Principles of product quality assurance and management. Features of ensuring the quality of services.

Product Quality Assurance Principles

Product quality is a set of properties and characteristics of a product that give it the ability to satisfy the stipulated or implied needs of the consumer.

There are three main groups of quality assurance principles:

1. Principles of a technical nature (constructive, technological, metrological, etc.);

2. Principles of an economic nature (financial, regulatory, material, etc.);

3. Principles of a social nature (organizational, legal, personnel, etc.).

Stable product quality assurance depends on many factors that can be divided into two main groups: private and general. TO common factors include: technical, economic, social, political and other factors that imply the level of development of production, means and systems of quality control, social and economic feasibility and production efficiency, material and personal interest, etc. Among the private factors are: professional excellence employees, product design and quality technical processes used raw materials, components, storage conditions, transportation, sale and operation of products, packaging, labeling, etc.

For the successful management of the organization and its functioning, it is necessary to choose the direction of its development and provide management. Success can be achieved by implementing and maintaining a quality management system designed to continually improve performance, taking into account the needs of all interested parties. Organizational management includes quality management along with other aspects of management. To this end, eight quality management principles were defined in the development of ISO 9000 (quality standards). These eight quality management principles are designed to guide top management in order to improve the performance of the organization:

1. Orientation to the consumer. Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations.

2. Leadership of the head. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain internal environment in which employees can be fully involved in solving the problems of the organization.

3. Employee involvement. People at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.

4. Process approach. The desired result is achieved more efficiently when activities and related resources are managed as a process.

5. Systems approach to management. The identification, understanding and management of interrelated processes as a system contribute to the effectiveness and efficiency of the organization in achieving its goals.

6. Continuous improvement. Continual improvement in the performance of the organization as a whole should be seen as its permanent goal.

7. Making decisions based on facts. Effective decisions are based on the analysis of data and information.

8. Mutually beneficial relationships with suppliers. An organization and its suppliers are interdependent, and a relationship of mutual benefit enhances the ability of both parties to create value.

Introduction

1. Product quality assurance principles

2. Principles of product quality management

Conclusion

Exercise 1

Task 2

Task 3

List of used literature

Introduction

The problem of quality is relevant for absolutely all goods and services. This is especially acute in the transition to a market economy. To work in a highly competitive environment Russian entrepreneurs need to be ready today. The difficulties of the Russian economy are manifested not only in a decrease in production volumes, mutual non-payments, but also in its qualitative characteristics. The technology of domestic production, the technical level of capital equipment, as a rule, is much lower than in industrialized countries. But even if the modernization of production is carried out quickly enough, new technologies are created, it will be possible to justify these investment costs only through the production of competitive products or services that are in demand by the consumer.

Examples of the development of advanced industrial countries show that solving quality problems should become a national idea, be universal, which requires mass education and vocational training all sectors of society from the average consumer to the head of any level.

At present, in Russia, the quality of products and services, their safety play an increasingly important role in the country's economy. A significant part of specialists and politicians began to realize that the way out of the crisis state of production lies on the path of the speedy development of competitive products, strict observance of technical parameters already produced products.

In Russia, the training of quality system auditors is mainly organized by the Committee for Standardization, Metrology and Certification (Gosstandart of Russia), as well as a number of non-governmental organizations together with foreign ones.

1. Product quality assurance principles

Product quality is a set of properties and characteristics of a product that give it the ability to satisfy the stipulated or implied needs of the consumer.

There are three main groups of quality assurance principles:

1. Principles of a technical nature (constructive, technological, metrological, etc.);

2. Principles of an economic nature (financial, regulatory, material, etc.);

3. Principles of a social nature (organizational, legal, personnel, etc.).

Stable product quality assurance depends on many factors that can be divided into two main groups: private and general. General factors include: technical, economic, social, political and other factors that imply the level of development of production, means and systems of quality control, social and economic feasibility and production efficiency, material and personal interest, etc. Among the private factors are: professional the skill of workers, the design of products and the quality of technical processes, the raw materials, materials, components used, the conditions for storage, transportation, sale and operation of products, packaging, labeling, etc.

Sustainable improvement in product quality cannot be achieved through individual and even large, but disparate activities. Only through a systematic and comprehensive, interconnected implementation of technical, organizational, economic and social measures on scientific basis product quality can be improved quickly and steadily.

Factors affecting product quality can be broadly represented by three blocks: the quality of products depends on internal (intra-company) circumstances, the human factor and external conditions.

In accordance with these blocks, we give brief description conditions for the formation of quality factors:

1. External conditions for the formation of quality factors:

Investments, state support;

The rhythm of the supply of raw materials, materials and components, their quality;

Evaluation and confirmation of product quality;

Legal quality assurance (legal liability for defective products);

The level of design development;

Mutual consistency of control and supervision requirements;

2. Internal conditions:

Discipline, equipment, production technology;

Test base;

Technical control;

Organizational and production structure enterprise management;

3. Human factor:

Qualification, experience, professionalism;

Encouragement, stimulation, motivation;

Activity and initiative;

Sharing best practices;

Often, when determining the factors that affect any effective indicator that characterizes quality, a cause-and-effect diagram for determining quality is used.

A cause-and-effect diagram (Ishikawa diagram, fishbone diagram) is used when it is required to investigate and depict all possible causes of certain problems or conditions.

The Cause and Effect Diagram was designed to represent the relationship between an effect, an outcome, and all the possible causes that affect them. The effect, result, or problem is usually listed on the right side of the diagram, while the main effects or "causes" are listed on the left side (see Figure 1)

The procedure for constructing a cause-and-effect diagram:

1. Description of the selected problem, namely: what are its features, where does it arise, when does it manifest itself and how far does it spread.

