Ensuring product quality, which is the focus of the enterprise DSU-34 OJSC "DST-1, VITEBSK", is carried out within the framework of the quality management system in force at the enterprise through the development and implementation of goals and policies in the field of quality. It is based on checking the compliance of product quality indicators with the requirements of STB, GOST, STP on the control of technological processes, instructions and methods, the results of internal audits and data analysis, the effectiveness of corrective and preventive actions. The priorities in the production of agricultural machinery are the production of products with low efficient energy consumption, the use of environmentally friendly materials, original design and cost reduction.
Analysis of the current QMS determined the value of its effectiveness equal to 0.83 and identified weaknesses that should be paid special attention to during design, identified reserves and areas for further improvement. Improving the quality of products is possible by ensuring the effective functioning and integrity of the quality management system.
A set of organizational and technical measures in the main areas of activity in the field of quality is proposed for consideration, taking into account their approximate cost, presented in Table D.1 (Appendix D).
The main goals of implementing activities:
Develop new products, improve the quality of manufactured products, reduce the material consumption of products and increase the level of energy saving;
To increase the technical level of production through their re-equipment and modernization, introducing high-precision and productive equipment, ensuring high technological efficiency of product manufacturing processes;
Carry out the promotion of work on the development of metrological support for the production of the technical base of metrological and testing laboratories;
Carry out work to organize retraining and training of personnel, involve employees of third-party organizations in training;
Carry out constant monitoring of warranty service costs and the dynamics of their reduction;
Increase morale and provide material incentives for employees, with constant delivery of products from the first presentation, conduct propaganda in the field of quality;
Study and implement new software products for electronic technical document management systems.
Issues of assessing the effectiveness and efficiency of the implementation of quality management systems have remained relevant since the beginning of large-scale use of ISO 9000 series standards, i.e. for more than 15 years. A generally recognized expert in the field of quality, Peter Drucker, argues that first you should decide on the choice of strategy, the target orientation of the activity, indicate the correct benchmark, and then try to achieve your goals with the minimum possible means. First - the right strategy, and then - lean production. It is widely known that the “best” way to cut costs is to stop doing anything. Michael Porter also wrote that there is a marketing strategy that reflects competition based on minimum costs. It is assumed that the requirements for such aspects of competitiveness as quality, contractual discipline, service, etc. are fixed and at a fairly high level. Experts state that low costs are not a long-term competitive advantage of a company, but only create situational opportunities.
The main arguments in favor of the effectiveness and efficiency of the QMS are usually the following:
Reducing costs at all stages of the product life cycle (or reducing costs for “poor quality”);
Increasing income (increasing market share and corresponding sales volume, including through justified price increases);
Improving the manageability of companies by increasing the validity and efficiency of decisions made.
Efficiency and effectiveness for different stakeholders is different, which is always a matter of some balance of their interests and possible compromise. What is considered a result and effect is, first of all, a matter of company strategy. In principle, any indicators can be used to assess the effectiveness and efficiency of management systems. The effect of any control system is synergistic in nature, that is, the effect of enhancing interaction and coordination between the elements of this system. The objective basis for the emergence of a synergistic effect of a system is the real interaction of its elements. From this we can draw two methodological conclusions:
The effect of a system is always greater than the algebraic sum of the effects of its constituent elements;
The effectiveness of the system is necessarily associated with determining the increase in the magnitude of the overall effect of the system in comparison with the total efficiency of the functioning of its individual elements.
The effectiveness of activities within the QMS can also be determined based on the amount of savings from implementation and the costs of their implementation. Savings can be achieved by reducing costs for returns of low-quality products, losses from defects, and complaints. The economic effect will be expressed by a reduction in costs and an increase in profits.
The total amount of savings (E) from the implementation of measures is calculated using the formula:
E=E br +E recl +E w +E gr, (3.5)
where Ebr – savings from reducing losses from defects;
E advertising – savings from reducing costs for consumer complaints;
E sh - savings from reducing the amount of fines;
E gr - savings from reducing costs for warranty repairs.
The costs of introducing a 3 QMS include production costs - for scientific research, development of QMS projects, preparation of regulatory documents, and personnel training; and capital investments - the cost of new equipment, taking into account delivery and installation, the cost of upgrading existing equipment is calculated using the formula:
Z smk = Z pr + KV, (3.6)
Where, Zpr – production costs;
CV – capital investment.
