be stable and sustainable.
In the theory and practice of quality management, two problems are identified: product quality and quality management.
Quality assurance is costly. Until recently, the main share in the cost of quality fell on physical work. But today the share of intellectual labor is high.
The problem of quality cannot be solved without the participation of scientists, engineers, managers. There should be a harmonious combination of all components of professional influence on quality.
The importance of product quality lies in the fact that only high-quality products open the export road to solvent Western markets. A big role in ensuring product quality Russian manufacturers and its successful competition in world markets are called to play special competitions.
Various kinds of competitions with the awarding of honorary awards to their winners are widely used in world practice.
The quality system is created to manage the quality of the production of works directly related to product quality (assessment of the quality of development and design of products being introduced; incoming materials; control over ensuring the technological accuracy of equipment used in the production of products; control over the quality of technological processes, timely detection of defects, etc. .d.).
The quality system of an enterprise should take into account the characteristics of the enterprise, ensure the minimization of costs for product development and its implementation. The consumer wants to be sure that the quality of the product will be stable and sustainable.
The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.
To help organizations implement and maintain effective quality systems, a number of standards have been developed under the general name ISO 9000.
The International Organization for Standardization defines quality (ISO-8402 standard) as the totality of properties and characteristics of a product or service that gives it the ability to satisfy stated or implied needs. This standard introduced such concepts as "quality assurance", "quality management", "quality spiral". Quality requirements at the international level are defined by the ISO 9000 series standards. The first edition of the international standards ISO 9000 series came out in the late 1980s and marked the emergence of international standardization to a qualitatively new level. These standards have intruded directly into production processes, management areas and set clear requirements for quality assurance systems. They initiated the certification of quality systems. arose independent direction management - quality management. Currently, scientists and practitioners abroad associate modern methods quality management with the methodology TQM (total quality management) - general (all-encompassing, total) quality management.
The ISO 9000 series standards established a unified globally recognized approach to contractual conditions for assessing quality systems and at the same time regulated the relationship between manufacturers and consumers of products. In other words, ISO standards are a rigid focus on the consumer with strict adherence to the production culture.
To improve the performance of the organization, eight principles of the quality system are defined in the quality standards:
1. Orientation to the consumer.
Businesses depend on their customers and must understand their present and future needs, meet their requirements and strive to exceed their expectations.
2. Leadership of the head.
To ensure the unity of purpose and direction of the organization, the leader must create and maintain internal environment in which employees are fully involved in solving the problems of the organization.
3. Involving employees in the work of the quality system to get the most benefit from their abilities.
4. Process approach.
The desired outcome is all the more effective when activities and resources are managed as a process.
5. System approach to management.
Understanding interconnected processes as a system improves the efficiency of organizations.
6. Continual improvement in the performance of the organization as a whole should be seen as its permanent goal.
7. Decision making based on facts.
8. Mutually beneficial relationships with suppliers.
These eight quality management principles form the basis for quality system standards.
Quality management systems can help organizations improve customer satisfaction.
Consumers need products that meet their needs and expectations. These needs and expectations are usually reflected in specifications on products and are generally considered to be customer requirements. Requirements may be specified by the customer in a contract or defined by the organization itself. In any case, the acceptability of the product is ultimately determined by the consumer. As customer needs and expectations change, organizations are also under pressure from competition and technical progress, they must constantly improve their products and their processes.
A systematic approach to quality management encourages organizations to analyze customer requirements, identify processes that contribute to obtaining products acceptable to customers, and maintain these processes in a controlled state.
The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully comply with the requirements.
Analysis of the works of Akhmin A.M. allows us to conclude that the approach to the development and implementation of a quality management system consists of several stages, including:
a) establishing the needs and expectations of customers and other interested parties;
b) development of the organization's quality policy and objectives;
c) establishing the processes and responsibilities necessary to achieve the quality objectives;
d) establishing and determining the necessary resources and providing them to achieve quality objectives;
e) developing methods to measure the effectiveness and efficiency of each process;
e) applying these measurements to determine the effectiveness and efficiency of each process;
g) determining the means necessary to prevent nonconformities and eliminate their causes;
i) developing and applying a process for continual improvement of the quality management system.
This approach is also used to maintain and improve the existing quality management system.
An organization that adopts the above approach builds confidence in the capability of its processes and the quality of its products, and provides a basis for continual improvement. This can lead to increased customer and other interested party satisfaction and organizational success.
The processes required for the quality management system should include the processes management activities guidance, provisioning, product life cycle processes and measurement.
The quality management system documentation should include:
a) documented statements of quality policy and objectives;
b) quality manual;
c) documented procedures;
d) documents necessary for the organization to ensure effective planning, implementation and management of processes.
Top management should ensure that there are certifications and commitments to develop and implement the management system.
quality, as well as continuous improvement of its effectiveness through:
a) communicating to the organization the importance of meeting customer, statutory and regulatory requirements;
b) development of a quality policy;
c) ensuring the development of quality objectives;
d) conducting a management review;
e) providing the necessary resources.
Top management should ensure that the quality policy:
a) is consistent with the objectives of the organization;
b) includes a commitment to meet requirements and continually improve the effectiveness of the quality management system;
c) created the basis for setting and analyzing quality goals;
d) has been brought to the attention of the personnel of the organization and is understandable to him;
e) analyzed for continued suitability.
The organization's top management should ensure that quality objectives, including those necessary to meet product requirements, are established at appropriate departments and levels. Quality objectives should be measurable and consistent with the quality policy.
Top management shall review, at planned intervals, the organization's quality management system to ensure its continued suitability, adequacy and effectiveness. The review should include an assessment of opportunities for improvement and the need for changes to the organization's quality management system, including the quality policy and objectives.
The task of the organization is to determine and provide the resources required to:
a) implementing and maintaining the quality management system and continuously improving its effectiveness;
b) improving customer satisfaction by meeting their requirements.