2. List the reasons required to build a cause-and-effect diagram in one of the following ways:

Holding brainstorming where all possible causes are discussed without prior preparation;

Tracking all stages of the production process and indicating on control sheets possible causes emerging problem.

3. Construction of a cause-and-effect diagram.

4. Analysis of the diagram: factors and conditions are ranked by significance, those reasons are established that in this moment are subject to correction.

5. Interpretation of all relationships.

6. Drawing up a plan for further actions.

Rice. 1. Cause and effect diagram

The use of a cause-and-effect diagram allows you to identify and group all the conditions and factors that affect this problem.

2. Principles of product quality management

The quality management system is a coherent working structure that operates in the firm and includes effective technical and managerial methods providing the best and most practical ways for people, machines, and information to interact to meet customer quality requirements and save quality costs. World experience has formed not only common features operating systems quality management, but also the principles and methods that can be applied in each of them.

For the successful management of the organization and its functioning, it is necessary to choose the direction of its development and provide management. Success can be achieved by implementing and maintaining a quality management system designed to continually improve performance, taking into account the needs of all interested parties. Organizational management includes quality management along with other aspects of management. To this end, eight quality management principles were defined in the development of ISO 9000 (quality standards). These eight quality management principles are designed to guide top management in order to improve the performance of the organization:

1. Orientation to the consumer. Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations.

2. Leadership of the head. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which employees can be fully involved in the organization's objectives.

3. Employee involvement. People at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.

4. Process approach. The desired result is achieved more efficiently when activities and related resources are managed as a process.

5. System approach to management. The identification, understanding and management of interrelated processes as a system contribute to the effectiveness and efficiency of the organization in achieving its goals.

6. Continuous improvement. Continual improvement in the performance of the organization as a whole should be seen as its permanent goal.

7. Making decisions based on facts. Effective decisions are based on the analysis of data and information.

8. Mutually beneficial relationships with suppliers. An organization and its suppliers are interdependent, and a relationship of mutual benefit enhances the ability of both parties to create value.

With regard to quality management, it is advisable to single out specific principles, which include:

1. Shaping management decisions taking into account production, economic, social, market factors;

2. The relationship of goals and resources, their balance;

3. Completeness of accounting for resource needs;

4. Combination of internal and external control quality;

5. Continuity and stages in the implementation of quality control, development of a quality management system, etc.

The direct objects of quality management are consumer characteristics of products, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its development. life cycle.

The subjects of management are various governing bodies and individuals operating at various hierarchical levels and implementing quality management functions in accordance with generally accepted principles and methods of management.

Product quality management at the enterprise is one of the links in the overall management cycle and performs a number of functions similar to those of general management enterprise:

1. Planning the quality management process - setting reasonable targets for the release of products with the required values ​​of quality indicators at a given moment or within a given time interval. Quality improvement planning should be based on scientifically based forecasting of the needs of internal and foreign market. At the same time, the use of data on the results of product operation, generalization and analysis of information on the actual level of its quality acquire an important role in the correct substantiation of quality improvement plans.

2. Organization, coordination and regulation of the quality management process - organizational work quality management at the enterprise is to perform the whole range of work related to the planning, implementation and control of activities aimed at improving the quality of products and all processes of production and economic activity. At the level of sectoral ministries, there are special units that coordinate the work in the field of quality management in their sector. They are subordinate to various industry institutions and laboratories (often at industry enterprises). State and sectoral bodies for quality management have regional centers for the implementation various functions– standardization, certification, control, etc.

3. Motivation is an incitement to activity by a combination of various motives, the creation of a specific state of the individual, which determines how actively and with what direction a person acts in a certain situation.

4. Control, accounting and analysis of quality management processes is the process of determining and evaluating information about deviations of actual values ​​from given values ​​or their coincidence and analysis results. After the control is carried out, the analysis of the data obtained is carried out, namely: analysis of deviations, localization of causes, establishment of responsibility, study of possibilities for correction, measures to eliminate deficiencies.

On fig. 2 shows a functional diagram of product quality management.

Rice. 2. Functional diagram of product quality management at the enterprise.

The objects of product quality management are all elements that form a quality loop. Under the quality loop (spiral) in accordance with international standards ISO understands a product life cycle closed in the form of a ring (Fig. 3), including the following main stages: marketing; design and development technical requirements, product development; material and technical supply (MTS); preparation of production and development of technology and production processes; production; control, testing and examination; packaging and storage; sales and distribution of products; installation; operation; technical assistance and service; disposal. It must be borne in mind that in practical activities for the purposes of planning, control, analysis, etc., these stages can be divided into components. The most important thing here is to ensure the integrity of quality management processes at all stages of the product life cycle. With the help of the quality loop, the relationship between the manufacturer of products and the consumer and with all objects that provide a solution to the problems of product quality management is carried out.

Rice. 3. Loop (spiral) quality

Product quality management is carried out cyclically and goes through certain stages, called the Deming cycle. The concept of the Deming cycle is not limited to product quality management, but is also relevant to any managerial and household activities. The sequence of stages of the Demenga cycle is shown in fig. 2 and includes: planning; organization; control; impact management.

The quality of a product can be manifested in the process of consumption. The concept of product quality from the standpoint of its compliance with consumer requirements has developed precisely in the conditions market economy. The idea of ​​such an approach to determining the quality of products is contained in a special science - qualimetry. Qualimetry is the science of how to measure and quantify product quality. Qualimetry allows you to give quantitative estimates quality characteristics of the product. Qualimetry proceeds from the fact that quality depends on a large number of properties of the product in question, but in addition to properties, it is necessary to take into account the conditions in which the product was used.

