Introduction

1. Principles of product quality assurance

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 during the transition to a market economy. To work in a highly competitive environment Russian entrepreneurs you need to be ready today. Difficulties Russian economy are manifested not only in a decrease in production volumes and mutual non-payments, but also in its qualitative characteristics. Domestic production technology, the technical level of capital equipment, as a rule, is significantly lower than in industrial developed countries. But even if it is sufficient to quickly modernize production and create new technologies, it will be possible to justify these investment costs only through the release of competitive products or services that are in demand among consumers.

Examples of the development of advanced industrial countries show that solving quality problems should become a national idea and be of a universal nature, which requires mass training and vocational training all layers of society from the ordinary consumer to managers at any level.

Currently in Russia, the quality of products and services and their safety are playing 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 in production lies in the rapid development of competitive products and strict adherence to the technical parameters of already manufactured 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 stated or expected needs of the consumer.

There are three main groups of quality assurance principles:

1. Technical principles (design, technological, metrological, etc.);

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

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

Stable provision of product quality depends on many factors, which 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, quality control means and systems, social and economic feasibility and production efficiency, material and personal interest, etc. Among the private factors are: professional excellence workers, product design and quality of technical processes, raw materials, materials, components used, conditions of storage, transportation, sale and operation of products, packaging, labeling, etc.

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

Factors influencing product quality can be broadly represented in three blocks: the quality of manufactured products depends on internal (intra-company) circumstances, human factors 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, government support;

Rhythm of supplies of raw materials, materials and components, their quality;

Assessment and confirmation of product quality;

Legal support quality (legal liability for defective products);

Level of design developments;

Mutual consistency of control and supervision requirements;

2. Internal conditions:

Discipline, equipment, production technology;

Testing base;

Technical control;

Organizational and production structure enterprise management;

3. Human factor:

Qualification, experience, professionalism;

Rewards, stimulation, motivation;

Activity and initiative;

Sharing best practices;

Often, when determining the factors that influence any performance 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 you want to explore and depict all the possible causes of certain problems or conditions.

A cause-and-effect diagram was designed to represent the relationships between an effect, an outcome, and all the possible causes that influence them. The effect, result or problem is usually indicated on the right side of the diagram, and the main impacts 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 occur, when does it manifest itself and how far does it spread.

2. Listing the reasons necessary to construct a cause-and-effect diagram in one of the following ways:

Carrying out brainstorming, where all possible causes are discussed without prior preparation;

Tracking all stages of the production process and indicating on check sheets possible reasons emerging problem.

3. Constructing a cause-and-effect diagram.

4. Analysis of the diagram: factors and conditions are ranked by importance, those reasons that can currently be corrected are identified.

5. Interpretation of all relationships.

6. Drawing up a plan for further action.

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 influence a given problem.

2. Principles of product quality management

A quality management system is a coherent operating structure within a company that includes effective technical and management methods, providing the best and most practical ways for people, machines, and information to interact to meet consumer demands for product quality and save on quality costs. Global experience has shaped not only common features existing systems quality management, but also the principles and methods that can be applied in each of them.

To successfully manage an organization and its functioning, it is necessary to choose the direction of its development and ensure management. Success can be achieved by implementing and maintaining a quality management system designed to continuously improve operations while taking into account the needs of all stakeholders. Managing an organization includes quality management along with other aspects of management. To achieve this, eight principles of quality management were defined when developing the ISO 9000 standards (quality standards). These eight principles of quality management are designed to guide senior management to improve the organization's performance:

1. Customer focus. 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 unity of purpose and direction for the organization. They should create and support internal environment, in which employees can be fully involved in solving the problems of the organization.

3. Employee involvement. Employees at all levels form the backbone of the organization, and their full involvement enables the organization to benefit from their abilities.

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

5. Systems approach to management. Identifying, understanding and managing interrelated processes as a system contributes to the effectiveness and efficiency of the organization in achieving its goals.

6. Continuous improvement. Continuous improvement of the organization as a whole should be considered as its constant goal.

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

8. Mutually beneficial relationships with suppliers. The organization and its suppliers are interdependent, and relationships of mutual benefit enhance the ability of both parties to create value.

In relation to quality management, it is advisable to highlight specific principles, which include:

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

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

3. Completeness of accounting of resource needs;

4. Combination of internal and external quality control;

5. Continuity and stage-by-stage 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 influencing 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 an enterprise is one of the links in the general management cycle and performs a number of functions similar to the functions of general enterprise management:

1.Planning the quality management process - establishing reasonable targets for the production of products with the required values ​​of quality indicators at a given moment or during a given time interval. Planning for quality improvement 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 play a major role in the correct justification of quality improvement plans.