Personnel performing work affecting product quality must be competent in accordance with their education, training, skills and experience.
The organization must:
a) determine the necessary competence of personnel performing work that affects product quality;
b) provide training or take other actions to meet these needs;
c) evaluate the effectiveness of the measures taken;
d) ensure that its personnel are aware of the relevance and importance of their activities and their contribution to the achievement of quality objectives;
e) maintain appropriate records of education, training, skills and experience.
The control system needs to define, provide and maintain the infrastructure needed to achieve product compliance.
To do this, you need to define:
a) requirements specified by customers, including requirements for delivery and post-delivery activities;
b) requirements not specified by the customer, but necessary for a specific or intended use, when known;
c) legal and other mandatory requirements related to the product;
d) any additional requirements specified by the organization.
In the field of quality management, it is important to analyze the requirements related to the product. This review should be carried out prior to the organization's commitment to deliver product to a customer (e.g. participation in tenders, acceptance of contracts or orders, acceptance of amendments to contracts or orders) and should ensure:
a) definition of product requirements;
b) negotiation of contract or order requirements that differ from those previously formulated;
c) the organization's ability to meet specified requirements.
Records of the results of the analysis and subsequent actions arising from the analysis should be maintained.
If customers do not make documented requirements, the organization shall confirm them with the customer before acceptance.
If product requirements change, the organization shall ensure that the relevant documents are corrected and that the affected personnel are made aware of the changed requirements.
It is fundamental for the organization to identify and implement effective customer communication measures relating to:
a) product information;
b) passing inquiries, contract or order, including amendments;
c) customer feedback, including customer complaints.
In addition to the costs of designing and manufacturing a product, they include the costs of service maintenance consumer and maintaining a given level of quality during the warranty period. All listed costs are the total costs of the supplier. The difference between the selling price and its cost is equal to the income from the sale of one product.
Traditionally, quality costs were determined by summing the costs of the producer and the consumer. This point of view on the cost of quality in determining the optimum cost of quality does not reflect new realities and does not allow seeing the benefits for the manufacturer, for example, increasing profits by increasing the value of the product for the consumer or increasing the cost of rejection prevention by reducing the costs of control and inspection.
The development of engineering and technology over the last two decades of the twentieth century has made it possible to create industries that provide a minimum variation in product parameters through the introduction of new methods of product design, production preparation, new technologies and quality management.
According to researchers, about 80% of all defects that are detected during the production and use of products are due to the insufficient quality of the processes for developing the product concept, designing and preparing for its production. Approximately 60% of all failures that occur during the warranty period of a product are due to erroneous, hasty and imperfect development.
ISO 9000 series, TQM, LSUK allow you to create a product with a high level of quality at an early stage of the product life cycle. The producer of goods (services) needs to know the costs in order to have information for making the best decision. Where to "look" for low quality costs? To achieve your goals, you should find out the costs of the manufacturer with poor product quality. In the initial assessment, it is usually, using the traditional approach, to determine the costs of:
Alteration;
Tests;
Control;
Return from consumers;
Product recall.
The costs listed above are typically 4-5% of sales.
If you want to get a complete picture of losses due to the low level of company activity, then, in addition to traditional ones, you need to take into account hidden costs for:
Delays in the implementation of plans;
Discounts for consumers on non-compliance;
Additional transportation;
The urgency of correcting inconsistencies;
Incomplete fulfillment of accepted orders;
Refinement of the design of non-conforming products;
The need to produce an additional volume of products for rapid replacement;
Unused production facilities.
At the same time, it is clear that the traditional part of the costs, in essence, is only the visible part of the iceberg, constituting 15-20% of the total costs.
It is important to note that the costs due to Low quality can be completely eliminated if each activity is constantly carried out without any inconsistencies.
On fig. 1.2.1. presents the costs that arise when the quality of products is low.
The cost of assessment and quality control will be justified provided that the non-conformity is detected before the product reaches the consumer.
Rice. 1.2.1.
These actions can be:
Testing products or checking documentation before it is handed over to the consumer;
Checking documents to correct errors before they get to the mail;
Monitoring the operation of equipment for suppliers;
Checking reports or correspondence;
Checking prepared invoices before sending them to consumers for payment.
Identification of nonconformities at this stage includes significant costs for failures and failures in the future, and also helps to develop more effective methods control.
The main task of this stage is to eliminate excess costs.
The costs of nonconformities identified within the company are due to the repair of products, the replacement of nonconforming parts, or the reworking of improperly performed work. All these works are usually invisible to the consumer. Examples of such actions could be:
Replacement of stamped products that do not meet technical requirements;
Restoration of damaged surfaces;
Re-calculation due to computer failures;
Replacement of components damaged during inter-shop movements;
Re-registration of individual parts of the project;
Processing to ensure timely implementation of the plan;
Correction of errors in databases;
Keeping an excess stock of components to replace defective ones;
Write-off of products that do not meet the established requirements.
Additional time to correct errors in invoices for payment;
Correction of errors in specifications and drawings, etc. These
costs can affect customer service indirectly.
Costs of nonconformities identified outside the company. These inconsistencies directly affect the interests of consumers, and their elimination is usually especially expensive. Costs in this category can be caused by the following obligations:
Satisfaction of warranty claims;
Investigation and satisfaction of complaints;
Reducing the possible level of dissatisfaction due to product recalls;
Fulfillment of unreasonably assumed obligations;
Correction of errors in accounts;
Replacement or repair of damaged or lost goods;
Servicing passengers of canceled or delayed flights;
Refusal to provide discounts due to delays in payment of invoices issued by your suppliers;
Departure of specialists directly to the consumer in case of malfunctions;
Compensation for losses to the consumer caused by untimely fulfillment of obligations.
It should be noted that consumers and the market determine the quality, and this, in turn, leads to an increase in the profits of enterprises, and the lower the cost of quality, the higher the profit of the enterprise.