The essence of quality measurement in qualimetry is as follows:

1. For each type of product, its own specific quality levels are taken into account, fixed in the standards and current specifications. Quality is characterized by a certain technical and economic parameter (consumer property).

2. The standard of quality is chosen

3. The achieved quality is compared with the standard.

Quality can meet the standard, be above or below the standard.

Important properties for quality assessment are: technical, aesthetic and operational level of quality.

The actual level of product quality can only be established through a comprehensive system analysis of quality, covering all aspects and aspects of the product, all its properties and characteristics as a whole.

Conclusion

Quality is a multifaceted concept, its provision requires combining the creative potential and practical experience of many specialists. The problem of improving the quality can be solved only with the joint efforts of the state, federal authorities, leaders and members labor collectives enterprises. An important role in solving the problem of quality is played by consumers who dictate their requirements and requests to producers of goods and services. Quality occupies a key position in the economic and social strategies of the leading countries, and the level of quality serves as a reliable indicator general condition economy. Continuous quality improvement serves as a means of overcoming crisis situations. By highlighting and solving the problem of quality as a priority, it is possible to achieve stabilization and economic recovery.

In recent years, the demand for quality management specialists in production has increased dramatically around the world. In Russia, there is currently no system of continuous training of personnel in the field of quality, so far only its individual elements are working for us. Having realized the problem of quality as a strategic one, having chosen and implemented a quality management system in the organization, one can count on ensuring the competitiveness of manufactured products.

Exercise 1

To characterize products according to 13 quality indicators. Type of product - passenger car. The characteristic is presented in table 1.

Table 1. Quality characteristic passenger car.

Group of quality indicators	Group characteristic	Quality indicators
1. Appointment	Characterizes the natural or technical perfection of the product and its compliance with its functional purpose	The functional purpose of a passenger car is that it is a means of transport that ensures the delivery of small goods and people from one point to another.
2. Manufacturability	Characterizes the effectiveness of constructive and technological solutions, necessitating the production public product	The suitability of the vehicle for maintenance and current repairs. Periodicity and complexity Maintenance and repair.
3. Persistence	It characterizes the suitability of products to maintain their quality indicators during and after storage and transportation.	The ability of the mechanisms and assemblies of the car to maintain the specified quality indicators, resistance to damage and negative environmental influences.
4. Maintainability	Characterizes the suitability of the product for the prevention, detection and elimination of failures and damage during maintenance and repair	Adaptability of the car to repair and maintenance, prevention of corrosion of parts, timeliness and ease of replacement of individual parts and blocks of the car.
5. Reliability	It characterizes the ability of the product to maintain operability for some operating time without forced interruptions due to failures.	The adaptability of the car to operate in various conditions without losing its quality characteristics
6. Durability	It characterizes the ability of the product to remain operational until a certain limit state occurs with the necessary breaks for maintenance and repair	The main indicators of the durability of a passenger car include mileage measured in kilometers or service life in accordance with technical documentation in years.
7. Ergonomic	It characterizes the properties of the product that are manifested in the system "man - product - environment of use" and affect the efficiency of human activity when interacting with the product (hygienic, anthropometric, psychophyseological)	The use of environmentally friendly materials in the automotive industry, the convenience of operating the car and driving it, the comfort of the cabin, a certain color scheme of the body and interior of the car, the absence of psychophysiological stimuli (bright color, too bright or very dim lighting, etc.)
8. Standardization and unification	Characterizes the saturation of the product with standard and unified parts	Simplicity and convenience of repair due to the use of standard spare parts, individual blocks and vehicle parts
9. Patent law	It characterizes the quality and weight of products implemented in this product and the possibility of unimpeded sale of the evaluated product within the country and abroad.	The possibility of free sale of cars both within the country and abroad, as well as the free purchase of cars from foreign manufacturers and transport them to other countries.
10. Aesthetics	Describes the ability of certain products to satisfy human needs for beauty	Aesthetics include the appearance of the car: appearance its body, design, color, etc.
11. Transportability	Allows you to quantify the adaptability of products of a given quality to its transportation	Transportation of cars can be carried out in several ways: on their own, by rail, air, sea transport, as well as by trucks. by car
12. Security	Characterizes the features of the product that determine the safety of persons interacting with this product	The presence in the car of some means that ensure the safety of a person while driving: seat belts, airbags, etc.
13. Ecology	Characterizes the degree of impact on the nature of side effects that accompany the process of using this product	Gradual transition to environmentally friendly fuels, installation of an exhaust gas purification system, etc.

Task 2

The program for improving the quality of work of an economist at a communications enterprise is presented in Table 2.

Table 2. Economist quality improvement program.

Events			Responsible executor
1. Activity automation	Installing a computer at the workplace within a week	Cash enterprises in the amount of 40 thousand tubes	Supply department employees
2. Connecting and setting up a computer	Within one or two working days	About 1.5 - 2 thousand rubles.	Third party programmer
3. Purchase of components and office equipment	During two days	Cash in the amount of 30 thousand rubles.	Supply department employees
4. Purchase and installation software	Within one business day	7 - 10 thousand rubles.	Department automated system management, programmer
5. Translation of documents in electronic form	Within one year	Wage in the amount of 8 thousand rubles.	Economist at his workplace
6. Connecting to the Internet	Within one business day	Connection via telephone line - free of charge	Programmer
7. Creation of a system of electronic mutual settlements with the bank	During the working day	From 3 to 5 thousand rubles.	Programmer

After the implementation of these measures, there was an improvement in such quality indicators as:

1. Speed ​​and quality of paperwork;

2. Efficiency in making managerial decisions;

3. Simplicity and speed of calculations, automation of calculations;

4. Speed ​​and reliability of mutual settlements with the bank;

5. Prompt receipt necessary information through the Internet, legal and regulatory documentation.

Task 3

Certification products - one of the ways to confirm the compliance of products with specified requirements, documentary evidence of product compliance with specific standards or specifications. This is a guarantee to the consumer that the product meets the standard or certain requirements.

