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Measures to implement the quality system. Development of necessary measures for quality management, implementation of measures

Ministry of Education Russian Federation

Branch of the St. Petersburg State University of Engineering and Economics in Cheboksary

Department of Urban Economy and Regional Economics

by discipline:

"Quality control"

"Development of measures for quality management"

Performed:

student gr. 41-01

Ivanova T.V.

Checked:

teacher

Fedorov G.F.

Cheboksary 2004

Introduction…………………………………………………………………………..3

Chapter 1. Product quality is one of the main success factors

activities of enterprises in the conditions market economy……….4

Chapter 2. Creation of a quality system at enterprises, stages of work and their

brief description…………………………………………………8

Chapter 3. Development of measures for quality management

Conclusion………………………………………………………………………….17

References…………………………………………………………………18

Introduction

Recently, our enterprises, as they promote their products, are increasingly faced with stringent quality requirements. Yes, and in everyday life, we are increasingly talking about the quality, reliability, competitiveness and safety of products, we demand to present certificates for products, we insist on compliance with the Consumer Rights Protection Law. So we can say with confidence: The future, in which there is nothing to do without quality, has already arrived.

And this is understandable: market conditions no investment will save the enterprise if it cannot ensure the competitiveness of its products or services. The basis of competitiveness is quality. And although, in addition to quality, competitiveness includes price, delivery time, performance, guarantees, service maintenance and a number of other components, quality occupies 70% of the "weight" of all indicators of competitiveness. Ultimately, it is quality that buyers and customers prefer when choosing products. This factor makes Russian manufacturers change the traditionally condescending attitude to the quality of goods and services.

Experienced practitioners in the manufacturing industry know exactly what is required to achieve high quality products. If all this is systematized and generalized, then it can be argued that in order to ensure required level quality requires not only an appropriate material base and interested, qualified personnel, but also a well-functioning organization of work, including a clear quality management. Hence such an increased interest in quality management on the part of enterprises that have realized the truth: even with a modern technological base and skilled workers, one cannot count on stable product quality without the introduction of a clear quality system that meets the modern level.

Chapter 1. Product quality is one of the main factors for the successful operation of enterprises in a market economy.

Quality is an objectively existing set of properties and characteristics of a product, which defines the product as such and distinguishes it from others. These properties and characteristics are formed during the creation of products and, depending on the requirements of customers, can be very diverse both in terms of level and combination. Therefore, sub-quality assurance is logical to understand the process of formation of the necessary properties and characteristics of products. And not only the process, but also the result, when they say that the required quality is provided.

It is well known that when quality problems are discussed at enterprises, a wide variety of factors are cited that impede the solution of these problems: this is the quality of design, and the level of technology, and the quality of purchased products and materials, wages and qualifications of workers, working conditions, etc. Now, with the development of management science, we can say that quality assurance requires:

Material base (purchased products and materials, technological and testing equipment, measuring instruments, buildings, structures, transport, etc.);

Qualified personnel interested in good work in good work (human factor);

deeply thought out organizational structure and clear management of the enterprise as a whole and quality management in particular

Two factors - active qualified personnel and material base - determine necessary basis to produce high quality products. Therefore, they can, apparently, be considered the foundation, the basis of quality.

The third factor - the organization and management of the enterprise - complements the foundation and allows you to realize the opportunities that are created by the material base and the human factor.

The primary factor from which to begin solving the problem of quality is the human factor, and in it is the interest of workers in improving the quality of products. This is explained primarily by the fact that an uninterested worker will not work well even on excellent equipment, and an interested worker will seek, find and use any opportunities to achieve high quality products.

Only the interest of the employees of the enterprise is able to break the vicious circle that can develop in the economy and give rise to the release of low-quality products.

The essence of this vicious circle is that it is difficult for an equipment manufacturer to ensure quality with poor materials, and it is equally difficult for a material supplier to improve their quality with poor equipment.

In other words, only interest, supported by a good material base, can become the foundation on which it is really possible to improve the quality of products.

Quality management should be understood as the impact on the production process in order to ensure the required product quality. Such an understanding of management includes three elements: the subject of management (who influences), the object of management (what is the impact directed at) and the impact process itself.

When using the process approach in enterprise management, the following functions are used: making deals, making decisions, planning, organizing, motivating, recruiting, ordering,

control, communication (information), research, evaluation, coordination, etc.

By analogy with these functions, it is logical to start the quality management process with interaction with external environment, first of all, with customers and sales markets, as a result of which the supplier determines the required properties and characteristics (quality) of his products. Based on these requirements, the supplier analyzes his technological capabilities and defines the quality policy. As well as requirements for its subcontractors - suppliers of materials and components. Based on this policy, quality planning is carried out. Then, within common organization work at the enterprise, work is organized to achieve the required quality in the production process with the release necessary resources training and motivation of staff. Further, directly in the management of the production process, quality control is carried out and the information received is analyzed. Based on the results of the analysis of the information received, appropriate measures are developed and the management of the enterprise makes the necessary decisions.

The final stage in quality management - the implementation of measures. As a rule, these activities are aimed at eliminating the identified deviations from the intended properties and characteristics of the product and improving the production process. But besides this, they can be aimed at adjusting previously adopted plans, changing the organization of work, improving the training and motivation of personnel, as well as choosing other, more qualified suppliers of materials and components.

After the implementation of the measures, the products can be delivered to the customer or to the market, and the quality management cycle ends with the performance of the same function with which it began - interaction with the external environment.

After that, the supplier receives information from the market or from the customer about the quality of the delivered products.

Thus, the concept of quality management can be formulated as follows. Quality management is a continuous process of influencing production through the consistent implementation of logically interconnected functions in order to ensure quality. These functions include: interaction with the external environment, quality policy and planning, training and motivation of personnel, organization of work on quality, quality control, quality information, development of activities, decision-making and implementation of activities.

The principle of ensuring the quality of services is the same as the principle of ensuring the quality of products, and is based on the same factors: the material base, personnel and organization of work. The principle of service quality management is an impact on the process of providing services through the implementation of managerial functions in order to ensure the quality of the service.

However, the principles of ensuring and managing the quality of services require clarifications related to the features of management and ensuring their quality.

The main feature is that the quality of the service is ensured with closer interaction with the consumer. In this regard, it is necessary to take into account additional elements related to the human factor and the organization of work:

Culture of communication with consumers;

Availability of service organization personnel for customers;

Flexibility of forms and efficiency of service delivery;

Hygiene, safety, comfort and aesthetics of the place of provision

Chapter 2. Creation of a quality system at enterprises, stages of work and their brief description.

Under the creation of quality systems understand their development and implementation in the activities of the enterprise. As a rule, the decision to create a quality system is made by the management of the enterprise under the influence of the requirements of specific customers or the situation in the markets.

The quality system is a set of structures that perform the functions of quality management by established methods. Therefore, the development of a quality system basically consists in first, taking into account the recommendations of ISO 9000 standards, to determine the composition of the necessary functions of the quality system, and then the structures that perform or will perform these functions. After that, new regulatory documents are developed, revised or existing regulatory documents are used to perform all functions .

The implementation of a quality system involves conducting internal audits of the system in order to verify the correct distribution of functions between departments, the possibility of their implementation, as well as the sufficiency and quality of the necessary regulatory documentation.

The creation of a quality system begins, as a rule, with an information meeting with the management of the enterprise. Then the management decides to create a quality system and creates a quality service headed by a representative of top management. After that, the quality service develops a schedule for creating a quality system and develops and implements the system in production activities enterprises.