In the company "Toyota" the following stages of activity in the field of quality assurance are distinguished: product planning, product design, pre-production, production, production control, sales and service, quality control in operation. At the same time, certain responsibilities and actions of each unit are a guarantee of quality at these stages.
If we imagine the activities of the enterprise vertically (Fig. 1.2.3), then in this case, the relevance of cost management is obvious.
They are formed both from the bottom up and from the top down, differing in composition, size, method of formation and attribution to the product.
The figure helps to understand that quality costs are associated not only directly with the production of products, but also with the management of these productions.
The costs of correcting defects and inconsistencies are usually present in every department of the organization working even in the non-material sphere. They should not be taken as normal phenomenon, they should be kept to a minimum.
Depending on the goals, tasks of quality cost analysis and the possibilities of obtaining the necessary information, management methods may be different, since this may be influenced by the passage of products through a certain stage of the enterprise's activity.
Control and analysis of the implementation of the organizational project of the UK and its improvement:
Control over the implementation of the organizational project (acts, control cards, etc.);
Adjustment of the course of implementation of the organizational project (according to the results of control) (orders, instructions, additions, changes, etc.);
Analysis of the implementation of the organizational project of the UK (certificates, recommendations, etc.);
Carrying out acceptance and transfer works (act);
Organization and certification of IC (application; set of documentation; certificate);
Assessment of the actual effectiveness of the SC (final calculation);
Carrying out work on the development and improvement of the SC (improved organizational project).
Fig.1.2.2.
The design stage of the development of SC includes the stages of work aimed directly at the creation of working projects of these systems. The working draft of each system, as a rule, is developed in accordance with the TOR and is a set of NTD, NMD and other documentation necessary to create, carry out acceptance and transfer works and implement the system, achieve goals and certify the system, as well as ensure the further normal functioning of the system .
Directly during the design is carried out:
1. Selection of a set of NTD, NMD and other necessary literature and documentation, analogue samples, similar to the SC.
2. Development project documentation first technical, and then working projects. Sections of the technical project, their content were worked out quite well earlier. Moreover, the practice of developing the CS of the Criminal Code has shown, especially in relation to medium and small enterprises, and the further improvement of these systems has confirmed that it is objectively possible to confine ourselves to creating only a working draft. The technical project can be borrowed in the main STP for the system in the first edition, for the SC - either the first edition of the STP "SK. SO UK. Basic provisions", or the first edition of the RD "General Quality Guide".
Fig.1.2.3.
It should disclose the structure of the system, the quality policy, the principles of QM, the procedure for maintaining the system in working condition and its improvement.
The development of the working design documentation of the SC is carried out in two sub-stages: at the first stage, documents are developed for the SD of the UK, which is the same for each of the SCs, at the second - documents directly for the SC of each type in accordance with the specific model chosen for it.
The final stage of the creation of the SC is the stage of implementation (implementation) of organizational projects, on which the effectiveness and achievement of the goals of each system largely depends. This stage consists of the following steps, which include:
1. project implementation:
Issuance of an order on the commissioning of the approved design documentation for both the SO of the UK and the SC of products of each type, as well as on the implementation of measures for their implementation. The order should indicate the tasks of managing the enterprise and the working structures of the UK, the timing of the implementation and implementation of activities and the required results;
Implementation of activities for the implementation of working projects, Special attention is given to the implementation of activities aimed at certification of IC. Obtaining a certificate for such a system is an official recognition of the functioning of an effective system for ensuring proper CP;
Stimulation of the implementation of working projects, which should be carried out in every possible way, combining them with measures for the introduction of new technology;
2. control and analysis of the implementation of working projects of the UK:
Control over the implementation of project documentation. It should be carried out by the GRC and the heads of the respective SCs. Forms of reflection of control can be different (for example, in acts, control cards, orders, etc.);
Analysis of the implementation of working projects of the UK. It consists in collecting information, studying it and evaluating the results of implementation. On their basis, it is necessary to establish the compliance of the level of organization and implementation of the implementation of the implementation of the goals and requirements of the SC. To do this, it is necessary to carry out a comprehensive assessment of the actual effectiveness of the implemented activities within a particular SC.
The inclusion of new elements in the SC can be carried out in connection with the setting of new goals and objectives of the system, due to changes, for example, in demand, needs, prices and the situation in the sales markets.
Based on the results of the analysis of the quality system, as a rule, a report is drawn up and a current task is developed for improving the quality management system, which should include the following sections: the basis for improvement; characteristics of the current system; the purpose and objectives of improving the system; clarification of the composition and content of the functions of the system during its improvement; the structure of the plan to increase the CP (or the program "Quality"); terms of formation of the project of the improved system; main normative and methodological sources; the prospect of continuing work; additional instructions; applications (lists of units and persons with whom the STP and other NTD systems must be coordinated).
The implementation stage includes the development of an implementation plan for the improved design and its implementation.
Thus, the quality is determined by the action of many random factors. To prevent the influence of these factors on the level of quality, a quality management system is needed. The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully meet the requirements.
Product quality management in an enterprise is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality.
The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs.
The quality system covers such elements as managerial and production functions, production and organizational structures, management technology, labor processes, methods, information, etc.
To improve the performance of the organization, the quality standards define eight principles of the quality system, such as customer orientation, managerial leadership, involving employees in the work of the quality system to obtain the greatest benefit from their abilities, process approach, a systematic approach to management, continuous improvement of the organization's activities ( should generally be seen as its enduring goal), fact-based decision making, mutually beneficial relationships with suppliers. These eight quality management principles form the basis for quality system standards.
The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties.
Top management should ensure that customer requirements are identified and met to improve customer satisfaction.
The task of the organization is to identify and provide resources,
required for the implementation and maintenance of the quality management system, as well as the continuous improvement of its effectiveness, and the improvement of customer satisfaction by meeting their requirements.