Certification of products is carried out by the test method, which is carried out in testing laboratories. During testing, random checks of products are carried out. If the product meets the certification requirements, then a decision is made to issue a certificate. The certification body draws up a certificate of conformity, registers it and issues a license for the right to use the mark of conformity. This mark marks the product. In case of negative results of certification tests, non-compliance with the requirements for the object of certification, the certification body issues a conclusion indicating the reasons for refusing to issue a certificate.

The applicant may submit to the certification body test reports, taking into account the terms of their validity, carried out during the development and production of products, or documents on tests performed by testing laboratories. After checking the submitted documents, including the compliance of the results contained in them with the current regulatory documents, the timing of their issuance, changes made to the design (composition), materials, technology - the certification body may decide to issue a certificate of conformity or to reduce the scope of tests, or carrying out the missing tests, which is reflected in the relevant documents.

There are several types of certification system. The main ones are: mandatory, voluntary, self-certification and third-party certification. A mandatory system is created for products for which the regulatory and technical documentation must contain requirements for environmental protection, ensuring the safety of life and health of people. In this case, a manufacturer without an appropriate certificate has no right not only to sell products, but also to produce them.

The voluntary certification system provides for the certification of products only at the initiative of its manufacturer.

standalone system certification is created by the manufacturer of products, while certificates are issued by the enterprise itself under its own responsibility.

A third-party product certification system is created by a third-party organization that verifies, evaluates, and certifies that products meet the requirements of regulatory and technical documentation.

The certification process is carried out in several stages:

1. Submission of an application for certification of products, its analysis by the certification body, appointment of experts.

2. Examination of source materials, drawing up a conclusion on the feasibility of certification.

3. Drawing up a verification program, its adoption.

4. Directly checking the products and drawing up an act on its results.

5. Making a decision on certification and issuing (rejecting) a certificate.

6. Registration of acts of inspections.

The main types of certificates are:

1. Quality certificate - a document certifying the quality of products. Contains quality indicators, specifications etc.

2. Certificate of conformity - a document certifying that a duly identified product conforms to a specific standard or other normative document.

3. Environmental certificate - a document confirming environmental safety products, as well as the environmental quality (purity) of products.

List of used literature

1. Quality management / Ed. S. D. Ilyenkova. - M.: UNITI, 2000. - 199 p.

2. Gissin V.I. Quality management. - M.: March, 2003. - 400 p.

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competition managerial product quality

Quality management should be based on set of evidence-based principles. All of them can be divided into general, system-wide And special. Abroad, there is practically no unity in the principles of quality management. All of them, as a rule, are not methodological, but rather pragmatic. Most often, the principles of quality management are presented in the form of attitudes or postulates for the formation of the behavior of managers in the process of achieving quality goals. This can be illustrated by the postulates recommended by the famous American quality management specialist E. Deming. In the book “Quality, Productivity, Competitiveness” (1982), E. Deming reflected his concept of the requirements and behavior of managers in 14 postulates of quality management, whose essence is as follows:

• 1. The constant aim of the activity should be to improve the quality of products and services, no defects should be allowed.
• 2. Based on the statistical methods used, require suppliers to guarantee the quality of the types of products they supply.
• 3. Do not enter into contracts for the supply of products, focusing only on low prices.
• 4. The manufacturer must detect quality problems and solve them.
• 5. All employees of the enterprise should be trained.
• 6. Use new management methods.
• 7. Do not allow employees to be afraid of responsibility for mistakes in their work.
• 8. There should be no obstacles and barriers in the activities of departments.
• 9. Do not use in the organization of work calls and slogans that are not supported by real actions.
• 10. Do not evaluate the activities of any of the employees by quantitative standards.
• 11. Eliminate all causes that reduce feelings of respect and pride in their profession among all employees.
• 12. Encourage the desire for learning, education and self-education.
• 13. Senior management should clearly state their commitment to quality.

To consider the system-wide principles of quality management, it should be noted that main general(basic, fundamental) starting principle is that system quality management (as well as the target quality management system) should and can only be organic integral part system management of the entire enterprise (respectively, the entire enterprise management system). Naturally, the quality management system cannot function separately, without interconnection and interaction with all other MS. Therefore, first of all in quality management, can be used objective general principles management(balanced democratic centralism; a combination of unity of command and collegiality, responsibility, material and moral incentives, delegation of authority. Interested in the active participation of employees in management, succession, etc.).

Along with this, it is advisable, in relation to quality management, to be guided by the main system-wide principles of management, which should include:

• Ø purposefulness, implemented by the formation of appropriate subsystems to achieve the goals;
• Ø divisibility achieved by decomposition of the formed system into subsystems and elements;
• Ш hierarchy, implemented by the formation of a multi-level structure of the system, taking into account the delegation of authority to the appropriate level of management (department, workshop, section, team, etc.):
• Ø complexity achieved by mutual linking of all formed subsystems, elements, stages of the product life cycle, hierarchical levels and the whole complex of organizational, economic, social, scientific, technical, production and other measures used in quality management;
• Ø interconnectedness, implemented through the implementation of the interconnections of the quality management systems being formed with all other enterprise control systems (establishing the priority of some goals in relation to others or the adoption of interconnected goals of several systems, the implementation of interconnected processes for achieving them);
• Ш the isolation of the general functions of quality management (the isolation of the management process), implemented by the implementation "in the system, subsystems and elements of a complete general functional cycle, including forecasting and planning, organization, coordination of work, etc.;
• Ø systematic, which determines the constant implementation of all work on quality management, their longevity and duration of action;
• Ш continuity, which should be manifested both during the creation of the system and during its functioning and improvement. It can be expressed primarily in the maximum use of advanced domestic and foreign experience system quality management;
• Ø simplicity and intelligibility, which must be implemented for every employee to understand everything related to quality management and ensuring the competitiveness of not only products, but also the enterprise as a whole. In a market environment, this is extremely important.