Thus, the cost effectiveness of the QMS EF for the creation and implementation of measures to improve the QMS will be determined by formula 3.7.
EF smk =E/Z smk, (3.7)
Guided by the analytical and statistical data of the enterprise for 2010-2011. We will calculate losses from defects, taking into account non-production costs from defects and damage to materials, costs for warranty repairs as a percentage of the cost of production, the amount of fines and the number of satisfied customer requests and complaints based on their expected savings.
E br =308.6 million rubles;
E ad =354 million rubles;
E w = 135.8 million rubles;
E gr = 232.12 million rubles.
Thus, the amount of savings from organizational and technical measures will be:
E= 308.6+354+135.8+232.12=1030.52 million rubles.
The efficiency of design solutions will be 1.27. Payback period – 0.79 years.
The calculated value of the efficiency indicator equal to 1.398 is satisfactory and acceptable (more than 1). The payback period for the developed measures is 0.79 years. In conditions of high inflation and an increase in the exchange rate of foreign currencies, the crisis state of the economy, there is a danger of a sharp increase in costs and capital investments.
According to the ISO 9000:2000 standard, the principle of continuous improvement of the organization as a whole (and therefore its QMS) is one of the 8 fundamental principles of quality management. When implementing this principle, one should be guided by the recommendations for improving the QMS given in the ISO 9004:2000 standard. The essence of these recommendations is that all systems and processes of the organization should be constantly measured, analyzed and improved. This should be done by process work teams, all team members under the guidance of the owners and with the general coordination of the organization’s management. Continuous improvement results in 10–20% annual improvement in the entire organization's business.
If we talk about life cycle processes, then special attention should be paid to the research and product development stage. This is due to the well-known principle of an increase in quality costs by an order of magnitude with each stage of progress from design to production, delivery of products, and then to its operation, that is, if preventing or eliminating an error at the design stage costs 1 thousand rubles, then at the production stage of the machine it will cost 10 thousand rubles, at the stage of installation and commissioning at the customer - 100 thousand rubles, during operation it will cost 1 million rubles, if possible at all.
Research into the costs of quality assurance in domestic mechanical engineering leads to similar results. They are illustrated by the data presented in table. 2.17.
Table 2.17. The influence of total costs by stages of product life on ensuring the level of quality
The basic principles and methods of continuous quality improvement were formulated by the leading American companies in their industries AT&T, Avon, Corping Glass, General Motors, Hewlett‑Packard, IBM, Polaroid.
1. Achieving the interest of senior management.
2. Establishment of a steering council for quality improvement.
3. Involvement of the entire management team.
4. Ensuring collective participation in quality improvement.
5. Ensuring individual participation in quality improvement.
6. Creation of groups for improving systems and regulating processes.
7. More complete involvement of suppliers in the fight for quality.
8. Measures to ensure the quality of functioning of the management system.
9. Short-term plans and long-term strategy for improving performance. 10. Creation of a system for recognizing the merits of performers.
These areas reflect the essence of the organizational and economic foundations of continuous quality improvement.
Starting around the 1980s, methods for radically improving organizations began to develop and become more widely used. They are also called business process improvement (BPO) methods. They are short-term in nature and are aimed at improving one or more business processes - mainly in the field of management, for example, cost management, purchasing, ordering, transportation of products or semi-finished products, product warehousing, relations with suppliers and consumers, product and process design, etc. .
The fact is that if production processes in the 1950-80s were developing vigorously and could already provide zero defects or several units of deviations per million products, then business management processes have practically not changed since the beginning of the 20th century and an error of 20% was considered quite acceptable. As a result, management BP became a brake on the development of organizations and several methods were proposed for their radical (300-1500%) improvement in a short period of time (2-6 months).
This methodology combines approaches such as benchmarking, process reengineering, targeted improvements, new process development, process innovation, activity costing, and big picture analysis into one logical path to making radical changes. and rapid changes into a single business process. According to a survey of manufacturing organizations in Japan, Germany and the United States, SBP is recognized as the most important approach used worldwide to improve organizations. Among the most effective methods, analysis of failure modes and consequences FMEA (Japan), Pareto analysis (Germany), and statistical process control (USA) were also named.