Stages of creating quality systems

Information meeting

The holding of such a meeting is necessary in order to bring the guidance and management personnel information containing the following information:

The role and importance of quality management to ensure the success of the enterprise;

The main duties and responsibilities of the management of the enterprise, managerial and production staff in the created quality system;

The structure of the quality system and the principle of its functioning;

Structure and functions of the quality service and its status;

The procedure for the creation and certification of the quality system.

Deciding to create a quality system

The next step in establishing a quality system is for management to make a formal decision to establish it. Such a decision can be issued in the form of an order, according to which:

A management representative is appointed - the head of the quality service, responsible for the creation and functioning of the quality system;

A quality service is being formed, as a rule, as part of the quality control department, the quality management department, the metrological service and the standardization department, and in some cases with the participation of the central factory laboratory and testing departments;

The main stages, performers, terms for the development and implementation of the quality system and, if necessary, the terms for its certification are established.

Development of a plan - a schedule for creating a quality system

In pursuance of the decision of the management, a schedule for the creation of a quality system is being developed. Can be used to develop a schedule standard plan. The plan should include the following activities:

Development of quality policy;

Determination of the functions and tasks of the quality system, taking into account the quality of the recommendations of ISO 9000 standards and the characteristics of enterprises;

Composition definitions structural divisions who must perform functions in the quality system;

Development of a structural and, if necessary, functional scheme of the quality system;

Determination of the composition and status of the quality system documentation;

Development of new and adjustment of existing normative documents quality systems;

Development of Quality Manual;

Internal checks of the quality system in the process of its implementation and finalization of the system based on the results of checks.

Definition of functions and tasks of the quality system

At this stage, it is first necessary to conduct a thorough analysis of the process of creating products and present it in the form of a detailed list of stages of work. The basis of the list is the stages life cycle products specific to the company. The full cycle covers design, procurement (purchases), preparation for production, manufacturing and testing of products and service during operation.

A more detailed, but not exhaustive, list of product development steps for full-cycle manufacturing options includes:

Identification of market needs and analysis of contracts.

Research and development work.

Development technological processes, non-standard equipment and accessories.

Supply of materials and components.

Production preparation, including:

Providing production with a set of design, technological and regulatory documentation;

Preparation of technological equipment, tools, fixtures and fittings;

Preparation of measuring instruments and test equipment.

6. Staff training.

7. Production of products with operational control.

8. Tests and acceptance of finished products.

9. Packaging and storage of products at the enterprise.

10. Transportation of products and their storage at facilities.

11. Installation and debugging.

12. Testing and commissioning.

13. Warranty and post-warranty service and repair during

operation.

Determination of the composition of the structural units of the quality system

After defining the functions of the quality system necessary for quality management at all stages of product development, it is necessary to determine the structural units that will perform these functions. To do this, it is necessary to analyze the functions performed by existing departments and compare them with the list of functions included in the quality system being created, taking into account ISO recommendations.

9000. As a result, subdivisions are established - executors of each function, and each subdivision of its new functions is officially included in the functional responsibilities.

Development of a structural diagram of a quality system

The block diagram of the quality system is built on the basis of the block diagram of the enterprise and makes it possible to show the "device" of the system - the composition and interconnection of all structural units that perform functions in the quality system. A separate block can show the control core of the quality system - the quality service, which, as noted, includes the technical control department, the metrological service, the standardization service, as well as the quality management department, which performs the functions of organizing, coordinating and methodologically managing quality work.

Development of a functional scheme for quality management

Unlike a block diagram showing the structure of a quality system, building a functional diagram allows you to visualize the quality management process. If an enterprise wants to better understand and show customers and auditors how the quality system “works”, then it will be necessary to develop a functional diagram in addition to the structural one. The expediency of developing a functional diagram lies not only in a visual representation of the "work" of the quality system, but, most importantly, in the fact that it allows you to identify and eliminate possible gaps in the organization of quality work, when there may not be the necessary performers to perform some functions. Therefore, the development of a functional diagram will help ensure a clear organization of work on quality management.

Determination of the composition and state of the quality system documentation

After determining the functions of the quality system and the structural units that will perform them, the next step is to determine the composition of the regulatory and methodological documents of the quality system. In fact, having determined who and what should be done in the quality system, it is necessary to say how, by what methods this should be done, according to what documentation.

Most of the functions require, as a rule, several documents. For example, to manage nonconforming (defective) products, at a minimum, you need to have:

Standard for the analysis, accounting and isolation of marriage;

Consumer Complaints Standard;

Standard for Permits for Deviations from Documentation

production.

The largest number of documents is usually required for operational control in the production process.

Development of normative documents of the quality system and Quality Manual

After determining the composition and status of the quality system documentation, the next stage is the development and adjustment of specific regulatory documents, which should set out the methods for performing functions and tasks in the quality system. At this stage, the quality system is filled with the required internal content. For the development and adjustment of regulatory documents, the quality management department must draw up, approve from the management and track the appropriate schedule indicating the performers and the timing of the work.

For the final formation of the documentation of the quality system, in addition to the indicated documents, it is necessary to develop one more, generalizing

a document that gives a general description of the quality system. Such a description is provided by ISO 9000 standards in the form of a Quality Manual. Guidelines for the development of a Quality Manual are provided in ISO 10013 Guidelines for the development of quality manuals, according to which the Manual should contain:

The scope and status of the Guide itself;

Brief description of the enterprise and products;

The policy of the enterprise in the field of quality;

Distribution of functions, responsibilities and powers of higher

quality managers;

The structure of the quality system;

The structure and functions of the quality service;

Description of the functions and elements of the quality system, indicating

performers and a brief summary of the methods of their implementation.

Refinement and implementation of the quality system

Refinement of the quality system is carried out on the basis of scheduled internal audits. Refinement is carried out according to comments after scheduled internal audits. This is the most difficult stage of creating a quality system. Internal quality system audits typically check for:

Are there enough elements in the system for effective product quality management;

Are the performers of all functions of the quality system identified;

Are all stages of production covered by the impact of the quality system;

Are all the necessary methods of work available and are they documented;

Are the elements and functions of the quality system implemented in the workplace.

Chapter 3. Development of activities for quality management

The development of measures is based on the analysis of information and, as a rule, provides for:

Corrective actions aimed at eliminating the admitted inconsistencies;

Preventive measures - to eliminate the causes of non-conformities in order to prevent their recurrence;

Preventive measures designed to eliminate the causes of potential nonconformities and prevent their occurrence.

In accordance with the principles of quality assurance, preventive or preventive measures can be aimed at improving the material base, activating the human factor and improving management. Stability of quality assurance can only be achieved if the quality system provides for the possibility of taking a full range of these measures, although in each specific case only some part of these activities may be required, depending on what you need to pay attention to in the current situation: the material base, personnel, or the organization of work.

In addition to measures to eliminate and prevent inconsistencies, the enterprise must develop measures to constantly improve the quality of products in accordance with market needs and the achievements of competitors. Such measures are provided for in the relevant plans and programs to improve product quality, are taken into account when performing the functions "organization of work", "training and motivation personnel” and are implemented directly in the production process.

The development of measures begins after bringing the information on quality to the relevant departments, which analyze it, develop the necessary measures, coordinate them with other departments and submit them for approval to the management of the enterprise.

Measures are drawn up in the form of orders, instructions, plans or work schedules. It is important that all planned activities are provided with the necessary resources, as well as control over their implementation.

Unlike the proposed corrective, preventive and preventive measures, ISO 9000 and ISO 8402 provide, respectively:

correction - to eliminate existing inconsistencies;

corrective actions - to eliminate the causes of existing

inconsistencies;

preventive actions - to eliminate the causes of potential

inconsistencies.