Among all the system-wide principles of quality management, it is necessary to pay attention, as mentioned earlier, to the implementation of general management functions (OFM) of a closed management cycle.

The composition of OFU in a number of literary sources includes, in particular, the following features:

• planning, which is a special process of preparation by managers of decisions to ensure the efforts of the team to achieve the goals of the enterprise in the field of quality and competitiveness. This process, due to the periodic reorientation of goals and the constant change of conditions external environment cannot be discrete, but must be continuous;
• organization aimed at structuring all organizational work and their distribution vertically and horizontally in order to achieve goals and fulfill the planned plans in the field of quality and competitiveness:
• · motivation that ensures the activation of the labor of workers to perform all types of work with high quality (without errors) in accordance with the distributed functions, plans and requirements. Motivation includes, as a rule, external stimulation (material and moral) and psychological stimulation (creation of conditions for interest in work, the need for labor activity, satisfaction from labor activity). This is one of the most important managerial functions that contribute to the achievement of the goals of the enterprise in the field of quality and competitiveness;
• control, which is 1) tracking what is planned to improve and ensure quality and competitiveness, 2) determining what has been done in this area in a certain period of time, 3) comparing planned with what has been achieved, and 4) taking corrective, “soft” measures when deviations from planned.

With the help of control, feedback is carried out, which should be an objective basis for the effective intervention of managers in the process of improving and ensuring the quality and competitiveness of products. When performing the management cycle, the organization, coordination and regulation of the processes of improving and ensuring quality and competitiveness play a paramount role. Developed corrective (regulatory) impacts based on the organization and coordination of work through feedback contribute to the prompt elimination of unforeseen real deviations (errors) of processes from the planned ones. It should be noted that general functions controls are executed in reality not strictly sequentially, but in series-parallel and, accordingly, with more complex direct and feedback connections.

When considering OFS quality, it should be noted that in the production process (in production system) are performed specific general production functions (GPF), in the composition which may include functions: preparatory, production of products or services (works), the course of natural processes, transportation, control and testing, the final function.

The main (basic) principle of system quality management, all general principles, as well as general system principles predetermine the creation target quality management system and the presence in it of an appropriate complex of subsystems and their components: firstly, entry elements and, secondly, object(managed subsystem) and subject(control subsystem) of the system. In relation to the system, the input components can be goals, policy And obligations in the field of product quality and competitiveness, as well as external conditions that affect the system.

The goals set by senior managers are focused on obtaining end result system quality management. They need to be expressed both qualitatively and quantitatively. The most preferred type is quantitative, which precisely defines the criteria for achieving the goals (completion, timing and resources). The policy and obligations in the field of quality are formed by the manufacturer (supplier) depending on the goals set by him. All quality objectives should be interconnected with each other and with the objectives of other systems. For example, entering a foreign market and occupying a leading position there in a certain type of product can be considered in conjunction with the aim of strengthening and stabilizing the economic position of an enterprise. The obligations of the enterprise in the field of quality, as a rule, are specified in contracts for the supply of products.

Special e principles of quality management . Along with general and system-wide principles, consideration should be given special principles of quality management. In accordance with the requirements of GOST R ISO 9000-2001, senior managers should be guided by the following principles:

• 1. Orientation to the consumer. Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations.
• 2. Leader Leadership. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which employees can be fully involved in the organization's objectives.
• 3. Employee involvement. People at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.
• 4. Process approach. The desired result is achieved more efficiently when activities and related resources are managed as a process. According to ISO 9000-2001 process- a set of interrelated and interacting activities that transforms "inputs" and "outputs". In this case, the "inputs" to a particular process are the "outputs" of other processes.
• 5. System approach to management. Representation of management as a system of interrelated processes, which provides a greater contribution to the effectiveness and efficiency of the organization in achieving its goals.
• 6. The unchanging goal continuous improvement of the organization as a whole on the basis of quality.
• 7. Fact-based decision making. Effective decisions are based on the analysis of objective factual data and information.
• 8. Mutually beneficial relationships with suppliers(integrative interaction with partners). The organization, its suppliers and partners are interdependent, so the relationship of mutual benefit and interest significantly increases the ability of both parties to more effectively achieve their goals.

The most important principle of system quality management can be called "product approach" those. at the enterprise V the quality management system should include subsystems that ensure the quality of a particular (homogeneous) type.

It should be noted that the subsystem of general quality management, where the governing body is the highest level of enterprise management, must be considered in unity and interconnection with all other subsystems. Considering the current market requirements, it is advisable for each of all types of products, regardless of the conditions of supply, to carry out quality management in a specialized "product system". Quality management needs to be done at all stages of the product life cycle, i.e. it should be sliding. Quality management goals at each stage for everyone specific type products can be customized. However, one should stop at the last stage of the life cycle. The objectives of quality management at the stage of disposal or destruction of products in market conditions, it is advisable to recognize the exclusion or reduction to a minimum of harmful effects on environment and savings in the consumption of energy and raw materials after their use (or as a result of an irreparable marriage). Developers and manufacturers need to consider commercialization for reuse (eg enchantments and packaging) or other uses. To do this, at a minimum, you should:

• Ø ensure low labor intensity of disassembling the product for the purpose of its disposal or destruction;
• Ø protect the consumer from any significant concerns regarding the performance of work related to the disposal or destruction of previously purchased products;
• Ø to create preferential conditions for manufacturers and consumers on the part of the state for coordinated actions on an economically feasible process of product disposal;
• Ш carry out appropriate work among consumers to explain the need and expediency of recycling or destruction of products.