The most important difference between the SBP methodology and continuous improvement is that the latter focuses on eliminating and preventing errors, while the former focuses on getting things right right away.
SBP is the systematic use of cross-functional teams to analyze and improve the way an organization operates by increasing the efficiency, productivity and adaptability of organizational processes.
Improving business processes will give your organization the effects shown in table. 2.18.
Table 2.18. Effects of improving business processes
Here are typical examples of improvements achieved using SBP:
Output quality improved by 1000%;
Overhead costs reduced by 30–50%;
Cycle time reduced by 40–60%;
Delivery times have been reduced from weeks to hours;
The number of ideas generated by employees increased by 100% and their quality improved by 50%.
Power increased by 40–60%;
Inventories have decreased by 50–70%.
Experience has shown that the application of SBP even to one process has a great impact on the entire organization and creates significant destruction in it, and to more than three processes it gives rise to a tendency for the organization to leave a controlled state. With this in mind, although SBP is highly effective for individual processes, continuous improvement may be more beneficial for the organization as a whole. It is promising to use both approaches simultaneously.
Let’s assume that over the course of a year, an organization that has about 500 internal business processes has improved 3 processes out of 500 by 1000%. At the same time, the organization’s overall performance has improved by only 6% (Fig. 2.27).
Rice. 2.27. Changes in indicators with continuous and radical improvement, as well as without improvement and when using both types of it
Let's compare these results with a continuous improvement methodology that is applied to all 500 processes and produces a 15% improvement per year. It can be seen that the continuous improvement methodology outperforms the SBP methodology by 9% per year and provides a 10% advantage over competitors. This advantage is due to the fact that all employees work to improve all production and business processes.
If an organization does not improve, it does not remain stagnant in the market, but slides down at a rate of 5-10% per year compared to competitors as they improve (see Figure 2.27).
When radical and continuous improvement are combined, the resulting improvement exceeds continuous improvement by 60% per year (see Figure 2.27). It is for this reason that an organization must use both types of improvement if it truly wants to become the very best.
Given in table. 2.19 list shows the differences in the methods of organizations' approach to continuous and radical improvement.
The choice of improvement strategy is made by the organization's management based on an analysis of the state of affairs in the organization. A mechanical engineering company can use the following list of questions for this purpose.
1. Is the number of consumers of your company’s goods and services increasing from year to year?
2. Are your losses from defects and the cost of correcting defects less than 1% of the cost of products sold?
Table 2.19. Continuous and radical improvement
3. Do you meet production schedules?
4. Do you adhere to planned production costs?
5. Do you use only those materials, parts and components that meet the technical specifications?
6. Is your loss of working time due to absenteeism, absenteeism or other reasons less than 5%?
7. Is the annual workforce turnover less than 5%?
8. Are you able to attract the best talent to your enterprise?
9. Do you spend the right amount of money on training your personnel, taking into account the size of losses from personnel errors?
10. Do your employees perform their duties 90% of the time?
11. Do you correctly understand your customers' requirements for your products or services?
12. Would you like to improve the morale of your employees?
13. Do you think that the company’s employees can work better than they do?
14. Does your incoming inspection reject less than 1% of the parts and components that enter your facility?
15. Do supervisors make up less than 5% of production workers in your company?
16. Do your non-operations workers spend less than 5% of their time working overtime?
17. Do you think it is possible to reduce production costs and shorten production cycle times?
18. Can you boast of the absence of complaints from your consumers if you were counting on laudatory reviews?
19. Has the growth rate of labor productivity in your company over the past 5-10 years been higher than the growth rate of inflation?
20. Has your stock dividend growth rate been higher than the inflation rate over the last 5 years?
A positive answer (“yes”) should be scored 1 point. Based on the results of assessing the answers to all questions in the form of a sum of points, the following recommendations can be made.
18-20 – the enterprise is working well. The continuous improvement process must be carried out as usual to keep up with competitors.
14-17 – the process of continuous improvement needs to be intensified.
10-13 – it is necessary to identify 1–2 production or power supply processes that most deteriorate the operation of the enterprise, and apply the SBP methodology to them along with the continuous improvement of other processes. Then apply SBP for 1-2 other PP or BP. Repeat the cycle until the number of points reaches 18–20.