It is not clear why it was necessary to change the generally accepted meaning of corrective, preventive and preventive measures, to ignore preventive measures and to introduce a far-fetched term correction, meaning the same as corrective actions.

Conclusion

In a market economy, enterprises are constantly faced with the problem of ensuring the competitiveness of products, on the solution of which their successful activities directly depend.

The basis of competitiveness is the required level of product quality, which requires an appropriate material base, qualified and interested personnel and a clear organization of quality management work.

Quality management has gone through a number of stages in its development. The stage of origin of individual elements of quality management in common process management of the enterprise was replaced by the stage of integration, complex, systematic approach quality management.

The constant growth of quality requirements predetermined the further development of quality management and implementation in the best enterprises developed countries "total" quality management, when it becomes the basis for the organization of all areas of the enterprise.

To encourage enterprises to improve the quality of products and services, a number of countries, including Russia, have established national quality awards. The role of awards is not only to mark the best enterprises, but to raise the average ones by conducting self-assessment according to the criteria of awards with the subsequent adoption of measures to improve the quality of products and services.

Of decisive importance in the organization of work on quality is the position of the heads of enterprises, their attitude to the quality of products and services. It is time for all of us, probably, to understand that the future, in which there is nothing to do without quality, has already arrived.

Bibliography

International Standards. "Product Quality Management". ISO 9000 - ISO 9004, ISO 8402. - M .: Standards Publishing House, 1988.

OgvozdinV.Yu. Quality Management: Fundamentals of Theory and Practice: Tutorial. - 4th ed., Rev. and add. - M .: Publishing house "business and service", 2002. - 160s.

OgvozdinV.Yu. Analysis of the main terms of the ISO 8402 standard. Quality. Dictionary // Standards and quality, 1992, No. 3.

Ministry of Education of the Russian Federation

Branch of St. Petersburg State University of Engineering and Economics in Cheboksary

Department of Urban Economy and Regional Economics

ABSTRACT

by discipline:

"Quality control"

on the topic of:

"Development of measures for quality management"

Performed:

student gr. 41-01

Ivanova T.V.

Checked:

teacher

Fedorov G.F.

Cheboksary 2004

Introduction…………………………………………………………………………..3

Chapter 1. Product quality is one of the main factors for successful

activities of enterprises in a market economy……….4

Chapter 2. Creation of a quality system at enterprises, stages of work and their

brief description…………………………………………………8

Chapter 3. Development of measures for quality management

Conclusion………………………………………………………………………….17

References…………………………………………………………………18

Introduction

And this is understandable: in market conditions, no investments will save the enterprise if it cannot ensure the competitiveness of its products or services. The basis of competitiveness is quality. And although, in addition to quality, competitiveness includes price, delivery time, productivity, guarantees, after-sales service and a number of other components, quality occupies 70% of the "weight" of all competitiveness indicators. Ultimately, it is quality that buyers and customers prefer when choosing products. This factor is forcing Russian manufacturers to change their traditionally condescending attitude towards the quality of goods and services.

Experienced practitioners in manufacturing know exactly what it takes to achieve high quality products. If all this is systematized and generalized, then it can be argued that in order to ensure the required level of quality, not only an appropriate material base and interested, qualified personnel are needed, but also a well-functioning organization of work, including a clear quality management. Hence such an increased interest in quality management on the part of enterprises that have realized the truth: even with a modern technological base and skilled workers, one cannot count on stable product quality without introducing a clear quality system that meets the modern level.

Chapter 1. Product quality is one of the main factors for the successful operation of enterprises in a market economy.

Quality is an objectively existing set of properties and characteristics of a product that defines a product as such and distinguishes it from another. These properties and characteristics are formed during the creation of products and, depending on the requirements of customers, can be very diverse both in terms of level and in combination. Therefore, it is logical to understand quality assurance as the process of forming the necessary properties and characteristics of products. And not only the process, but also the result, when they say that the required quality is provided.

Material base (purchased products and materials, technological and testing equipment, measuring instruments, buildings, structures, transport, etc.);

Qualified personnel interested in good work in good work (human factor);

Deeply thought-out organizational structure and clear management of the enterprise in general and quality management in particular

Two factors - active qualified personnel and material base - determine the necessary basis for the production of high-quality products. Therefore, they can, apparently, be considered the foundation, the basis of quality.

The primary factor with which to begin solving the problem of quality is the human factor, and in it is the interest of employees in improving the quality of products. This is explained primarily by the fact that a disinterested worker will not work well even with excellent equipment, while an interested worker will seek, find and use any opportunities to achieve high quality products.

Only the interest of the employees of the enterprise is able to break the vicious circle that can develop in the economy and give rise to the production of low-quality products.

In other words, only interest, supported by a good material base, can become the foundation on which it is really possible to improve the quality of products.

Quality management should be understood as the impact on the production process in order to ensure the required product quality. Such an understanding of management includes three elements: the subject of management (who influences), the object of management (what the influence is directed at) and the process of influence itself.

When using the process approach in enterprise management, the following functions are applied: making deals, making decisions, planning, organizing, motivating, recruiting, ordering,

control, communication (information), research, evaluation, coordination, etc.

By analogy with these functions, it is logical to start the quality management process with interaction with the external environment, primarily with customers and sales markets, as a result of which the supplier determines the required properties and characteristics (quality) of his products. Based on these requirements, the supplier analyzes its technological capabilities and determines the quality policy. As well as requirements for its subcontractors - suppliers of materials and components. Based on this policy, quality planning is carried out. Then, within the framework of the general organization of work at the enterprise, work is organized to achieve the required quality in the production process with the allocation of the necessary resources, personnel are trained and motivated. Further, directly in the management of the production process, quality control is carried out and the information received is analyzed. Based on the results of the analysis of the information received, appropriate measures are developed and the management of the enterprise makes the necessary decisions.

The final stage in quality management is the implementation of measures. As a rule, these activities are aimed at eliminating identified deviations from the intended properties and characteristics of products and improving production process. But, in addition, they can be aimed at adjusting previously adopted plans, changing the organization of work, improving the training and motivation of personnel, as well as choosing other, more qualified suppliers of materials and components.

After that, the supplier receives information from the market or from the customer about the quality of the delivered products.

Thus, the concept of quality management can be formulated as follows. Quality management is a continuous process of influencing production through the consistent implementation of logically interrelated functions in order to ensure quality. These functions include: interaction with the external environment, quality policy and planning, training and motivation of personnel, organization of quality work, quality control, quality information, development of activities, decision-making and implementation of activities.

The principle of ensuring the quality of services is the same as the principle of ensuring the quality of products, and is based on the same factors: the material base, personnel and organization of work. The principle of service quality management is the impact on the process of providing services through the implementation managerial functions in order to ensure the quality of the service.

However, the principles of ensuring and managing the quality of services require clarification related to the features of management and ensuring their quality.

This section on the directions of setting ISI 9001:2000 is consistent with the material presented in the section "Quality Management Objectives". It reflects the state of the document, which was prepared by the developers for discussion at one of the Russian enterprises engaged in the production of mixtures from various components.
The manufacture of final products from semi-finished products with the allocation of this production to a separate enterprise is the imperative of the times. It is no coincidence that the enterprise for which this document was prepared developed successfully. The development of measures to obtain an international quality standard was part of the strategy for the formation trademark to enter new regions.

Fragment
real consulting document.

1. Management interaction Management interaction is based on the distribution of functions and responsibilities between managers in the implementation of supervision over the implementation of all decisions in the field of quality.

Appoint a responsible person empowered to make decisions in the field of quality. At the same time, form a team capable of preparing quality solutions. betray this person Deputy status CEO while maintaining other responsibilities.