Fundamental to the organization is the identification and implementation of effective measures to maintain communication with customers regarding product information; passing inquiries, contract or order, including amendments; feedback from consumers, including consumer complaints.
Economic categories of quality are manifested through the manufacturer's profit from the sale of a quality product and through the costs of the manufacturer to ensure the quality expected by the consumer. Consumers and the market determine quality, and this, in turn, leads to higher profits for enterprises.
Product quality management refers to the actions carried out during the creation, operation or consumption of products and in order to establish, ensure and maintain the required level of its quality.
In this case, the direct objects of management are indicators and characteristics of product quality, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its life cycle.
Quality management is focused on improving the technical level of products and increasing their competitiveness of goods, which is ensured by an integrated approach within the framework of the “quality loop” management model.
The technical level of products can be defined as a relative characteristic of product quality, based on a comparison of the values of indicators characterizing the technical excellence of the evaluated products with the corresponding basic indicators and their values. The technical level of products is integral part its quality is reflected in various indicators (performance, safety, economic parameters, etc.) and increases as a result of the use of original design solutions, the use of new materials, the introduction of advanced technological processes for production, control and testing of products.
The competitiveness of a product means its ability to be more attractive for consumption compared to other products of a similar type and purpose due to the better compliance of its quality and cost characteristics with the requirements of a given market and consumer assessments.
Product quality management should be carried out systematically, i.e. the enterprise should have a product quality management system, which is organizational structure that clearly allocates the responsibilities, procedures and resources needed for quality management.
The quality policy is the main directions and objectives of the organization in the field of quality, formally formulated by top management. It is formed in such a way as to cover the activities of each employee and orient the entire team of the enterprise to achieve the goals.
The quality system is a set of organizational structure, methods, processes and resources necessary for the implementation of general quality management (Fig.).
Quality assurance is understood as a set of planned and systematic activities necessary to create confidence that a product or service meets certain quality requirements.
Quality management includes the methods and activities of an operational nature used to meet quality requirements.
Quality improvement is a continuous activity aimed at improving the technical level of products, the quality of their manufacture and the improvement of production elements and the quality system.
A quality assurance model is a standardized or selected set of quality system requirements combined to meet the quality assurance needs of a given situation.
National standards in the field of quality systems were first established in the UK in 1983. The goal of the campaign was to introduce quality systems into firms and create methods for certifying such systems. The UK was followed by other European countries. However, the real boom in the implementation of quality systems in the work of enterprises occurred after the publication in 1987 by the International Organization for Standardization (ISO; The International Organization for Standardization, ISO) of the ISO 9000 group of standards on quality management and quality assurance. ISO standards are advisory in nature, but more than 90 countries have adopted the ISO 9000 series as national standards.
In order to develop a uniform approach to solving quality management issues, eliminating differences and harmonizing requirements at the international level, the Technical Committee of the International Organization for Standardization (ISO) developed the 9000 series standards, which are accepted for use in the territory Russian Federation(GOST-R):
ISO 9000-94 - Standards for overall quality management and quality assurance. The main purpose of the standard is to help the enterprise in the selection and application of ISO 9000 standards. The standard also contains a number of conceptual statements about modern systems quality;
GOST R ISO 9001-96: Quality systems. Quality assurance model for design, development, production, installation and maintenance;
GOST R ISO 9002-96: Quality systems. Model of quality assurance in production, installation, maintenance;
GOST R ISO 9003-96: Quality systems. Quality assurance model for final inspection and testing.
The standards contain quality system requirements that can be used for external quality assurance. The quality assurance models established in the standards represent three distinct forms of quality system requirements. The requirements of the standards for the quality system are additional in relation to the technical requirements established for the products. The standards establish requirements that define the elements needed to be included in a quality system. The standards are general and do not depend on a specific industry or sector of the economy.
"Quality loop" ("quality spiral") is a conceptual model of interdependent activities that affect quality at various stages: from identifying needs to assessing their satisfaction.
The quality system is developed taking into account the specific activities of the enterprise, but in any case, it should cover all stages of the "quality loop", or product life cycle (Fig.): 1) marketing, search and market research; 2) design and/or development technical requirements, product development; 3) material and technical supply; 4) preparation and development of production processes; 5) production; 6) control, testing and examinations; 7) packaging and storage; 8) sales and distribution of products; 9) installation and operation; 10) technical assistance and service; 11) after-sales activities; 12) disposal after using the product.
According to the nature of the impact on the stages of the "quality loop" in the quality system, three areas can be distinguished: quality assurance, quality management, quality improvement.
Quality assurance - all planned and systematically carried out activities within the framework of the quality system, as well as additional types(if required) necessary to provide reasonable assurance that the item will fulfill the quality requirements.
Quality management - methods and activities of an operational nature used to fulfill quality requirements. Quality management includes methods and activities of an operational nature, aimed at both managing the process and eliminating the causes of poor performance at all stages of the "quality loop" to achieve economic efficiency.
Quality improvement - activities carried out to improve the efficiency and effectiveness of activities and processes with the aim of obtaining benefits for both the organization and its customers.
A quality manual is a document containing a quality policy and describing an organization's quality system. It may cover all the activities of the organization or only part of it. The quality manual usually contains, or at least refers to: a) the quality policy; b) responsibilities, authorities and relationships of personnel who perform, inspect or review work affecting quality; c) quality system methods and instructions; d) provisions for the revision and adjustment of the manual.
The quality manual is sometimes referred to as the quality assurance manual or the quality management manual.
The structure of the quality system is reflected in the following documents: a quality manual for the entire company, including, in addition to the above, the organizational structure of production; methodological documents of a general nature; measures and sequence of operations for quality assurance; work instructions, handbooks, etc.