0‑9 – with the help of key production SBP or power supply units, increase the number of points to 10–13. Then apply the strategy recommended above.
The Radical Business Process Improvement (RBI) methodology can be divided into 5 sub-processes called phases.
Phase I. Organization of improvement work. The administrative improvement team is trained in the SBP methodology, selects critical processes and assigns their owners. The process owner forms a process improvement team (PIT), which establishes process boundaries, measurable parameters for the entire process, identifies process improvement goals, and develops a project plan.
Phase II. Understanding the process. Unfortunately, most business processes are not documented, and when they are documented, they often do not follow the documentation. During this phase, the PSC analyzes the existing process (“as is”), checks compliance with existing procedures, collects cost and cycle time data, and reconciles daily activities with procedures.
This phase contains 6 actions:
Construction of diagrams (block diagrams) of process flows;
Preparing a simulation model;
Systematic inspection of the process;
Process cost and cycle time analysis;
Introduction of fast tooling;
Alignment of process with procedures.
The goal of Phase II is to study the process and its components in detail (cost, cycle time, processing time, error rate, etc.). The flow diagram and simulation model of the existing process (as-is process model) will be useful for process improvement during Phase III.
Phase III. Streamlining the process. To understand the difference between process redesign, benchmarking and new process development (process reengineering), let's focus on phase III, where all 3 methodologies are applied.
The rationalization phase is the most important for improving business processes. It is here that the methodology of the SBP is developed and the creative abilities of the members of the SBP are actually used.
The rationalization phase consists of 6 actions (Fig. 2.28):
Process redesign;
Development of a new process;
Benchmarking;
Analysis of improvements, costs and risks;
Selecting preferred processes;
Pre-implementation planning.
This phase uses 3 different approaches.
1. Process redesign (targeted improvements, process reengineering).
2. Development of a new process (innovation process).
3. Benchmarking.
Process redesign. This approach (Table 2.20) eliminates various waste from the existing process while reducing cycle time and improving efficiency. Once the process flow diagram is redesigned, automation and information technology are used to maximize the process's ability to improve efficiency, productivity, and adaptability. Process redesign is sometimes called focused improvement because it focuses efforts on an existing process. Redesign results in improvements ranging from 300-1000%.
Table 2.20. Process redesign
Development of a new process. The methodology for designing a new process begins with creating a model of the ideal process. A new process is then developed to implement this model. This takes into account the latest advances in mechanization, automation, computerization and information technology available, resulting in improvements of 700-2000%. The development of a new process is sometimes called an innovation process because its success is largely based on the innovation and creativity of the PCB members, or process reengineering.
Benchmarking. This very popular tool allows you to compare an existing process with the best similar process in the same or different industries.
Not all processes go through redesign, development of new options and benchmarking. Depending on the circumstances, one, two or all three of the methodologies mentioned are used.
Process redesign is the most common practice because it usually has lower risks and lower costs. Typical results from this approach are 200% to 1000% improvement for approximately 70% of business processes.
Developing a new process, while providing the greatest degree of improvement, requires the most cost and time to implement, but involves a high degree of risk. Often, developing a new process involves restructuring departments and is quite disruptive to the organization. Most organizations can only effectively implement one change of this magnitude at a time.
Benchmarking provides a proven performance measurement technique that can be used to evaluate and select a range of alternatives. Benchmark King is useful in approximately 10% of cases.
Phase IV. Implementation, measurement and control. In this phase, the team is engaged in the “installation” of the selected process, measurement and control systems. New measurement and control systems should provide feedback to employees so that they feel the results of improvements already achieved and improve the process further.
This phase consists of the following 5 actions:
Final implementation planning;
Introduction of a new process;
Creation of measurement systems in the process;
Creation of a feedback data system;
Determining the cost of poor quality.
Phase V: Continuous Improvement. Now that the process performance has changed radically, the process needs to continue to improve, but usually at a much slower rate (10-20% per year). During this part of the cycle, the process owner will monitor the efficiency, productivity, and adaptability of the entire process. Departmental improvement teams (natural working groups), each within its own area of expertise, will continuously work to improve their part of the process. This is the most acceptable approach.
Let us analyze the results of SBP obtained in some organizations.