Form a group for the implementation in the field of quality from the heads and specialists of various departments, who, in addition to their duties in this department, will be empowered to work in the field of quality.

Decision-making in the field of quality management is built on the basis of the developed and adopted for execution Policy in the field of quality management.

The quality management policy is a document with specific practical content on commitments. It contains a description of the goals that will be achieved in the course of its implementation, and also defines the mechanisms and structures that are aimed at the practical implementation of the Quality Management Policy. The work of the Head and the Group is carried out in accordance with the document "Policy in the field of quality management in accordance with the requirements of the international standard ISO 9001:2000".

Plan the initial stage of the group’s work from the development / refinement of functional responsibilities:
- forms of standard documents;
- the procedure for filling out standard forms;
- who, to whom, what information and in what time frame should be transferred;
- who, when and on the basis of what information should make decisions;
- who, how and when should carry out decisions;
- responsibility officials for the accuracy and timeliness of filling in standard information forms and their transfer in the information exchange system within the Plant as part of managerial interaction.

The coordinated data of the provisions should be used for their inclusion in the future in the following documents:
- Plant policy in the field of quality management for use by top managers
- Methodological instructions aimed at the formulation and practical implementation of a quality management system, for use in the work of middle management
- Work instructions for use by staff in the performance of control functions and to prevent marriage
- Staff reporting forms for further analysis and preparation for decision making

Schedule:

appoint a person responsible for the implementation of the Quality Management Policy and give authority to set ISO 9001:2000 at the Plant	develop a Quality Management Policy	develop a promising Management Structure, taking into account the implementation of the Policy in the field of quality management
finalize the procedure for making decisions in the field of quality management	finalize the information exchange system in order to obtain reliable and timely data	develop methodological instructions
finalize work instructions	improve reporting forms	define software for information exchange, taking into account the prospects for the development of the Plant for solving issues of quality management
conduct a problem-business game "Quality"	Conduct training sessions with department heads

2. Quality system The quality system is based on the understanding by everyone in their workplace of the importance of the work being done. It cannot be implemented all at once or in a directive way. Setting up a quality system requires planning the implementation process and further maintaining it in accordance with the developed Quality Management Policy.

Formal fulfillment of the requirements of the developed documents can lead to distortion of the information received, which in turn will lead to errors in the analysis for decision making. Only a clear awareness by everyone at their workplace of the need to implement all the developed procedures allows the implementation of the Quality Management Policy.

Schedule:

determine the resources that are needed to maintain and develop the quality system	develop a Plan for maintaining the quality management system with the achievement of the goals and essence of the Quality Management Policy	develop workflow rules for the exchange of information in the field of quality management
implement the developed methodological instructions, conduct trainings with management team, create conditions for retraining of personnel	reproduce the developed and finalized documents in such quantity that they become available to everyone who needs to use them in their practical activities, as well as remove outdated documentation from the working premises	carry out in the form of training retraining of personnel in order to practical use they developed/modified work instructions and reporting forms, paying special attention to differences in the performance of work
Develop product quality improvement programs

3. Contract practice A well-functioning system of contracts should make it possible to obtain high-quality products and create conditions so that there are no violations in the performance of contracts by partners and the Plant.

It is necessary to organize the collection of data on non-fulfillment of obligations under contracts. The work should be aimed at finding the causes that give rise to the possibility of breach of contracts, and the elimination of these causes.

Schedule:

standardize the forms of contracts and define the responsibilities of those who prepare the decision on the conclusion of contracts and sign contracts	standardize forms Terms of Reference attached to contracts	determine the circle of persons responsible for strict compliance with the terms of contracts and for actions during the implementation of contracts
finalize and describe the procedure for actions in case of breach of contracts	organize the collection and analysis of information on violations of the fulfillment of the terms of contracts	develop financial criteria for conducting comparative assessments for various contracts, as well as for those damages caused by inaccurate fulfillment of obligations under contracts
develop a procedure for interaction with the main shareholder when concluding contracts

4. Design management The release of new products is associated with risks for the consumer that it will not meet the declared qualities or other conditions of the contracts will not be met. The plant must demonstrate that the management is fine-tuned in such a way that all obligations will be fulfilled accurately and on time.

The design of new products should be based on the needs of the market. First of all, it is necessary to focus on those consumers who have already consumed certain types of products and are turning to new products to achieve their goals.

Schedule:

develop a procedure for the formation of working groups when organizing the release of new products	develop the responsibility of the leaders and staff of the working groups when organizing new types of products, including the procedure for accepting work as completed for the implementation of the project	develop a procedure for organizing product development, as approved technical documentation and documentation that defines the actions of staff and managers
develop instructions for the preparation of personnel training programs and the procedure for passing classification examinations	develop principles for organizing personnel training during the production of pilot batches and further production	Conduct training sessions with persons responsible for design quality

5. Manage the development of quality documentation Documentation related to quality management may become obsolete, change after identifying the reasons that impede the improvement of the quality level, after switching to other sources of raw materials, after changing the requirements for output products, etc. Managing the development of quality documentation is one of the most important tasks of quality management.

If there is a fact of the release of defective products, its cause must be established. Prompt decisions must be made to change existing instructions. In the event that the marriage occurred due to the human factor, and it is currently not possible to eliminate the cause technologically, then a decision is made on additional staff training.

Different types of information accumulate in different departments. Information received and processed in some departments should freely flow to other departments, if it is necessary for their work. Information should be received by other departments in a form that is understandable for this department and can be easily used in the work.

It is necessary to strive for paperless technology, which improves the quality of information exchange, makes it complete and timely. Paperless technology reduces the cost of information exchange, allows you to quickly find necessary information for analysis and preparation of solutions.

Schedule:

develop a schedule for the development of quality management documents	determine the procedure for making changes to the documentation	define responsible persons making sure that changed documentation is delivered to the departments on time and obsolete versions are removed
identify responsible persons responsible for the training of personnel and their knowledge of documents related to their activities	determine the procedure for document flow within the Plant on quality issues	determine the procedure for the transition to paperless technologies in the exchange of information, the software used, indicating fonts, types of graphics and other standards for users information system document flow
determine the order of distribution of documents	determine the order in which documents are archived	determine the order of destruction of documents
plan classes with persons who will enter information during the workflow	plan sessions with users of the information exchange system

6. Purchasing management When making purchases, it is necessary to control the quality of the supplied products. It is necessary to analyze not only the satisfaction of the requirements of the contract, but also to provide other opportunities for suppliers in case of an increase in purchase volumes or the possibility of producing products with other properties that may be required in the implementation of programs for improving the quality of products or programs for the implementation of new types of products.

One of the goals of procurement management is to fine-tune a clear mechanism for interaction with regular suppliers and create conditions for long-term partnerships. Long-term partnerships are built through understanding the goals of product suppliers and the implementation of mutually beneficial contracts. Long-term partnership is a guarantee of the quality of the Plant's products, allows you to reduce prices for purchased products and receive products that reduce production costs.

Schedule:

determine the pricing procedure depending on the type of purchased products and the procedure for the formation of batch volumes depending on the sales plan finished products and from discounts on bulk lots	finalize the existing documents for the acceptance of delivered products with quality control of incoming products, specifications, invoices, work instructions for processing the acceptance of products, etc.	expand the database parameters for product suppliers, generate preference ratings taking into account the use of ISO 9001:2000 by supplier enterprises
	define mailing information standards	form a single information field on inconsistencies in obligations on the part of suppliers (separately: oral, written, contractual obligations)
determine the course of action in cases where the product does not meet the standards specified in the contract	develop a strategy and procedure for interaction with the main owner when working with suppliers	develop a training program when working with suppliers
organize retraining of persons providing procurement

7.Supply management The contract system obliges the Plant to fulfill its obligations in terms of terms, volume and characteristics of products. Failures can occur when products are not collected in volumes that reduce transportation costs, when transportation conditions may not meet the developed requirements, when products are returned by the consumer, etc.