2.Organization, coordination and regulation of the quality management process - organizational work on quality management at an enterprise consists of performing the entire range of work related to 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 line ministries, there are special units that coordinate work in the field of quality management in their industry. They are subordinate to various industry institutions and laboratories (often at industry enterprises). State and industry quality management bodies have regional centers to carry out various functions - standardization, certification, control, etc.

3. Motivation is an incentive to activity by a combination of various motives, the creation of a specific state of personality, 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 specified ones or their coincidence and the results of analysis. After monitoring, an analysis of the received data is carried out, namely: analysis of deviations, localization of causes, establishment of responsibility, investigation of correction possibilities, measures to eliminate deficiencies.

In 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 the quality loop. In accordance with international ISO standards, the quality loop (spiral) is understood as a closed product life cycle in the form of a ring (Fig. 3), including the following main stages: marketing; design and development technical requirements, product development; logistics (MTS); preparation of production and development of technology and production processes; production; control, testing and inspection; packaging and storage; sales and distribution of products; installation; exploitation; technical assistance and service; disposal. It must be kept 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 a quality loop, the relationship between the product manufacturer and the consumer and with all objects that provide solutions 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 only to product quality management, but is also relevant to any managerial and everyday activities. The sequence of stages of the Demeng cycle is shown in Fig. 2 and includes: planning; organization; control; impact management.

The quality of a product can be demonstrated during consumption. The concept of product quality from the standpoint of its compliance with consumer requirements developed precisely in the conditions market economy. The idea of ​​this approach to determining product quality is contained in a special science - qualimetry. Qualimetry is the science of methods for measuring and quantifying product quality. Qualimetry allows us to give quantitative estimates quality characteristics of the product. Qualimetry is based on the fact that quality depends on a large number of properties of the product in question, but in addition to properties, it is also necessary to take into account the conditions under 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 technical conditions. Quality is characterized by a certain technical and economic parameter (consumer property).

2. A quality standard is selected

3. The achieved quality is compared with the standard.

Quality can correspond to the standard, be higher or lower than the standard.

Important properties for assessing quality 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 manufactured product, all its properties and characteristics as a whole.

Conclusion

Quality is a multifaceted concept; ensuring it requires unification creative potential And practical experience many specialists. The problem of improving quality can only be solved through the joint efforts of the state, federal authorities, managers and members labor collectives enterprises. Big role In solving the quality problem, consumers play a role, dictating their requirements and requests to producers of goods and services. Quality occupies a key position in the economic and social strategy of leading countries, and the level of quality serves as a reliable indicator of the overall health of the economy. Continuous quality improvement serves as a means to overcome crisis situations. By highlighting and solving the quality problem as a priority, it is possible to achieve stabilization and economic recovery.

IN last years The demand for quality management specialists in manufacturing has increased sharply 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 in Russia. Having realized the quality problem as a strategic one, choosing and implementing a quality management system in the organization, you can count on ensuring the competitiveness of the products.

Exercise 1

Describe the product according to 13 quality indicators. Product type: passenger car. The characteristics are presented in Table 1.

Table 1. Quality characteristics passenger car.

Task 2

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

Table 2. Program for improving the quality of work of an economist.

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

1. Speed ​​and quality of document preparation;

2. Efficiency of making management 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 via the Internet, legal and regulatory documentation.

Task 3

Certification products - one of the ways to confirm the conformity of products to specified requirements, documentary evidence of product compliance with specific standards or technical 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, a random check of products is 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. Products are marked with this sign. 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 being 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, the manufacturer without the appropriate certificate has no right not only to sell the product, but also to produce it.

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

An independent certification system is created by the manufacturer of the product itself, and 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 confirms product compliance with regulatory and technical documentation requirements.

The certification process is carried out in several stages:

1. Submitting an application for product certification, 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 and its adoption.

4. Directly checking the products and drawing up a report on its results.

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

6. Registration of inspection reports.

The main types of certificates include the following:

1. Quality certificate – a document certifying the quality of the product. Contains quality indicators, specifications etc.

2. Certificate of conformity - a document certifying that duly identified products comply with a specific standard or other regulatory document.

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

List of used literature

1. Quality management / Ed. S. D. Ilyenkova. – M.: UNITY, 2000. – 199 p.

2. Gissin V.I. Quality management. – M.: MarT, 2003. – 400 s.

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Principles of ensuring and managing product quality. Features of ensuring the quality of services.