McDonnel Douglas has reduced overhead costs by 20–40%; Inventories reduced by 30–70%; cost of materials reduced by 5-25%; quality improved by 60–90%; administrative costs are reduced by 20–40%.
At Federal-Mogul, the development process cycle time has been reduced from 20 weeks to 20 working days, with a 75% reduction in production time.
Morton International Castings has reduced finished product and raw material inventories by 10-20%; Cycle time improved by 10–15%.
Colgate Palmolive reduces order and distribution management costs by 25%; the number of sales increased due to improved customer service.
The number of warehouses at Grand Met has been reduced from 24 to 8; the range of services to consumers has been increased by 30%; Order/delivery management cycle time has been reduced.
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Measures to improve the QMS are developed as part of the implementation of one of the principles formulated by the ISO 9000:2000 series standards - continuous improvement of quality management. These standards provide the principle continuous improvement and the methodology for its implementation. And ISO 9001:2000 sets out the requirements for continuous improvement, which states that the organization must consistently take the measures necessary to achieve its goals and planned results and follow a path of continuous improvement of production processes.
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DOCUMENTED PROCEDURE
PLANS AND PROGRAMS FOR IMPROVING THE UNIVERSITY QMS
SMK-DP-8.5-01
Number section | Section name | Page |
Purpose | ||
Application area | ||
Terms. Notation. Abbreviations |
||
Designations | ||
Abbreviations | ||
Process management |
||
General provisions | ||
Process Information Card | ||
Process flow diagram | ||
Process description | ||
List of forms and records | ||
Applications |
||
Form of the “Action Plan to Improve the QMS” | ||
Form of “Memo on postponing or canceling the implementation of activities of the QMS Improvement Plan” | ||
Approval sheet | ||
Registration sheet for changes, additions and revisions of the document |
1. PURPOSE
1.1 This documented procedure establishes a unified procedure for carrying out activities aimed at continuously improving the quality management system, increasing its effectiveness, efficiency, increasing the satisfaction of consumers and other interested parties in the Kemerovo State Agricultural Institute.
1.2 This procedure complies with the requirements of GOST R ISO “Quality Management Systems. Requirements" (clause 8.5).
2. AREA OF APPLICATION
This documented procedure is used by the heads of structural divisions and process owners of the Kemerovo State Agricultural Institute.
3. REGULATORY REFERENCES
GOST R ISO Quality management systems. Fundamentals and vocabulary;
GOST R ISO Quality management systems. Requirements;
SMK-DP-4.2.3-01 “Documentation management of the university’s QMS”;
SMK-DP-4.2.4-01 “Records Management”;
SMK-DP-8.3-01 “Analysis and elimination of inconsistencies”;
SMK-DP-8.2.2-01 “Internal audit of the university’s QMS”;
SMK-DP-8.5-02 “Preventive and corrective actions.”
4. TERMS. NOTATIONS. ABBREVIATIONS
4.1. TERMS
Continuous improvement – repeated activity to increase the ability to meet requirements.
Quality Policy– the overall intentions and direction of the organization in the field of quality, formally formulated by senior management.
Procedure – a specified way of carrying out an activity or process.
Process– a set of interrelated and interacting activities that transform inputs into outputs.
Efficiency – The degree to which planned activities are implemented and planned results are achieved.
Quality Management System– a management system for directing and managing an organization in relation to quality.
Quality improvement – part of quality management aimed at increasing the ability to meet quality requirements.
Quality Goals– what is achieved or strived for in the field of quality.
Efficiency– connection between the achieved result and the resources used.
4.2. NOTATION
DZN – before replacing with a new one;
PRK– representative of quality management;
QMS- Quality Management System;
JV- structural subdivision;
FSBEI HPE "Kemerovo State Agricultural Institute"- Federal State Budgetary Educational Institution of Higher Professional Education “Kemerovo State Agricultural Institute”.
4.3. ABBREVIATIONS
head– manager;
deputy– deputy;
beginning- boss.
5. PROCESS MANAGEMENT
5.1 GENERAL PROVISIONS
5.1.1. The goal of continuous improvement of the quality management system is to identify further opportunities to increase stakeholder satisfaction with the quality of educational services and research activities.
5.1.2. FSBEI HPE "Kemerovo State Agricultural Institute" must constantly improve the effectiveness of the quality management system through the use of quality policies and goals, audit results, data analysis, corrective and preventive actions, as well as management review.