All cases that prevent the timely and high-quality fulfillment of obligations to the buyer must be recorded and analyzed in order to make decisions to prevent such situations in the future.

All this gives rise to conditions when a decision must be made by a higher manager. It is necessary to conduct an analysis in order to identify the reasons that impede the quality and timely delivery of products to the consumer.

It is necessary to work with the consumer in order to make a forecast for their development and, if possible, to meet his growing requirements.

One of the goals of supply management is the formation of sustainable partnerships, holding the sales market and demonstrating to prospective clients the opportunities for beneficial cooperation in the procurement of the Plant's products. Retention of the sales market is possible if the interests of consumers are taken into account as much as possible and programs are formed for the release of new products and for improving the quality of manufactured products, taking into account the development of consumers of the Plant's products.

The products manufactured by the Plant may be environmentally harmful in cases of violation of the technologies for its use. The accompanying documentation itself indicates the application standards, but does not indicate the benefits that the consumer receives if these standards are observed. It is desirable to finalize these documents, bringing it closer to understanding the benefits of the consumer and to the awareness of the damage that can be caused to nature and its economy in case of violation of the technologies for using the Plant's products.

Schedule:

finalize the work instructions for staff, including determining the procedure for contacting higher managers in the event of a situation not specified in work instructions	create lists of customer requirements for products, as well as requirements that are not formulated by the customer, but necessary for compliance purposes	form obligations in relation to products, including regulatory and legal requirements
form obligations that the company plans to implement in the future	expand the parameters of the database for product consumers and for the formation of ratings (priorities) for product consumers	determine the technology for reaching new customers
define the standards of mailing information and finalize the documentation attached to the finished product	determine the design and other standards of promotional materials	develop a strategy and procedure for interaction with the main shareholder when working with consumers of products
develop a training program for working with consumers	conduct training sessions with persons providing sales and working with consumers	form a single information field on inconsistencies in obligations towards customers (separately: oral, written, contractual obligations) and ongoing measures to correct the situation

8. Logistics management The logistics process must be described. The description of logistics should become the basis for making quality management decisions. When describing logistics, control points and the documentation that is being maintained should be spelled out. Control points and documentation should be such that for each batch stored in the warehouse or sent to the consumer, if necessary, it would be possible to unambiguously identify those persons who produced the products and were responsible for quality control.

In the process of work, rejection lists and acts should be drawn up that allow decisions to be made on the processing of products, their other use, disposal or destruction.

Schedule:

fully describe the logistics of production of the main products for quality management	describe processes directly related to customer requirements	describe processes directly related to supply
describe processes that affect other areas of work	determine the characteristics of the information necessary to perform work on each of the work areas	determine the characteristics of the information that should be generated at the sites for its use in other departments
analyze existing logistics for the possibility of establishing personal responsibility in all areas of work	to refine the existing logistics for quality management in such a way that at each work site for any batch, according to the documentation, it would be possible to determine the person responsible for product quality, and in the event of a marriage, it would be possible to determine the person through whose fault it occurred	carry out, where possible, product labeling
describe the processes that are carried out in the presence of marriage	develop a procedure for making changes to logistics

9. Management of processes related to technology update When changing processes, you need to make technological work, in particular, to flush the equipment, to carry out proper storage, to create conditions when the mixed components of one process will not be in the environment during the manufacture of other products. This is especially important for the Plant, given that some of the products are harmful to animals and humans.

Schedule:

10. Subcontract management Subcontracting is used in cases where it becomes necessary to entrust part of the work to other manufacturers. At present, the Plant has no experience in working with the use of subcontracting. The solution of this problem is not of paramount importance and can be postponed to a later date.

Schedule:

11. Quality control management of incoming products The quality of incoming products must be controlled at the time of acceptance of these products from the manufacturer. It may lose its qualities during transportation, unloading and storage. In this case, transportation may not be carried out by the Plant itself, and warehouses of another enterprise may also be used.

The lack of proper quality of incoming products can lead to a decrease in the quality of the Plant's products, delays in fulfilling obligations to the consumer, and an increase in production costs. In any case, the supplier of products that do not meet the agreed standards must compensate the Plant for the damage caused.

The plant must clearly define its relationship with suppliers in the event that damage to products occurred through no fault of its own.

If the raw material was not in condition, then it is necessary to describe the procedure in this case. The raw material can be used with a process change or returned. The use of raw materials with other properties can be only if this does not lead to a decrease in the quality of the Plant's products. The decision-making procedure should be described in detail.

Quality control of incoming products must be carried out and recorded in such a way that there is indisputable evidence of the supplier's guilt.

Schedule:

12. Managing the visualization of results All results obtained in the course of quality control control must be entered into computers and analyzed. The analysis should not take a long time. It is necessary to carry out comparative analysis taking into account only the main factors.

A quality manager can comprehend a large amount of information only if there are convenient visual forms. To this end, the information is converted in the form of graphs, diagrams, diagrams that allow you to quickly assess the situation. This allows the manager to assess the operational situation for quality management in a few minutes, and, if necessary, quickly formulate a task for an analyst to conduct additional analysis in order to find the reasons that caused the marriage.

Schedule:

13. Management of nonconforming products Defective products obtained through the fault of the manufacturer can be sold at a different price, recycled or disposed of/destroyed. The choice should be determined by economic feasibility. Decisions in the event of the release of nonconforming products should be clearly regulated.

Return of products may occur due to production, storage, delivery or improper storage / use by the consumer.

Schedule:

14. Management of preventive actions It is necessary to carry out preventive measures that help maintain a high level of product quality. It is necessary to provide for actions to prevent such defects and to prevent defects in general.

Schedule:

develop a preventive action plan	plan regular reporting on the results of quality management	regularly analyze the effectiveness of those solutions that were previously proposed to address issues of preventing marriage
finalize the requirements for preventive maintenance and maintenance of production and measuring equipment	plan work on the installation and development of new control equipment, taking into account long-term commitments to product quality	plan to collect information and study the experience in the field of quality management of other industries and companies offering similar or replacing products to the market

15. Management of the processes of loading and unloading, storage, packaging, conservation and delivery Loading and unloading operations, terms and conditions of storage, the form of packaging play an essential role in preserving products in the form that is necessary to meet consumer requirements. In addition, the violation of technology can lead to environmental contamination of the area and damage to human health. This imposes requirements for strict adherence to transportation and delivery technologies by both the enterprise and its client.

Schedule:

16. Quality data recording management The recording of quality data is one of the basic requirements of ISO 9001:2000. Registration data must strictly correspond to the measurements. They should be stored for several years and be available for inspection and analysis.

When registering on electronic media, there is the possibility of accidental deletion of information, equipment failure, destruction of information by viruses or intentionally. It is necessary to provide for the storage of information.

This information is provided to the consumer so that he can make sure that the quality management process is debugged at the Plant.

Schedule:

17. Internal quality checks Oversight of the effectiveness of quality management by Plant managers requires internal quality reviews. Internal quality audits help maintain quality management at a level that allows you to receive ISO 9001:2000 certification.

In addition to the task of eliminating the causes that prevent obtaining a certificate, internal quality reviews should suggest activities that reduce costs in quality management. Internal audit should offer solutions to improve quality management, including suggesting changes to existing documentation that affect quality management. Internal audit primarily evaluates quality management in terms of compliance with the requirements of ISO 9001, and later on ISO 9004.