Another addition to the eight basic principles is the principle of quality management at all stages of the product life cycle, which is clearly and intelligibly displayed in the form of an ascending spiral, including a complex of relevant stages and stages.

The core of the spiral is the development and implementation of the life cycle of new and modernized products, based on the planned activities of the target program "Quality". To cover the management of all stages of the product life cycle within the framework of the QM subsystems, solely to achieve the goals and objectives in the field of quality, it is necessary to perform full range of special(specific) quality management functions.

The implementation of any of the principles is impossible without sufficient knowledge and professional skills for quality improvement, quality assurance and management. This requires massive, continuous and systematically th p training and advanced training as manufacturers and consumers.

The implementation of the principles of system quality management creates the prerequisites for strengthening the activity of personnel in the field of quality at the enterprise and ensures a higher competitiveness of products, which logically implies close interaction and interconnection with business activity in production. Activity in the field of quality with systemic quality management, of course, leads to a systematic, consistent quality improvement, which, like business activity in production, has similar cycles, and the cycle of activity in quality improvement naturally predetermines and anticipates business activity in production. Quality improvement activity cycles should be purposefully managed at all levels of management.

As a result, there is an objective the need for multi-level quality management not only of the enterprise, but also of all hierarchical management structures on the le I blow cabbage soup x levels:

• intersectoral federal (in the intersectoral federal system of quality management);
• · branch federal (in branch federal quality management systems);
• · intersectoral subjects of the Federation (in the quality management systems of the subjects of the Federation);
• · industry-specific subjects of the Federation (in the sectoral quality management systems of the subjects of the Federation);
• territorial (in city and district quality management systems);
• · associations of enterprises (in quality management systems of associations);
• enterprises (in enterprise quality management systems);
• shop, department (in quality management systems of shops, department);
• site (bureau) of the workshop (department) of the enterprise (in the quality management systems of sites);
• Workplace (in workplace quality management systems).

It should be noted that in quality management systems with hierarchical levels above the union, the management functions will have a different content. At the same time, the functions of organization, coordination and regulation acquire special significance and weight among all other functions. Their implementation should be based on the application of influences, mainly of an organizational and regulatory nature. Priority should be given to the impact inherent in market relations, adequate to property relations and levels of management. Such an impact should be focused on the conditions and factors that will improve the quality of those homogeneous products where a lag is planned. Where some advantage has been obtained, the impact should be aimed at maintaining the achieved level of quality. This approach is conventional can be called horizontal preventive-supportive. The use of this approach implies, first of all, the creation by higher authorities of the possibilities (for example, at any industry level of the constituent entity of the Federation) to more effectively implement the human factor, improve the relationship between employees, employers and managers, as well as ensure investment in the production of products that meet consumer requirements.

It should be noted that management should not only apply to industrial products, it should be carried out everywhere in all structures of the national economy and society as a whole, including in the executive power structures. At the same time, the governing bodies of the executive structures of power should strive not to manage, but to execute, providing the controlled system with the appropriate required services (information, educational, distribution, legal, health, etc.).

When implementing these principles, comply with business ethics, since quality management in conditions market relations is, first of all, work with people (both those working at the enterprise and with consumers). The entire progressive experience of the functioning of successful foreign firms can serve as an illustration.

Product quality management at all stages of its life cycle and hierarchical levels determines the need for interaction of the corresponding level of the system with all structures, and primarily with suppliers of raw materials, materials and components, marketing, trade, transport, service and other organizations. At the same time, it is advisable to carry out interaction, especially with organizations that ensure the life cycle of specific products, on the basis of interrelated quality management systems of enterprises, i.e. quality management should be integrative.

In quality management, it seems appropriate combine universal, collective and individual responsibility and quality, but the greatest responsibility should nonetheless be borne by the highest level of management. This is one of the fundamental principles modern management quality.

Effective achievement of quality goals is possible only with the anticipatory, preventive nature and preventive nature of all control actions in relation to emerging deviations from established requirements (which is the most important and fundamental). Of course, this does not exclude, but rather requires, in case of ineffectiveness of such actions (i.e., in the event of a “failure” of preventive actions in quality management), the resulting deviations should be eliminated as quickly and efficiently as possible. At the same time, efficiency should be directed not only, or rather, not so much to the speedy elimination of the deviation of the actual quality from the required one, but to the development of a leading preventive control action to prevent a possible negative deviation. Obviously, the efficiency and subsequent positive impact on quality management is possible only with a functioning, reliable, mobile and preventive-permanent feedback in all subsystems and elements of the QMS. Without all this, enterprises will practically not be able to adequately compete in the world market.

In the target MS of the enterprise, including the quality management system, it is essential both in a centralized economy and in a market economy. planning. All goals, policies and commitments, and activities to achieve them must be implemented taking into account market conditions during certain planning periods and reflected in the relevant documents of a planned nature (for example, in the CPC, business plan, operational plans, etc.). Planning should be flexible, operational and serve as an effective basis for specifying and achieving the goals of the quality management system. Particularly important is the planning of the traditionally "narrow" for domestic manufacturers of logistics (MTS).