5.1.3. Improvement actions include:
– analysis and assessment of the current situation to identify areas for improvement;
– setting improvement goals;
– search for possible solutions to achieve goals;
– evaluation and selection of solutions;
– implementation of selected decisions;
– measuring, checking, analyzing and evaluating performance results to determine whether objectives have been achieved;
– registration of changes.
5.1.4. The results are analyzed to identify further opportunities for improvement.
5.1.5. The result of analyzing opportunities to improve the QMS is the creation of an action plan to improve the QMS.
5.1.6. The action plan for improving the QMS (hereinafter referred to as the Plan) is based on an analysis of identified inconsistencies, the status of corrective and preventive actions, a report on the results of internal audits, an annual report on the implementation of the audit schedule, the effectiveness of processes, a certificate report on the effectiveness of QMS processes, a report on the functioning QMS, proposals for improving the QMS.
5.1.7. It is possible to combine presentations at the Quality Council of a report on the functioning of the QMS (results of analysis by senior management in accordance with QMS-DP-5.6-01 “Analysis of the QMS by management”) and the QMS Improvement Plan (in accordance with this Regulation).
5.2 PROCESS INFORMATION CARD
1. Purpose of the process: establishing a unified procedure and criteria for carrying out activities aimed at continuous improvement and improvement of the quality management system of the Kemerovo State Agricultural Institute |
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2. Purpose of the process: increasing stakeholder satisfaction. |
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3. Process results and their consumers |
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Result (output) of the process | Consumer of process results | Consumer requirements for the results (outputs) of the process |
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Action plan to improve the QMS | SMK-DP-5.6-01 “Analysis of the QMS by management”; QMS processes; Structural units. | |||||||||||
4. Process Inputs and Suppliers |
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Process input | Process Suppliers | Entry requirements |
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Annual report on the implementation of the audit schedule; Certificate-report on the effectiveness of QMS processes; Report on the functioning of the QMS; Proposals for improving the QMS from the managers of the joint venture. | SMK-DP-8.2.2-01 “Internal audit in the university’s QMS”; SMK-DP-8.2.3-01 “Monitoring, measurement and analysis of processes”; | Relevance, adequacy, timeliness, reliability, completeness of the information provided. |
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5. Process activities, management and required resources |
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Activities within the process | Regulatory documentation | Required resources (executors (developers of regulatory documents) and material support) |
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Collection of data for analysis. | SMK-DP-8.2.2-01 “Internal audit in the university’s QMS”; SMK-DP-8.2.3-01 “Monitoring, measurement and analysis of processes”; SMK-DP-5.6-01 “Analysis of the QMS by management.” | Personal computers in departments for working with documents, printers, Internet access, paper, employees. |
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Drawing up an Action Plan to improve the QMS. | SMK-DP-8.5-01 “Plans and programs for improving the university’s QMS” |
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Quality Council meeting | SMK-P-5.4.2-01 “Regulations on the Quality Council” |
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6. Indicators of effectiveness and efficiency of the process (KPI/ KPI) |
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Frequency of assessment 1 time per year |
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Goals process | Name of performance and efficiency indicator | Unit change | Measured value | Actual value of the indicator for the previous period | Target values of the indicator for the planned period | Method of measurement | Method of analysis | |||||
Implementation of a plan | (Number of completed activities/Number of planned activities)*100% | Number of planned activities completed | Monitoring the implementation of the Plan | Comparative | ||||||||
Compliance with the deadlines for the implementation of the Quality Plan | (Number of completed activities on time/Total number of completed activities)*100% | Number of planned activities completed on time | Monitoring the implementation of the Plan | Comparative | ||||||||
5.3 PROCESS FLOW DIAGRAM
Minutes of meetings" href="/text/category/protokoli_zasedanij/" rel="bookmark">minutes of the meeting of the Quality Council.
After approval of the Plan by the rector, the QMS manager within 3 days distributes it to the heads of structural divisions by email of the university (according to QMS-P-6.3-01 “Regulations on university email”) or makes printed copies (according to QMS-DP-4.2 .3-01 “Document management of the university’s QMS”) and places the Plan on the university’s website in the QMS section.