Internal audit in the field of quality management should not report to the head responsible for quality management, and should not be involved in the implementation of decisions in the field of quality management. Audits should be performed by personnel not involved in the audited activities. Internal audit conducts inspections and participates in the process of preparing decisions to improve the quality management system.

Conclusions from side checks internal audit and the recommendations formulated are based on the goals and results that are formulated in the Quality Management Policy.

Schedule:

determine the head of the internal audit team on quality issues	organize specialized training for this group in order to master the techniques related to auditing in the field of quality management	identify areas of internal audit activity, including evaluating the effectiveness and efficiency of the quality management system, identifying areas requiring attention and improvement, identifying goals and mechanisms for future improvement
develop methodological instructions for the work of internal audit	determine the procedure for the work of internal audit and develop a reporting form upon completion of audits	define characteristics financial estimates performance of the quality system
define self-assessment models and procedures for monitoring quality management issues

18. Training, retraining and advanced training of personnel Training of personnel before taking up a position must be carried out in full curriculum. In the case of developing new documents and making changes to them, retraining/additional training should be carried out. All training events, attendance at them and the passing of qualifying examinations must be recorded in a special journal.

Managers and staff must clearly understand their personal responsibility, know what they are responsible for in the field of quality, and fully master the procedure.

Schedule:

19. Maintenance This requirement by ISO 9001:2000 is implemented in cases of after-sales customer service.

Schedule:

20. Statistical methods Statistical methods should be consistent with the objectives of quality management.

Schedule:

Ensuring the quality of products, to which the enterprise is focused, is carried out within the framework of the quality management system operating 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. Production priorities household appliances are the production of products with low effective consumption of electricity, the use of environmentally friendly freon, the originality of design and cost reduction.

An analysis of the current QMS determined the value of its effectiveness R QMS equal to 0.83, identified weaknesses that should be paid special attention to when designing, identified reserves and areas for further improvement. Improving the quality of manufactured products is possible by ensuring the effective functioning and integrity of the quality management system.

A set of organizational and technical measures is proposed for consideration in the main areas of activity in the field of quality, taking into account their approximate cost, presented in Table 3.1.

The main objectives of the implementation of measures:

Develop new products, improve the quality of manufactured products, reduce the material consumption of products and increase the level of energy saving;

Raise the technical level of production facilities by re-equipping and modernizing them, introducing high-precision and productive equipment, ensuring high manufacturability of product manufacturing processes;

To 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 on organizing retraining and training of personnel, involve employees of third-party organizations in training;

Carry out constant monitoring of the costs of warranty service and the dynamics of their reduction;

Raise morale and provide material incentives employees, with the constant delivery of products from the first presentation, to conduct propaganda in the field of quality;

Study and implement new software products for electronic technical document management systems.

The issues of evaluating the effectiveness and efficiency of the implementation of quality management systems have remained relevant since the start of the widespread use of the ISO 9000 series standards, that is, for more than 15 years. The generally recognized specialist in the field of quality, Peter Drucker, argues that first you should decide on the choice of strategy, with the target direction of activity, indicate the correct benchmark, and then try to achieve your goals with the least possible means. First - the right strategy, and then - economical production. It is widely known that the "best" way to reduce costs is to stop any activity. Michael Porter also wrote about what exists marketing strategy, reflecting competition based on minimal cost. It is assumed that the requirements for such aspects of competitiveness as quality, contractual discipline, service, etc. are fixed and are on enough high level. Experts state that low costs are not long-term competitive advantage companies, but create only situational opportunities.

Table 3.1 - Activities for the organization, functioning and improvement of the QMS at the enterprise

	Note
1 Quality management and improvement of the organization's export capabilities
1.1 Raising the technical level of production through re-equipment and modernization, creation of new production facilities	Construction of new facilities at the SMA production of ATLANT CJSC CBT: gas control point; water tower; Rain water treatment facilities; Rain water receiving tank; Sewer pumping station; Warehouse of cement; Warehouse with overpass; Electrical substations 110/10 kV; Warehouse of rolls of metal; production building; Administrative building. Creating parcels: Metal cutting area; Casting area for CMA parts; Thermal printing section;
1.2 Introduction into the practice of managing the organization of statistical methods of quality management when analyzing the quality and competitiveness of products, identifying potential defects in products and processes, analyzing and managing production processes, analyzing the effectiveness of the management system	Conducting an analysis of the compliance of manufactured products with the requirements of international standards and assessing its technical level and competitiveness in comparison with foreign analogues
2 Organization of metrological support and technical testing base
2.1 Carrying out work on metrological assurance of energy efficiency	Creation automated system accounting electrical energy in the foundry, forging, welding, transport shops, in the woodworking area. Development of the procedure for carrying out metrological maintenance of the system
2.2 Equipping the metrological base with measuring instruments for the quality of electrical energy and means for their verification	Procurement and certification of network quality analyzers
3 Development of the conformity assessment system
3.1 Carrying out voluntary product certification	Certification of transport equipment: pre-finishing lines
Certification of S-K compressors with a start-up protection kit and a set of mounting parts
3.2 Organizations conduct audits of production facilities and quality management systems of enterprises - suppliers	Checks (audits) at the enterprises of cooperation by specialists of Atlant CJSC
4 Improvement information support in the field of quality and competitiveness
4.1 Formation and updating of funds of legislative, technical regulatory legal acts, state standards, other regulatory documents and informing managers and specialists of organizations	Implementation of the information retrieval system "Standard", containing full-text databases of internal documents of the enterprise

Continuation of table 3.1

Direction of work and name of events	Note
5 Education and training
5.1 Advanced training of managers and specialists of all levels in the field of advanced technologies that ensure product quality and expansion of international professional contacts	It is proposed to organize multi-level retraining and training of personnel on the following issues: Quality management based on international standards ISO 9000 series, ISO/TU 16949; Control environment based on international standards ISO 14000; Occupational safety management based on STB 18001 and others. Training, participation in seminars and courses for representatives of third-party organizations
5.2 Organization of training for newly appointed managers at various levels of management, as well as specialists and managers included in the personnel reserve	The purpose of such events is their adaptation to specific working conditions and advanced training in the field of management, including quality management, application modern methods analysis and management of product and labor quality
6 Organizational events and promotion in the field of quality
6.1 Organization and participation in national and international exhibitions, fairs, competitions	ATLANT CJSC has the opportunity to take part in the following exhibitions: Permanent exposition "Belresources" - during the year at the address. Kazintsa, 4; Specialized exhibition "Stroyexpo", Minsk; International Specialized Exhibition "Metalworking", Minsk; - "City Day", Minsk; - "Dazhynkі", Rechitsa; - "Science and Innovations of Belarus", Minsk; National Exhibition of the Republic of Belarus in Venezuela Caracas (Venezuela); - "International Industrial Forum", Kyiv (Ukraine);
Total costs W QMS

The main arguments in favor of the effectiveness and efficiency of the QMS are usually expressed as follows:

Reducing costs at all stages of the product life cycle (or reducing costs for "poor quality");

Increasing revenues (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.

Efficiency and effectiveness for different stakeholders is different, which is always a matter of some balance of their interests and a possible compromise. What to consider as a result and effect is, first of all, a question of the company's strategy. In principle, any indicators can be used to evaluate 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 occurrence of the synergistic effect of the system is the real interaction of its elements. From this, two methodological conclusions can be drawn:

The effect of a system is always greater than the algebraic sum of the effects of its constituent elements;

The efficiency of the system is necessarily associated with the determination of the increase in the value 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 cost of their implementation. Savings can be achieved by reducing the cost of returns of low-quality products, losses from marriage, claims. The economic effect will be expressed in cost reduction and profit growth.