The quality system should provide: quality management in all parts of the "quality loop"; participation of all employees in quality management; the inextricable link between quality improvement activities and cost reduction activities; carrying out preventive checks to prevent inconsistencies and defects; the obligation to identify defects and eliminate them in production. The quality system should also establish: the responsibility of managers; the procedure for conducting periodic inspections, analysis and improvement of the system; order documentation all system procedures.
Among current trends in the field of quality management in countries with developed market economies, the integration of the concept of total (company-wide) quality management (Total Quality Management - TQM) into the practice of enterprise management should be noted. Within the framework of TQM, quality management is closely linked with the management of other aspects of the enterprise's activities - finance, resources, environmental protection, etc.
Total quality management is a long-term integrated approach to managing an organization that guarantees timely and at minimal cost the provision and improvement of the quality of the manufactured product (service) at all stages of the production process, involving the efforts of all employees of the company to optimally meet the needs of customers. The TQM system is aimed at the processes between suppliers and buyers, and it consists of the following elements:
- - "hard" components (personnel, consistency, tools);
- - "soft" components (involvement, culture, communications).
Processes "suppliers - buyers". The main idea is to optimize and ensure the highest quality of the production process. Based on the needs of customers, requirements are established and met for the current stages of the process on the principle of reverse movement (from sales to provision of raw materials and materials). At the same time, employees and departments within the enterprise are considered both as suppliers and as consumers.
"Hard" components of TQM. It is impossible that only one person or one department can guarantee the quality standard, although the responsibility for this lies with the head of the enterprise. Quality is in the hands of the staff and can only be achieved as a team. Quality improvement occurs in teams made up of people from different departments.
Consistency, i.e. systematically flowing processes of planning, activity, control, analysis and adjustment are one of the fundamental requirements of the TQM process. The system basis for TQM is the preparation of quality plans and budgets, documentation and improvement of the course of processes and distribution of responsibilities, audits and audits. The minimum requirements for the components and documentation of the quality system are reflected in the international standards ISO 9000 series.
The use of appropriate tools (for example, statistical process control methods, various problem solving techniques, etc.) helps to achieve the desired indicators with the most effective result in the quality improvement process.
"Soft" components of TQM. Involvement, i.e. recognition and awareness of the responsibility of management in the process of quality management is a fundamental prerequisite for the functioning of TQM. She cannot delegate. Without communication between employees and managers, the TQM strategy cannot be implemented. Assistance in finding a solution, "transparency" of decisions made, Feedback must be present in the system.
Content
Introduction
1. Theoretical foundations of quality management in the enterprise
1.1 Conceptual apparatus: quality, product quality, quality management, quality management systems
1.2 Basic quality management systems in the enterprise
2. Quality management in the Pyaterochka store
2.1 general characteristics store "Pyaterochka"
2.2 Quality management at Pyaterochka
Conclusion
Bibliography
Introduction
Quality management at the enterprise is currently given great attention, which is associated with the presence of high competition both within one country and on the international market. As a result of the influence of the competitive factor, it becomes important for enterprises to maintain the level of quality and its constant improvement, since, under other identical conditions, the competition is won by an enterprise with higher quality parameters or offering a range of services (“goods with accompaniment”). At this time, many enterprises, under the influence of competition, have created quality improvement programs.
The objective reality of the creation and use of quality improvement programs by various enterprises leads to the need to develop objective indicators that assess the ability of an enterprise to produce products with the required quality characteristics, both at the level scientific research, and in the practice of various institutions that evaluate the quality for state control, which will later be confirmed by certificates of conformity for products. As a result, many studies in various countries are devoted to quality management, and significant experience is accumulating in the field of quality management.
All of the above determines the relevance of the research topic of quality management in the enterprise.
The object of work is the process of quality management in enterprises.
The subject of work is the Pyaterochka store on the street. Tankers 45.
The goal is to analyze the quality management at the enterprise - the Pyaterochka store on the street. Tankers 45.
To achieve the goal, the following tasks were set:
- To study the conceptual apparatus: quality, product quality, quality management, quality management systems.
- Consider the main quality management systems in the enterprise.
- Provide a description of the enterprise - the store "Pyaterochka" on the street. Tankers 45.
- To study the quality management system at the enterprise - the Pyaterochka store on the street. Tankers 45.
1. Theoretical foundations of quality management in the enterprise
1.1 Conceptual apparatus: quality, product quality, quality management, quality management systems
There are various definitions of "Quality". The differences are related to the position from which this concept is considered, from the manufacturer, competitor to consumer.
Possible consideration this concept from a philosophical point of view, as “a direct characteristic of immediate being”, in a political economy - “the result of interaction use value and cost." For the International Organization for Standardization (ISO), quality is "the set of characteristics of an object relating to its ability to satisfy stated or implied needs".
The concept of product quality is regulated by GOST 15467-79 “Product quality management. Basic concepts. Terms and definitions”, as well as ISO 9000:2000.
Based on the concept of quality, the concepts of quality management also differ. IN general view Quality management refers to the management of the quality of products, services, and production. Quality management is possible at various levels, including state, regional and industry, as well as at the firm (enterprise) level.
Product quality management at the enterprise implies a series actions that can be taken during the creation, operation or consumption of products to establish, ensure and maintain the required level of quality of the latter.
When managing product quality in an enterprise, among the objects of management can be called consumer characteristics products, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its life cycle. The subjects of management in the enterprise include various management bodies and individuals, which operate at various hierarchical levels and implement quality management functions in accordance with generally accepted principles and methods.
For quality management at the enterprise, the developed mechanism for product quality management is used.
The latter implies a set of interrelated objects and subjects of management, the principles, methods and functions of management used at various stages of the product life cycle and levels of quality management. The control mechanism is necessary to ensure the effective implementation of the main functions of quality management.
Structuring the mechanism of product quality management in an enterprise involves the division of its inherent functions into a general, special and supporting subsystem.