8. Monitoring the implementation of the Action Plan to improve the QMS.
Answer: QMS Manager - for monitoring the implementation of the Plan.
The QMS manager monitors the implementation of the Plan, making notes once every three months about completed activities. If planned activities are not carried out, the QMS manager writes a memo to the PRK, in which he reports which activity was not completed and the reasons for non-fulfillment, if they are known to the QMS manager. The PRK finds out from the head of the structural unit why the planned activity was not carried out, makes a decision and informs the head of the joint venture about
The need to complete the planned event within the new deadlines;
Postponement of an event for a certain period;
Canceling an event.
All actions to postpone or cancel an event are accompanied by the heads of the joint venture with a memo addressed to the Government Committee, which is attached to the plan (Appendix 7.3). After agreement with the Government Committee, the head of the joint venture transfers a copy of the memo to the QMS manager within 1 working day.
9. Process monitoring and measurement.
Answer: QMS manager - for monitoring the process.
The QMS manager assesses the effectiveness of this process once a year in accordance with QMS-DP-8.2.3-01 “Monitoring, measurement and analysis of processes” according to the criteria defined in clause 5.2 “Process Information Card”.
6. LIST OF FORMS AND RECORDS
Name document |
document | Storage | Archiving |
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Place | Term | Place | Term |
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Action plan to improve the QMS | SMK-DP-8.5-01/F01 | PRK, QMS Manager | QMS Manager | |||
Internal memo on postponing or canceling the implementation of QMS Improvement Plan activities | SMK-DP-8.5-01/F03 | PRK, QMS Manager | QMS Manager |
7.APPLICATIONS
Since the OJSC Geomash enterprise does not regulate the production powers and responsibilities of BUK employees, it is necessary to develop a job description for this department.
The job description is developed by the head of the unit for his direct subordinates.
Job descriptions for positions directly subordinate to him are approved by the General Director of Geomash OJSC.
The first copy of the job description for each employee is kept in the personnel department, the second is kept by the head of the department, and the third is kept by the employee.
Job descriptions for BUK employees must be developed in accordance with the regulations on the unit. A set of job descriptions should cover all functions of the department and evenly distribute the workload between employees, taking into account their skill level.
Each job description contains an unambiguous definition of how this job differs from all other jobs. Responsibility for ensuring that the organization is fully equipped with job descriptions lies with the head of the HR department.
It is also necessary to develop a responsibility matrix for enterprise employees, which will make it possible to determine who within the organization is related to a particular process, as well as to determine those responsible for the process.
Table 2 - Matrix of distribution of responsibilities in the quality management system of OJSC Geomash
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Process name |
Responsible persons |
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General Director of JSC Geomash |
Head of BUK |
Head of Quality Control Department |
Head of the FSO |
Chief technologist |
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Quality management system document management |
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Analysis of the QMS by management |
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The procedure for providing the enterprise with personnel of the required qualifications |
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Personnel training |
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The procedure for maintaining technological equipment in working condition |
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The procedure and organization of production of technological equipment and tools, provision of production with them |
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Providing the enterprise with energy resources |
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Technical Information Management |
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The procedure for the development, execution, coordination, approval and analysis of the technical industrial financial plan |
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The procedure for developing, agreeing and approving a plan of organizational and technical measures |
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The procedure for drawing up an additional agreement for the manufacture of products |
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The procedure for developing technological processes |
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The procedure for development, coordination, approval of design documentation |
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Analysis, evaluation and selection of supplier |
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The procedure for incoming inspection of materials, raw materials, semi-finished products and components |
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Planning for release and ensuring operational management of product release |
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The procedure for monitoring and testing products during the production process |
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Management of measuring instruments and test equipment |
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Internal audits |
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Management of nonconforming products during production |
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Product after-sales service |
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Corrective and preventive actions |
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Note: O - responsible; I- is informed; U-Participant |
The policy of JSC Geomash in the field of quality is aimed at the high-quality implementation of all types of activities of the enterprise to fulfill contractual obligations.
The result of such a policy may be a zigzag development of the enterprise instead of direct movement towards a specific goal.
The OJSC Geomash enterprise needs to adhere to a differentiation strategy due to the diverse preferences of customers. The organization's competitive advantage will be all the more noticeable.