Principles of product quality assurance

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

There are three main groups of quality assurance principles:

1. Technical principles (design, technological, metrological, etc.);

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

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

Stable provision of product quality depends on many factors, which 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, quality control means and systems, 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 used, materials, components, conditions of storage, transportation, sale and operation of products, packaging, labeling, etc.

To successfully manage an organization and its functioning, it is necessary to choose the direction of its development and ensure management. Success can be achieved by implementing and maintaining a quality management system designed to continuously improve operations while taking into account the needs of all stakeholders. Managing an organization includes quality management along with other aspects of management. To achieve this, eight principles of quality management were defined when developing the ISO 9000 standards (quality standards). These eight principles of quality management are designed to guide senior management to improve the organization's performance:

1. Customer focus. 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 unity of purpose and direction for the organization. They should create and maintain an internal environment in which employees can be fully involved in solving the organization's problems.

3. Employee involvement. Employees at all levels form the backbone of the organization, and their full involvement enables the organization to benefit from their abilities.

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

5. Systematic approach to management. Identifying, understanding and managing interrelated processes as a system contributes to the effectiveness and efficiency of the organization in achieving its goals.

6. Continuous improvement. Continuous improvement of the organization as a whole should be considered as its constant goal.

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

8. Mutually beneficial relationships with suppliers. The organization and its suppliers are interdependent, and relationships of mutual benefit enhance the ability of both parties to create value.

Quality management, which became a separate discipline in the 20s of the twentieth century, has now organically merged into the overall management of the organization.

What is quality?

According to ISO 9000 standard:

Quality- is a set of characteristics of an object related to its ability to satisfy established and expected needs.

Today, various quality management systems are used in the world. But for successful activities at present, they must ensure the ability to implement eight key principles of systemic quality management, mastered by leading international companies.

These principles form the basis international standards in the field of quality management ISO 9000:

1. Customer Focus. Strategic focus on the consumer, appropriately ensured organizationally, methodically and technically, is vital for every organization and every enterprise operating in a competitive market.
2. Role of Management. In accordance with it, the leader must create the conditions necessary for successful implementation all principles of systemic quality management.
3. Employee Engagement. Total Quality Management (TQM) assumes that in creating quality product all employees of the company, all personnel, participate, and not just engineers, quality managers or reliability specialists.
4. Process approach. And the fifth principle organically connected with it:
5. Systematic approach to management. In accordance with these principles, the production of goods, services and management are considered as a set of interrelated processes, and each process is considered as a system with input and output, its “suppliers” and “consumers”.
   The implementation of these principles changes the existing approaches to management, the basis of which is hierarchical organizational structure. Practice has shown that the difficulties and problems caused by the fact that unified processes are serviced organizationally separate units, can and should be eliminated by using a group approach.
6. Continuous improvement. Twenty years ago, quality strategy was based on the concept of optimal quality. The experience of Japanese, and then American and European industry has shown that it is unacceptable to set limits for improvement; improvement itself must be a system and integral part control systems.
7. Making fact-based decisions. The implementation of the principle is intended to exclude unfounded decisions, which are usually called strong-willed ones. It is necessary to collect and analyze evidence and make decisions based on it. The most common now are statistical methods of control, analysis and regulation.
8. Mutually beneficial relationships with suppliers. This principle, the essence of which is obvious in the simplest cases, must be implemented in relation to both external and internal suppliers.

New 100% Quality Policy

Total Quality Management (TQM)

Introduction to Six Sigma

Theoretical aspects Six Sigma

Process suitability indices

Taguchi loss function

International quality standards:

ISO 9000 standards

Standards ISO 9000 version 2000

QS 9000 standard

Standard AS 9000

CMM Standards

Statistical quality control methods:

Quality Control Cards

Process Analysis

Experiment planning

Analysis of questionnaires. Part 1.

Analysis of questionnaires. Part 2.

Analysis of questionnaires in quality management

Quality and reliability

competition management quality products

Quality management should be based on a set of scientifically 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 in nature. Most often, the principles of quality management are presented in the form of guidelines or postulates for shaping 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 requirements and behavior of managers in 14 principles of quality management, the essence of which boils down to the following:

• 1. The constant goal of activity should be to improve the quality of products and services, and no defects should be allowed.
• 2. Based on the used statistical methods require suppliers to guarantee the quality of the products they supply.
• 3. Do not enter into contracts for the supply of products, focusing only on low prices.
• 4. The manufacturer must detect and resolve quality problems.
• 5. Everyone working at the enterprise must be trained.
• 6. Use new management methods.
• 7. Prevent workers from being afraid of responsibility for mistakes in their work.
• 8. There should be no obstacles or barriers in the activities of departments.
• 9. Do not use calls and slogans that are not supported by real actions in organizing work.
• 10. Do not evaluate the activities of any employee using quantitative standards.
• 11. Eliminate all reasons that reduce the feelings of respect and pride in their profession for all workers.
• 12. Encourage the desire to learn, improve education and self-education.
• 13. Senior management should clearly establish their quality responsibilities.