When building a quality management system, it is also advisable to use principle of modularity enabling design at minimal cost.

Construction and functioning of the quality management system, its elements, requirements, provisions, distribution of functions, responsibilities, rights and obligations, interaction of departments, etc. in the field of quality should document(as required, for example, by MS ISO 9000 series and standards of the GOST 40 system). Thus, quality management must largely be based on organizational, methodological, legal and regulatory documentation. This set of documents is a normative and methodological support of the quality management system, which determines the possibility and the need for use in the management of standardization and regulation.

For successful implementation quality management principles are important to concentrate most of the management efforts in one organizational and structural block of the quality management subsystem. In the current case, as it was and is in the practice of enterprises (as a rule, only QC is included in the quality management block), it is quite difficult to create products that satisfy consumers and have their constant sale on the markets.

Thus, in the conditions of market relations, there is a need for a general (total) systemic quality management with a "dictatorship" of quality at all stages of the implementation of production and management processes. At the same time, the state, consumers, independent organizations and societies should pay constant attention to common organization quality management and quality supervision.

The development of quality management methods and the improvement of tools for their implementation led to the creation of a system of international standards ISO 9000 series "Quality Management Systems" and their wide distribution to all types of activities. latest version of these standards - version 2000 - implements the principles of TQM ( universal control quality), which boil down to the following provisions:

Responsibility of management for the quality of performance results;

Orientation of the organization's activities to the interests of the consumer and the customer;

Providing documented ™ of all production processes in the organization;

Orientation of personnel to continuous improvement of production processes;

Process approach to the organization of activities (mastery of process thinking);

Continuous training and advanced training of personnel, including at the workplace;

Monitoring of the management system based on internal verification of its elements;

Formation of internal motivation of personnel to ensure the quality of labor results;

Involvement in ensuring the quality of products and services of all personnel of the organization.

The essence of the responsibility of top management for the quality of performance results is the presence in the organization of a policy in the field of quality improvement, the distribution of responsibility and authority of personnel, in the analysis of the management system, the supply of the organization necessary resources. The quality policy should be consistent with the objectives of the organization, contain a commitment to meet customer requirements and continually improve the effectiveness of the management system.

The principle of orientation of the organization's activities to the interests of the consumer and the customer is that top management must ensure that customer requirements are identified and met in order to increase their satisfaction.

The principle of documenting all production processes in an organization implies the existence of approved technologies, procedures or work instructions that determine the order in which all processes are performed, as well as the criteria for the quality of their results. This creates conditions for the correct implementation of established procedures, assessment of the quality of processes and their improvement.

The principle of personnel orientation towards continuous improvement of production processes is that the organization must constantly improve the effectiveness of the management system based on the results of audits, data analysis, corrective and preventive actions. The methodological basis for the implementation of this principle is an analysis based on the facts of emerging inconsistencies (deviations from established requirements), identification of their causes and development of appropriate measures.

The principle of the process approach to the organization of activities, or the development of process thinking, is that any function is a process. Its execution must be treated as a process that must be in a controlled state. The process approach involves the presentation of any work, including customs clearance And customs control, as a set of smaller processes organized on the basis of the methodology of the quality management cycle. Any function can be divided into a set of constituent processes, each of which has inputs at the beginning and outputs at the end. The outputs of one process are the inputs for the next process. Representation of the customs function as a set of elementary processes creates conditions for its more detailed study, identification, organization of interaction and quality assurance. The application of a process approach to the organization of customs control allows for simplicity and transparency, as well as a reduction in the duration of customs control, as required by the recommendations of the Kyoto Convention.

The process approach is closely related to the principle of documentation. The detailing of the process into its components can be brought to elementary actions, if necessary to ensure the quality of the results. In combination with a system for identifying and traceability of intermediate results, this ensures the expected level of quality.

The principle of continuous training and development of personnel is that the organization must ensure the necessary competence, awareness and training of personnel. For this, it must be defined required level competence to perform various processes and appropriate training provided. Attention is drawn to the importance of staff development directly at the workplace.

Monitoring of the management system based on the planned internal verification of its elements, as a principle, implies the existence of a mechanism for self-improvement of the management system, depending on changes in external and internal factors.

In accordance with the principle of forming the internal motivation of personnel to ensure the quality of labor results, it is planned to purposefully educate each member of the team to understand the value and significance of their work, their "indispensability", high level competence.

The principle of involvement in the quality assurance of “products and services of all personnel of the organization realizes the understanding of the condition “everyone is one team”. Each member of the team, performing job function, must clearly understand his role in achieving the overall goal and be an active participant in the process of constantly improving the quality of the final results.

An important methodological element of the quality management system, which makes it possible to ensure the stability of the quality of labor and its systematic improvement, is the quality management cycle (Fig. 5.1). The cycle involves consideration of the completed technological operation, production function or stage of work at any level of management - from a specific executor (inspector, worker, employee) to the head of the team (head of department, head of customs). Elaboration of all elements of the quality management cycle at all stages of production and technological operations in accordance with the elements of the life cycle of products (services) allows you to create the required mechanism to ensure the stability of the quality of the results. At the same time, the main attention is paid to the preventive prevention of deviations from the established requirements for the quality of results and the creation of conditions for compliance with technological regimes.

The quality management cycle involves the inclusion of the following elements in the technological process of performing any work:

Input quality control of all elements of production;

Quality control of labor in the process of performing work;

Quality control of the work performed;

Documentation returns and claims of the consumer of the results of labor to the quality of the work performed;

Analysis of the reasons for emerging deviations and development of corrective and preventive actions.

The stage of developing corrective and preventive actions involves finding out the causes of deviations in the results of labor from the established requirements and a comprehensive impact on all elements of production at all levels of management in all areas of activity.