The enterprise's policy in the field of ensuring product quality should be based on the following basic principles:
- - customer orientation;
- - leadership of the manager;
- - employee involvement;
- - continuous improvement;
- - mutually beneficial relationships with suppliers.
Based on this, it is necessary to develop the goals of senior management for the future and appoint someone responsible. Quality objectives must be measurable and consistent with the quality policy. Top management's quality goals for 2016 are presented in Table 3.
Table 3? Top management quality goals for 2016
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Prospects |
Indicators |
Criteria |
Responsible executor |
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Financial |
Saving energy resources |
RUB 2,690 thousand |
Chief Engineer |
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Market |
New Product |
Creation of new types of drilling equipment |
In accordance with the R&D plan for 2016 |
Chief Engineer |
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Processes |
Reducing production costs |
Reducing labor intensity, shortening the production cycle of products due to the introduction of design and technological solutions |
Saving 1300 thousand rubles. |
Chief Engineer |
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Financial |
Reducing labor intensity by revising time standards |
Saving 480 thousand rubles. |
Deputy gene. director of economics. |
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Financial |
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Processes |
Reducing the time it takes to resolve consumer complaints |
Up to 8.5 days |
Deputy gene. quality director |
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Financial |
Reducing the cost of eliminating internal defects |
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Processes |
Increasing volumes of commercial products |
Labor productivity growth |
Deputy gene. production and logistics director |
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Procurement quality |
Quantity of purchased products that meet the requirements of technical documentation |
At least 92% |
Deputy gene. production and logistics director |
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Increased customer satisfaction |
Increasing the number of orders completed within the timeframe agreed with the consumer |
Deputy gene. production and logistics director |
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Processes |
Introduction of new technologies into production processes |
Reducing labor intensity, shortening the production cycle of products due to the introduction of new technologies |
Saving 300 thousand rubles. |
Deputy gene. Director of Development and Modernization |
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Financial |
Reduction in headcount at OJSC Geomash |
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Processes |
Providing the enterprise with personnel of the required qualifications |
Send workers to study at a university in foundry production |
Assistant General HR Director |
The management of the enterprise must ensure that:
- - the quality policy corresponds to the goals of the organization;
- — include a commitment to comply with requirements and continually improve the effectiveness of the quality management system;
- - created the basis for setting and analyzing quality goals;
- - must be brought to the attention of the enterprise personnel and understandable to them;
- - analyzed for continued suitability.
Enterprise management must ensure that quality objectives are established in the appropriate departments and at the appropriate levels.
By creating a process map, it is documented; as a result, the organization has the opportunity to manage this process, make changes to it, and evaluate the effectiveness and efficiency of the process.
The process map should represent the process to the extent necessary to obtain consistent and acceptable process results. There is no need for a process map to include all the details that qualified employees are required to know themselves. Therefore, another purpose of a process map is to solve “joint problems” between departments involved in the process. The results of the work of one division (or organizational unit) must be fully required by the subsequent division, and these results must be sufficient to complete the work. The “outputs” from one department must fully correspond to the “inputs” of another. To ensure such “docking” a process map is developed. The process map “Management of the quality management system” of Geomash OJSC is presented in Table 4.
Table 4 - Process map “Management of the quality management system”
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Designation and name of the process |
Quality management system management |
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Process status |
Management process |
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P. GOST ISO 9001-2011 |
4.1 ;4.2; 5.2; 5.4; 5.5; 5.6; 8.2.2; 8.5 |
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Purpose of the process |
Continuous improvement of the enterprise's QMS |
|
Process Manager |
Head of Quality Control Department |
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Participants in the process |
Process managers; Heads of structural divisions |
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Process components (main activities) |
Functioning planning, improvement and management of the QMS; Enterprise QMS process management; Documentation and management of enterprise QMS documentation; Planning and documentation of... The plant must have and implement a rational system for collecting, recording, processing, analyzing and storing for a certain period of information data on the quality of its products; To ensure the required quality of each type of product, the enterprise must have a separate product quality management system;
The output for management review should include the following information:
The output of the management review should include all decisions and actions related to:
Conclusions on the chapter: in general, the implementation of all the proposed measures aimed at improving the quality management system at Geomash OJSC will increase the internal and external reliability of the enterprise, increase competitiveness, and improve product quality. |
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