The general subsystem of the mechanism for managing product quality at the enterprise includes a subsystem for forecasting and planning the technical level and product quality, a subsystem for regulating product quality directly in production, controlling product quality, accounting and analyzing changes in the level of quality, incentives and responsibility for quality.
The special subsystem of the product quality management mechanism includes the subsystems of standardization, product testing, prevention of defects in production, attestation and certification.
The supporting subsystem of the product quality management mechanism is understood as a subsystem that includes the legal, informational, logistical, metrological, personnel, organizational, technological and financial subsystem for ensuring product quality management.
Thus, after conducting a theoretical review, the following conclusions were drawn:
Firstly, quality for the purposes of quality management in an enterprise should be understood as a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose.
Secondly, product quality management should be understood as a series of actions that can be taken during the creation, operation or consumption of products to establish, ensure and maintain the required level of quality of the latter.
Thirdly, there are quality management functions in the enterprise, for management a mechanism is being developed that includes a general, special and supporting subsystems.
1.2 Basic quality management systems in the enterprise
Currently used various systems quality management systems such as Total Quality Management (TQM), Total Quality Management System (TQMS) or a total quality management system.
TQM was developed and implemented by the US Department of Defense. The term TQM is the result of a change in the term "Total Quality Leadership". The changes in the latter were due to the fact that the word "leadership" (leadership) was not suitable for use in the military sphere, where TQM is an instruction for the implementation of "total quality" (total quality). In the future, the system became widespread among industrial corporations, which needed clearer terminology. As a result, by 1992, thanks to the synthesis of the activities of leading scientists and consultants in the field of quality problems, a clear definition of the term TQM for industrial production was given.
Under the total quality - Total Quality (TQ) - began to understand the people-oriented management system, which has the goal of continuously improving customer satisfaction against the backdrop of a constant decrease in the real cost of products or services. As a management system, TQ is a general (total) systems approach (without highlighting individual areas or programs). In addition, this system is an integral part of the top-level strategy. The action of TQ is manifested through all the functions of each department, with the help of the involvement of each employee at all levels of management (from the worker to the director). At the same time, TQ permeates the entire chain of suppliers, as well as consumers. How QMS (quality management system) of total quality is based on the teaching and adaptation of continuous change as the key to organizational success. The TQ philosophy is based on scientific methods. Total quality includes systems, methods and tools. At the same time, despite the susceptibility of systems to change, the philosophy of TQ will not change. Total quality is based on values that emphasize the importance of both individual actions and the strength of the impact of the team.
As a result, we can say that TQM is a comprehensive philosophy of administration, and a set of tools and methods for its application. The historical development of quality ideas has led to the need for a quantitative assessment of the compliance of existing quality systems of enterprises and organizations general principles TQM.
When using total quality management, the enterprise abandons the idea in which quality and efficiency are mutually exclusive concepts. Prior to the spread of TQM, the marketing strategy of Western firms was based on choosing a high quality product or a low price. Which, in turn, influenced the strategy for entering a new market with a new product of the company. In this case, the enterprise (firm) was forced to focus on the price level, laying in the design of new design and technological parameters (new quality), which did not exceed the costs of production costs in the cost price.
The most important component of the concept of total management is the complete redistribution of responsibility for quality assurance in enterprises. The traditional functional distribution of responsibility, according to which, in particular, quality control departments are responsible for quality, production links for product release, etc., is considered obsolete, since its existence creates the possibility of a gap between production tasks and quality assurance tasks. Responsibility for the quality of manufactured products rests primarily with line personnel - from workers to managers of all ranks. The system of organization of production provides for the control of workers of previous technological operations, each worker is obliged to monitor how well the previous technological operation was performed on the product received by him. If a defect is found, he is obliged to stop the conveyor and return the product for rework to the one who allowed the marriage. At the same time, the name of the culprit of the conveyor downtime is displayed on a large scoreboard in the workshop or hung out on a stand in front of the canteen during the lunch break. The psychological effect of such procedures is quite large: the fear of "losing face", the full personalization of responsibility contribute to defect-free work much more effectively than any material incentives. Losses of time as a result of conveyor downtime during the rework of defects are more than compensated for by the lack of special production capacity for the alteration of defective products (in the USA, such productions account for 15 to 30% of the capacities in various firms).
Total management also includes overall responsibility for quality assurance at all stages of the product life cycle, including research and development, production, distribution and after-sales service. At the same time, they use various forms integration of research and design organizations with production units.
A special place in total quality control is occupied by the relationship between the corporation and suppliers of materials, assemblies and parts. The cost of such deliveries in some firms can be up to 50 - 60% of the cost of finished products. At the same time, the level of quality of goods produced by large corporations is made dependent on the quality of components supplied by subcontractors, many of which are small firms with outdated equipment. Under such conditions, large corporations (Sony, Nissan, Toyota, etc.) extend their quality control practices to independent subcontractor firms.
Quality control circles play an important role in improving the quality and improving the organization of work. A similar circle is a group of workers of one production site: The number of participants is usually from 4 to 8 people. A large number, as experience shows, does not allow each participant to "express himself". The circle meets, as a rule, 1 - 2 times a week at work time(and often during non-working hours) for 1-1.5 hours to identify problems affecting production efficiency and product quality, and prepare proposals for their elimination.
The main difference between such circles and individual rationalization is not only in collective work, but also in its purposefulness, and most importantly, in the existence of a single methodological base. All members of the circles are trained in the methods of statistical quality control, problem analysis and development of optimal solutions. As a result, it becomes possible to meaningfully analyze production problems, evaluate the impact of each of them on the quality and efficiency of work, develop specific solutions and implement them with the help of the enterprise administration.
However, the results of the activities of quality control circles are not limited to a direct economic effect. Much more important is the indirect effect, expressed by the creation of a moral and psychological climate that contributes to the intensification of the work of workers to improve the organization of labor in own site. The use by Japanese firms of a system of material and moral incentives, and the obsessive propaganda of formed stereotypes of behavior gradually accustom them to the need for intensive work with high quality.