A quality management system is a coherent working structure in place in a firm that includes effective technical and managerial practices that provide the best and most practical ways for people, machines, and information to interact in order to meet customer requirements for product quality, as well as save costs on quality. World experience has formed not only the general features of existing quality management systems, but also the principles and methods that can be applied in each of them.

For the successful management of the organization and its functioning, it is necessary to choose the direction of its development and provide management. Success can be achieved by implementing and maintaining a quality management system designed to continually improve performance, taking into account the needs of all interested parties. Organizational management includes quality management along with other aspects of management. To this end, eight quality management principles were defined in the development of ISO 9000 (quality standards). These eight quality management principles are designed to guide top management in order to improve the performance of the organization:

1. Orientation to the consumer. Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations.

2. Leadership of the head. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which employees can be fully involved in the organization's objectives.

3. Employee involvement. People at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.

4. Process approach. The desired result is achieved more efficiently when activities and related resources are managed as a process.

5. System approach to management. The identification, understanding and management of interrelated processes as a system contribute to the effectiveness and efficiency of the organization in achieving its goals.

6. Continuous improvement. Continual improvement in the performance of the organization as a whole should be seen as its permanent goal.

7. Making decisions based on facts. Effective decisions are based on the analysis of data and information.

8. Mutually beneficial relationships with suppliers. An organization and its suppliers are interdependent, and a relationship of mutual benefit enhances the ability of both parties to create value.

With regard to quality management, it is advisable to single out specific principles, which include:

1. Formation of management decisions, taking into account production, economic, social, market factors;

2. The relationship of goals and resources, their balance;

3. Completeness of accounting for resource needs;

4. Combination of internal and external quality control;

5. Continuity and stages in the implementation of quality control, development of a quality management system, etc.

The direct objects of quality management are consumer characteristics of products, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its life cycle.

The subjects of management are various management bodies and individuals operating at various hierarchical levels and implementing quality management functions in accordance with generally accepted principles and methods of management.

Product quality management at the enterprise is one of the links in the overall management cycle and performs a number of functions similar to the functions of general enterprise management:

1. Planning the quality management process - setting reasonable targets for the release of products with the required values ​​of quality indicators at a given moment or within a given time interval. Quality improvement planning should be based on scientifically based forecasting of the needs of the domestic and foreign markets. At the same time, the use of data on the results of product operation, generalization and analysis of information on the actual level of its quality acquire an important role in the correct substantiation of quality improvement plans.

2. Organization, coordination and regulation of the quality management process - the organizational work on quality management at the enterprise consists in the implementation of the entire range of works related to the planning, implementation and control of activities aimed at improving the quality of products and all processes of production and economic activity. At the level of sectoral ministries, there are special units that coordinate the work in the field of quality management in their sector. They are subordinate to various industry institutions and laboratories (often at industry enterprises). State and industry quality management bodies have regional centers for the implementation of various functions - standardization, certification, control, etc.

3. Motivation is an inducement to activity by a combination of various motives, the creation of a specific state of the individual, which determines how actively and with what direction a person acts in a certain situation.

4. Control, accounting and analysis of quality management processes is the process of determining and evaluating information about deviations of actual values ​​from given values ​​or their coincidence and analysis results. After the control is carried out, the analysis of the data obtained is carried out, namely: analysis of deviations, localization of causes, establishment of responsibility, study of possibilities for correction, measures to eliminate deficiencies.

On fig. 2 shows a functional diagram of product quality management.

Rice. 2. Functional diagram of product quality management at the enterprise.

The objects of product quality management are all elements that form a quality loop. Under the quality loop (spiral), in accordance with international ISO standards, we understand a product life cycle closed in the form of a ring (Fig. 3), including the following main stages: marketing; design and development of technical requirements, product development; material and technical supply (MTS); preparation of production and development of technology and production processes; production; control, testing and examination; packaging and storage; sales and distribution of products; installation; operation; technical assistance and service; disposal. It must be borne in mind that in practice, for the purposes of planning, control, analysis, etc., these stages can be divided into components. The most important thing here is to ensure the integrity of quality management processes at all stages of the product life cycle. With the help of the quality loop, the relationship between the manufacturer of products and the consumer and with all objects that provide a solution to the problems of product quality management is carried out.

Rice. 3.

Product quality management is carried out cyclically and goes through certain stages, called the Deming cycle. The concept of the Deming cycle is not limited to product quality management, but is also relevant to any managerial and household activities. The sequence of stages of the Demenga cycle is shown in fig. 2 and includes: planning; organization; control; impact management.

The quality of a product can be manifested in the process of consumption. The concept of product quality from the standpoint of its compliance with consumer requirements has developed precisely in the conditions of a market economy. The idea of ​​such an approach to determining the quality of products is contained in a special science - qualimetry. Qualimetry is the science of how to measure and quantify product quality. Qualimetry allows you to give quantitative estimates of the qualitative characteristics of the product. Qualimetry proceeds from the fact that quality depends on a large number of properties of the product in question, but in addition to properties, it is necessary to take into account the conditions in which the product was used.

The essence of quality measurement in qualimetry is as follows:

1. For each type of product, its specific quality levels are taken into account, fixed in the standards and current technical conditions. Quality is characterized by a certain technical and economic parameter (consumer property).

2. The standard of quality is chosen

3. The achieved quality is compared with the standard.

Quality can meet the standard, be above or below the standard.

Important properties for quality assessment are: technical, aesthetic and operational level of quality.

The actual level of product quality can only be established through a comprehensive system analysis of quality, covering all aspects and aspects of the product, all its properties and characteristics as a whole.