The total amount of savings E from the implementation of measures is calculated by the formula

where Ebr - savings from reducing losses from marriage;

E rekl - savings from reducing the cost of consumer complaints;

E w - savings from reducing the amount of fines;

E gr - savings from reducing the cost of warranty repairs.

The costs of implementing 3 QMS include production costs- for scientific research, development of QMS projects, preparation of regulatory documents, for personnel training; and investments - the cost of new equipment, including delivery and installation, the cost of upgrading existing equipment. Calculated according to the formula

where Z pr - production costs;

KV - capital investment.

Thus, the cost effectiveness for the creation and implementation of measures to improve the QMS will be determined by the ratio

Guided by the analytical and statistical data of Atlant CJSC for 2006-2007. on losses from marriage, taking into account non-production costs from marriage and damage to materials, the cost of warranty repairs as a percentage of the cost of production, the amount of fines and the number of satisfied customer requests and complaints, we will calculate from their estimated savings

Ebr \u003d (1,089,956 million rubles - 852,590 million rubles) M (0.0253% - 0.0215%) +

1 994 400 thousand rubles = 237,366 million rubles M 0.0038% +1,994,400 thousand rubles =

2 086 852 thousand rubles

E rekl = 30M1800 tr. = 54,000 thousand rubles

E w = 358,593 thousand rubles

Egr \u003d (1,089,956 million rubles - 852,590 million rubles) M (0.7795% - 0.6197%) \u003d

237 366 million rubles M0.1598% = 3,212,707 thousand rubles

Thus, the amount of savings from organizational and technical measures will be

E \u003d 2,086,852 + 54,000 + 358,593 + 3,212,707 \u003d 5,712,152 thousand rubles.

The amount of costs Z QMS \u003d 4,085,763 thousand rubles.

The efficiency of design solutions will be

Ef QMS \u003d 5 712 152 / 4 085 763 \u003d 1.398.

The payback period T equals

T=1/ Ef QMS. (3.4)

T \u003d 4 085 763 / 5 712 152 \u003d 0.72 g.

The calculated value of the efficiency indicator equal to 1.398 is satisfactory and acceptable (more than 1). The payback period of the developed measures is 0.72 g. capital investments. Due to the expected improvement in product quality, growth in sales volumes, reduction in the cost of building maintenance, advanced training and experience of personnel, at the indicated costs, the specified effect of maximizing profits and reducing production costs should be achieved within a short period of time.

Recently, our enterprises, as they promote their products, are increasingly faced with stringent quality requirements. Yes, and in everyday life we are increasingly talking about quality, reliability, competitiveness.

Ministry of Education of the Russian Federation

Branch of St. Petersburg State University of Engineering and Economics in Cheboksary

Department of Urban Economy and Regional Economics

SUMMARY by discipline:

"Quality Management" on the topic:

"Development of measures for quality management"

Performed:

student gr. 41-01

Ivanova T.V.

Checked:

teacher

Fedorov G.F.

Cheboksary 2004

Introduction…………………………………………………………………………..3

Chapter 1. Product quality is one of the main factors for the successful operation of enterprises in a market economy……….4

chapter 2
Chapter 3. Development of measures for quality management
Conclusion………………………………………………………………………….17
References…………………………………………………………………18

Introduction

Chapter 1. Product quality is one of the main factors for the successful operation of enterprises in a market economy.

Material base (purchased products and materials, technological and testing equipment, measuring instruments, buildings, structures, transport, etc.);

Qualified personnel interested in good work in good work (human factor);

Deeply thought-out organizational structure and clear management of the enterprise in general and quality management in particular

Two factors - active qualified personnel and material base - determine the necessary basis for the production of high-quality products.
Therefore, they can, apparently, be considered the foundation, the basis of quality.

5
The third factor - the organization and management of the enterprise - complements the foundation and allows you to realize the opportunities that are created by the material base and the human factor.

Only the interest of the employees of the enterprise is able to break the vicious circle that can develop in the economy and give rise to the production of low-quality products.

In other words, only interest, supported by a good material base, can become the foundation on which it is really possible to improve the quality of products.

Quality management should be understood as the impact on the production process in order to ensure the required product quality.
Such an understanding of management includes three elements: the subject of management (who influences), the object of management (what the influence is directed at) and the process of influence itself.

When using the process approach in enterprise management, the following functions are applied: making deals, making decisions, planning, organizing, motivating, recruiting, ordering,

6 control, communication (information), research, evaluation, coordination, etc.
By analogy with these functions, it is logical to start the quality management process with interaction with the external environment, primarily with customers and sales markets, as a result of which the supplier determines the required properties and characteristics (quality) of his products. Based on these requirements, the supplier analyzes its technological capabilities and determines the quality policy. As well as requirements for its subcontractors - suppliers of materials and components. Based on this policy, quality planning is carried out. Then, within the framework of the general organization of work at the enterprise, work is organized to achieve the required quality in the production process with the allocation of the necessary resources, personnel are trained and motivated. Further, directly in the management of the production process, quality control is carried out and the information received is analyzed. Based on the results of the analysis of the information received, appropriate measures are developed and the management of the enterprise makes the necessary decisions.

The final stage in quality management is the implementation of measures.
As a rule, these activities are aimed at eliminating identified deviations from the intended properties and characteristics of the product and improving the production process. But, in addition, they can be aimed at adjusting previously adopted plans, changing the organization of work, improving the training and motivation of personnel, as well as choosing other, more qualified suppliers of materials and components.

After that, the supplier receives information from the market or from the customer about the quality of the delivered products.

Thus, the concept of quality management can be formulated as follows. Quality management is a continuous process of influencing production through the consistent implementation of logically interrelated functions in order to ensure quality.
These functions include: interaction with the external environment, quality policy and planning, training and motivation of personnel, organization of quality work, quality control, quality information, development of activities, decision-making and implementation of activities.

The principle of ensuring the quality of services is the same as the principle of ensuring the quality of products, and is based on the same factors: the material base, personnel and organization of work. The principle of service quality management is the impact on the process of providing services through the implementation of management functions in order to ensure the quality of the service.

However, the principles of ensuring and managing the quality of services require clarification related to the features of management and ensuring their quality.

The main feature is that the quality assurance of the service is carried out with closer interaction with the consumer. In this regard, it is necessary to take into account additional elements related to the human factor and the organization of work:

Culture of communication with consumers;

Availability of service organization personnel for customers;

Flexibility of forms and efficiency of service delivery;

Hygiene, safety, comfort and aesthetics of the place of provision

Chapter 2. Creation of a quality system at enterprises, stages of work and their brief description.

The quality system is a set of structures that perform the functions of quality management by established methods. Therefore, the development of a quality system basically consists in first, taking into account the recommendations of ISO 9000 standards, to determine the composition of the necessary functions of the quality system, and then the structures that perform or will perform these functions. After that, new ones are developed, revised or existing regulatory documents are used to perform all functions.

The implementation of a quality system involves internal audits of the system in order to verify the correct distribution of functions between departments, the possibility of their implementation, as well as the sufficiency and quality of the necessary regulatory documentation.

The creation of a quality system begins, as a rule, with an information meeting with the management of the enterprise. Then the management decides to create a quality system and creates a quality service headed by a senior management representative. After that, the quality service develops a schedule for creating a quality system and develops and implements the system in the production activities of the enterprise.

Stages of creating quality systems

Information meeting

Such a meeting is necessary in order to convey to the management and management personnel information containing the following information:

The role and importance of quality management to ensure the success of the enterprise;

The main duties and responsibilities of the enterprise management, management and production personnel in the quality system being created;

The structure of the quality system and the principle of its functioning;

The structure and functions of the quality service and its status;

The procedure for creating and certifying a quality system.