JIT system
This new form organizations "just in time", literally meaning "production just in time". Its fundamental meaning: zero inventory, zero failures, zero defects. More JIT is a technology that reduces the inventory of materials by supplying parts to each production site at the moment when they are needed there. This technology is also called "just in time". There is no special wisdom here, to put it simply, it is a struggle for the elimination of warehouses of components and ideally supplied supplies from subcontractors and suppliers. For example, the “margin of safety” of Toyota warehouses is two to three hours on average, for a number of nodes a little higher - a maximum of half a day. For comparison: for American automobile concerns, this figure is at least a month or more. Warehousing is a waste of money, time and irrational use area - this is the principle of "Toyota".
However, the transition to JIT is not an easy task. This system challenges the traditional organization of production, especially strong influence into four areas.
Ultimately, the JIT system is aimed at integrating and automating every stage of production, from design to warranty service consumer. Characteristic features of this trend are design taking into account the possibilities of production, automated production and computer-assisted quality control. In fact, JIT experts even oppose its implementation until the above requirements are fully met.
Inventory control is sort of the cornerstone of JIT manufacturing. Reducing them by replacing high-volume production with small-scale production and eliminating any inventory holding back production is often the first step in implementing this method. Next important step- gradual reduction of the number of parts stored in the warehouse, the discovery of hidden problems and the conduct of production with a minimum stock. How to proceed with this? It all depends on your decision - either reduce the loss of setup time, or increase the speed of the machine, or replace the equipment ...
JIT promotes small-scale production by allowing you to change the range of products on a daily basis in accordance with demand. Before the introduction of flexible production systems(GPS) small-scale production was considered unprofitable due to the fact that it was too expensive to install the corresponding automatic equipment for a short operating time. However, today the State Border Service is convinced that small-scale production is economically justified and technically possible, up to the manufacture of a product in a single copy. The JIT system makes the changeover of equipment for the manufacture of different parts economical both in terms of cost and time. In addition, when switching from the production of one type of part to another, costs can be significantly reduced by changing only the manufacturing (assembly) program, and not by replacing equipment components, i.e. without stopping production. With the JIT concept, the transition from groups of machine tools to production cells allows the maximum use of another organization of production - group technology. In the traditional way, a firm producing, for example, integrated circuits, may group all the equipment together, for example, for mounting components in one part of the plant, annealing furnaces in another part, and so on. The sectional construction of production leads to the rejection of the group arrangement of equipment and the creation of several cells, each of which will have one machine of each type, placed in series in accordance with the technological process.
Sectional technology gives the operator more control over the production process at all stages. Since with the JIT system the part is always in manufacturing process, and does not lie in accumulators, sectional production is more efficient if workplace organized in a U-shape rather than stretched out in a line. This arrangement of the workplace saves space and allows the operator to move faster from machine to machine. Reconstruction of workplaces in the cell saves time for readjustment.
When introducing the JIT system into production, there were difficulties in attracting suppliers whose activities did not meet the set requirements. Subcontractors had to provide defect-free products, since there was no input quality control. But these problems have been smoothed out thanks to constant contact with subcontractors and strengthening of mutual understanding. It is believed that JIT will change the nature of competition: the subcontractor that will supply quality products will survive rather than the one that will fight for the price.
Integrated Product Quality Management System (QMSQP)
This system was developed in the USSR in the late 70s. 20th century based on the generalization of best practices in the field of quality management of leading enterprises and industries and is documented in the form of a system state standards. According to GOST 15467-79 KSUKP establishes, provides and maintains the required level of product quality during its development, production and operation, carried out through systematic quality control and targeted impact on the conditions and factors affecting product quality.
It is a subsystem in relation to the management production association and industrial enterprise (GOST 24525.2-80).
Product quality management must be considered as a system of conditions, processes and factors that affect quality and ensure its planned level in the development, production, operation or consumption of products.
The variety of scientific, technical, organizational, economic and social problems, the complex nature of the relationships between them and, accordingly, the complex quality management system require the daily solution of a large number of issues: the management of design and technological preparation production, technological processes, technical, economic and operational production planning, logistics and management of repair, energy and transport services, personnel management, cost and sales of products, financial and accounting activities, improving the organization of production, control systems, metrological support, moral and material stimulation .
KSUKP organizational and technical base has a set of enterprise standards that regulate the procedure for all work at the enterprise that affects the quality of products (products). In addition, the standards regulate the work that allows organizing the rational and efficient use of material and labor resources directing the attention and efforts of workers of all categories to improving the quality of labor and products. Thus, the standards regulate WHAT, WHO, WHERE, WHEN and HOW it is necessary to do in the enterprise. So, they are the legal basis for the activities of each employee from the director of the company to the ordinary performer.
The enterprise standard is a dynamic document. The standard includes the ongoing changes from practice, best practices of scientific achievements. The standard in the organizational point of view is an economical document, written clearly, clearly, understandably with efficiency.
In the USSR, the Recommendations were used to regulate quality management processes, which took into account the sectoral nature of the national economy. An example branch system quality management is the standard of the Integrated Management System for Production Efficiency and Work Quality industrial enterprise. Product quality management system. Basic provisions.
Thus, there are various enterprise quality management systems, including KQUKP, JIT, total management, for example, quality control circles. Each quality management system in an enterprise has its own characteristics and takes into account external and internal factors that affect the system.
2. Quality management in the Pyaterochka store
2.1 General characteristics of the Pyaterochka store
Shop "Pyaterochka" on the street. Tankistov 45 is a division of the Pyaterochka chain, which, in turn, is managed by X5 Retail Group (LSE: FIVE, Moody's - B2, S&P - B+). The X5 Retail Group network includes Perekrestok supermarkets, Karusel hypermarkets and Express stores, as well as distribution centers and freight vehicles.
Pyaterochka was founded in 1998, the first retail chain store opened in 1999 in St. Petersburg. In 2013, rebranding started, as well as a change in positioning and a large-scale program for updating the retail network. The number of supermarkets operated by the company is 6,265 (as of December 31, 2015). Net retail revenue for 12 months of 2015 - 585.4 million rubles.
Each store employee has their own responsibilities. The store manager has the widest list of responsibilities, including: knowledge of the features of the store ( regulatory framework, features of work with personnel, standards for various products, trade procedure (acceptance, rules for the implementation certain types goods, etc.). In addition to having knowledge, the store manager has many management responsibilities, including control, planning activities outlet, employee motivation, service quality control, employee performance evaluation, etc.
Responsibilities of the Deputy Director of the store include control of the acceptance of goods; preparation of goods for sale; organization and control of personnel work, personnel training; carrying out inventories; drawing up orders for goods; implementation of measures to increase turnover and minimize losses.
The responsibility of the freshness director is to control the freshness of products that have short term expiration dates, checking expiration dates and product quality before the store opens and every hour thereafter throughout the day. If a stale product is found, it is sent for disposal. The director of freshness is obliged to constantly be in trading floor. In addition, his duties include monitoring the situation in the hall, promptly responding to any conditions that are not comfortable for the buyer. Including when there is an influx of visitors, sending additional cashiers to the cash desks, and, if necessary, advising people.
The Pyaterochka retail chain positions itself as stores that offer customers only the freshest products and carefully monitors their timely renewal on the shelves. To increase competitiveness in the market, the retail chain declares that it is almost impossible to purchase expired goods in stores, but if this does happen, within the framework of the program “I am responsible for quality!” Pyaterochka will not only return the money for the purchased goods, but also offer the same fresh goods of good quality as a gift (one unit of goods is provided as a gift, regardless of the number of expired goods purchased by the buyer, at a cost not exceeding the cost of the most expensive goods from an expired returnable purchase).
By supporting this program, the trading network both increases its competitiveness and implements a quality program at the enterprise.
Thus, the object of study is a division of the Pyaterochka federal retail chain. The store has a linear organizational structure. The department in question has a quality management system in place.
For quality management in all Pyaterochka stores, the position of Freshness Director has been introduced. His responsibilities include constant monitoring of the expiration date of products displayed on the shelves in the trading floor.
The very quality management system at the enterprise is based both on compliance with standards, including GOSTs, and maintaining a high level of service. The latter is expressed in maintaining an appropriate environment in the store. The store (as well as other chain stores) has been reconstructed, has a new renovation, a fresh look, cleanliness is maintained, lighting has been added.
For servicing, the format of a “non-intrusive” service was chosen. The main requirements for employees: constant control of the display of goods, removal of goods that are out of date, perishable goods, assistance to the buyer when he contacts, interchangeability of employees, control of the absence of a queue at the checkout.
To implement the quality management system in the Pyaterochka store, planning, control, and employee motivation systems are used.
The planning of the quality management system in the Pyaterochka store is based on an assessment of the needs of customers, presented in Table 1.
Table 1 - Needs and expectations of consumers
Based on the assessment of expectations, a QMS plan (quality management system) is drawn up not only in the store, but also in the whole distribution network, presented in Table 2.
Table 2 - Drawing up an action plan for the development of the QMS
In the future, the quality management system can be adjusted. At each stage of quality management in the Pyaterochka store, control is carried out. What is used for both internal and external resources. Internal resources include control by management bodies (deputy director, store director), control of employees (mutual checks, freshness director). External control includes the interaction of buyers (a hotline for monitoring the freshness of products, an appeal about the presence of a queue at the checkout), control by state bodies.
In the quality management system at the enterprise - the Pyaterochka store, there are three levels of influence: from the side of the distribution network, employees of the store itself, and external, including customers and authorities state power. As a result, channels of influence are also formed: regulatory (including regulation within the trading network, standardization), direct influence (according to customer complaints, control of the employees themselves). These types of impact form a strategic or current impact, quality management. TO strategic management includes the development of standards with their subsequent implementation, and the current one - changing the parameters in the present, including reducing queues, removing stale products from the counter.
Thus, quality management at the enterprise of the Pyaterochka store has a rather complex structure. The quality management system in the store is carried out through the planning and control of the declared indicators (freshness of products, lack of queues at the checkout ...). For control, external (hot line with buyers) and internal resources (director of freshness, etc.) are used.
Conclusion
Quality management is key function in the activities of any enterprise. The quality of products, including services, is always the final result of all activities at every stage of the life cycle. Efficient Management quality selects the current priority of preventive actions as opposed to methods of detecting and eliminating nonconformities that already exist.
ISO 9000 series standards have been adopted all over the world as a tool to achieve a stable level of quality of their products. They set out only standardized elements of evidence of a quality assurance level and recommendations for building a quality system (QS).
But besides this, the SC should be based on a new philosophy of quality, a new culture of production, which entirely depends on the will and desire of the head of the enterprise and those traditions and experience that he must create, maintain and develop the best of the past.
The object of study is a division of the Pyaterochka federal retail chain. The store has a linear organizational structure. The department in question has a quality management system in place. To increase competitiveness in the market, the retail chain declares that it is almost impossible to purchase expired goods in stores, but if this does happen, within the framework of the program “I am responsible for quality!” Pyaterochka will not only return the money for the purchased goods, but also offer the same fresh goods of good quality as a gift (one unit of goods is provided as a gift, regardless of the number of expired goods purchased by the buyer, at a cost not exceeding the cost of the most expensive goods from an expired returnable purchase).
Quality management at the enterprise, the Pyaterochka store has a rather complex structure. The quality management system in the store is carried out through the planning and control of the declared indicators (freshness of products, lack of queues at the checkout ...). For control, external (hot line with buyers) and internal resources (director of freshness, etc.) are used.
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