Deciding on the establishment of a quality system

The next step in establishing a quality system is for management to make a formal decision to establish it. Such a decision may be issued in the form of an order, according to which:

A management representative is appointed - the head of the quality service, responsible for the creation and functioning of the quality system;

The main stages, performers, terms for the development and implementation of the quality system and, if necessary, the terms for its certification are established.

Development of a plan - schedule for the creation of a quality system

In pursuance of the decision of the management, a schedule for the creation of a quality system is being developed. For development plan- schedule a template can be used. The plan should include the following activities:

Development of quality policy;

Determination of the functions and tasks of the quality system, taking into account the quality of the recommendations of ISO 9000 standards and the characteristics of enterprises;

Determining the composition of structural units that should perform functions in the quality system;

Development of a structural and, if necessary, functional scheme of the quality system;

Determining the composition and status of the quality system documentation;

Development of new and adjustment of existing regulatory documents of the quality system;

Development of the Quality Manual;

Internal checks of the quality system in the process of its implementation and finalization of the system based on the results of checks.

Definition of functions and tasks of the quality system

At this stage, you first need to conduct a thorough analysis of the process of creating products and present it in the form of a detailed list of work steps. The list is based on the stages of the life cycle of products that are characteristic of a given enterprise. The full cycle covers design, procurement (purchases), pre-production, manufacturing and testing of products and after-sales service.

A more detailed, but not exhaustive, list of product development steps for full-cycle manufacturing options includes:

1. Determination of market needs and analysis of contracts.

2. Research and development work.

3. Development of technological processes, non-standard equipment and tooling.

4. Supply of materials and components.

5. Preparation of production, including:

Providing production with a set of design, technological and regulatory documentation;

preparation technological equipment, tools, fixtures and fittings;

Preparation of measuring instruments and test equipment.

6. Staff training.

7. Production of products with operational control.

8. Testing and acceptance of finished products.

9. Packaging and storage of products at the enterprise.

10. Transportation of products and their storage at the facilities.

11. Installation and debugging.

12. Testing and commissioning.

13. Warranty and post-warranty maintenance and repair during operation.

Determination of the composition of the structural units of the quality system

12
9000. As a result, subdivisions are established - executors of each function, and each subdivision of its new functions is officially included in the functional responsibilities.

Development of a structural diagram of a quality system

The block diagram of the quality system is built on the basis of the block diagram of the enterprise and makes it possible to show the "device" of the system - the composition and interconnection of all structural units that perform functions in the quality system. A separate block can show the control core of the quality system
- the quality service, which, as noted, includes the technical control department, the metrological service, the standardization service, as well as the quality management department, which performs the functions of organizing, coordinating and methodologically managing quality work.

Development of a functional scheme of quality management

Unlike a block diagram showing the structure of a quality system, building a functional diagram allows you to visualize the quality management process. If an enterprise wants to better understand and show customers and auditors how the quality system “works”, then it will be necessary to develop a functional diagram in addition to the structural one. The expediency of developing a functional diagram lies not only in a visual representation of the “work” of the quality system, but, most importantly, in the fact that it allows you to identify and eliminate possible gaps in the organization of quality work, when there may not be the necessary performers to perform some functions. Therefore, the development of a functional diagram will help ensure a clear organization of quality management work.

Determination of the composition and status of the quality system documentation

After determining the functions of the quality system and the structural units that will perform them, the next step is to determine the composition of the regulatory
– methodological documents of the quality system. In fact, having determined who should do what in the quality system, it is necessary to say how, by what methods this should be done, according to what documentation.

Most of the functions require, as a rule, several documents. For example, to manage nonconforming (defective) products, at a minimum, you need to have:

Standard for the analysis, accounting and isolation of marriage;

Consumer Complaints Standard;

Standard for permits for deviations from documentation in the manufacture of products.

The largest number of documents is usually required for operational control in the production process.

Development of normative documents of the quality system and Quality Manual

For the final formation of the documentation of the quality system, in addition to these documents, it is necessary to develop one more, generalizing

14 a document that would give a general description of the quality system. Such a description is provided by the ISO 9000 standards in the form of a Quality Manual.
Guidelines for the development of a Quality Manual are given in the ISO standard.
10013 "Guidelines for the development of quality manuals", according to which the Manual should contain:

The scope and status of the Guide itself;

Brief description of the enterprise and products;

The policy of the enterprise in the field of quality;

Distribution of functions, responsibilities and powers of top managers in the field of quality;

The structure of the quality system;

The structure and functions of the quality service;

Description of the functions and elements of the quality system, indicating the performers and a brief summary of the methods for their implementation.

Refinement and implementation of the quality system

Are there enough elements in the system for effective product quality management;

Are the performers of all functions of the quality system identified;

Are all stages of production covered by the impact of the quality system;

Are all the necessary methods of work available and are they documented;

Are the elements and functions of the quality system implemented in the workplace.

Chapter 3. Development of measures for quality management

The development of measures is based on the analysis of information and, as a rule, provides for:

Corrective actions aimed at eliminating the admitted inconsistencies;

Preventive measures - to eliminate the causes of the admitted nonconformities in order to prevent their recurrence;

Preventive measures designed to eliminate the causes of potential nonconformities and prevent their occurrence.

In accordance with the principles of quality assurance, preventive or preventive measures can be aimed at improving the material base, enhancing the human factor and improving management. The stability of quality assurance can only be achieved if the quality system provides for the possibility of taking a full range of these measures, although in each case only some part of these measures may be required, depending on what needs to be paid attention to in the current situations: on the material base, personnel or on the organization of work.

In addition to measures to eliminate and prevent inconsistencies, the enterprise must develop measures to continuously improve product quality in accordance with market needs and the achievements of competitors.
Such measures are provided for in the relevant plans and programs to improve the quality of products, are taken into account when performing functions
"organization of work", "training and motivation of personnel" and are implemented directly in the production process.

In contrast to the proposed corrective, preventive and preventive measures, ISO 9000 and ISO 8402 provide, respectively: correction - to eliminate existing inconsistencies; corrective actions - to eliminate the causes of existing nonconformities; preventive actions – to eliminate the causes of potential nonconformities.

Conclusion

In a market economy, enterprises are constantly faced with the problem of ensuring the competitiveness of products, on the solution of which their successful activities directly depend.

Quality management has gone through a number of stages in its development. The stage of emergence of individual elements of quality management in the overall process of enterprise management has been replaced by an integration stage, a comprehensive, systematic approach to quality management.

The constant growth of quality requirements predetermined the further development of quality management and the introduction of "total" quality management at the best enterprises in developed countries, when it becomes the basis for organizing all areas of the enterprise's activities.

To encourage enterprises to improve the quality of products and services in a number of countries, including Russia, national quality awards have been established. The role of the awards is not only to recognize the best enterprises, but also to pull up the average ones by conducting a self-assessment by them according to the criteria of the awards, followed by taking measures to improve the quality of products and services.

Bibliography

2. International standards. "Product Quality Management". ISO 9000

- ISO 9004, ISO 8402. - M .: Publishing house of standards, 1988.

3. Ogvozdin V.Yu. Quality Management: Fundamentals of Theory and Practice:

Tutorial. - 4th ed., Rev. and additional - M .: Publishing house "business and

Service", 2002. - 160p.

4. Ogvozdin V.Yu. Analysis of the main terms of the ISO 8402 standard. Quality.

Dictionary // Standards and quality, 1992, No. 3.

Measures to implement the quality system. Development of necessary measures for quality management, implementation of measures

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