To consider system-wide principles of quality management, it is necessary to note that main general(basic, fundamental) starting principle is that systemic quality management (as well as the target quality management system) should and can only be an organic component of the systemic 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 control systems. Therefore, primarily 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 powers. interested in the active participation of workers in management, succession, etc.).

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

• Ш purposefulness, realized by the formation of appropriate subsystems to achieve the goals;
• Ш divisibility achieved by decomposing the formed system into subsystems and elements;
• Ш hierarchy, implemented by the formation of a multi-level system structure, taking into account the delegation of authority to the appropriate level of management (department, workshop, site, team, etc.):
• Ш complexity, achieved by the mutual linking of all formed subsystems, elements, stages of the product life cycle, hierarchical levels and the entire complex of organizational, economic, social, scientific, technical, production and other activities used in quality management;
• Ш interconnectedness, realized through the implementation of interrelations of the formed quality management systems with all other management systems of the enterprise (establishing the priority of some goals over others or accepting the interrelated goals of several systems, implementing interrelated processes for achieving them);
• Ш the closedness of the general functions of quality management (closedness of the management process), realized by performing “in the system, subsystems and elements of the complete general functional cycle, including forecasting and planning, organization, coordination of work, etc.;
• Ш systematicity, which determines the constant implementation of all quality management work, their durability 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;
• Simplicity and clarity, which must be implemented for everyone working to understand everything that relates to quality management and ensuring the competitiveness of not only products, but also the enterprise as a whole. In market conditions this is extremely important.

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

In a number of literary sources, the composition of the general educational functions 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 periodic reorientation of goals and constant changes in environmental conditions, cannot be discrete, but must be continuous;
• · organization aimed at structuring all work of an organizational nature and their distribution vertically and horizontally to achieve goals and implement planned plans in the field of quality and competitiveness:
• · motivation that ensures the activation of the work of workers to perform all types of work with high quality(without errors) in accordance with distributed functions, plans and requirements. Motivation includes, as a rule, external stimulation (material and moral) and psychological stimulation (creating conditions for interest in work, the need for work activity, satisfaction from labor activity). This is one of the most important managerial functions that contribute to achieving the company's goals 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 what was planned with what has been achieved and 4) taking corrective, “soft” measures when deviations from planned.

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

When considering OFU quality, it should be noted that in production process(V production system) are carried out specific general production functions (GPF), included which may include functions: preparatory, production of products or services (work), flow natural processes, transportation, control and testing, final function.

The main (basic) principle of system quality management, all general principles, as well as system-wide principles predetermine the creation target quality management system and the presence in it of a corresponding set of subsystems and their components: firstly, login elements and secondly, object(managed subsystem) and subject(control subsystem) of the system. In relation to a system, 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 formed by senior managers focus on obtaining the final result of systemic quality management. They must be expressed both qualitatively and quantitatively. The most preferred type is quantitative, which precisely defines the criteria for achieving goals (completeness, timing and resources). The quality policy and obligations are formed by the manufacturer (supplier) depending on its goals. All quality goals must be interconnected with each other and with the goals of other systems. For example, access to 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 economic situation enterprises. An enterprise's obligations in the field of quality are usually specified in contracts for the supply of products.

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

• 1. Customer focus. 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 unity of purpose and direction for the organization. They should create and maintain an internal environment in which employees can be fully involved in solving the organization's problems.
• 3. Employee involvement. Employees at all levels form the backbone of the organization, and their full involvement enables the organization to benefit from their abilities.
• 4. Process approach. The desired result is achieved more effectively when activities and associated resources are managed as a process. According to ISO 9000-2001 process- a set of interrelated and interacting activities that transform “inputs” and “outputs”. In this case, the “inputs” to a particular process are the “outputs” of other processes.
• 5. Systematic approach to management. Representation of management as a system of interconnected processes, which provides a greater contribution to the effectiveness and efficiency of the organization in achieving its goals.
• 6. Unchanging goal - continuous improvement of the organization's activities as a whole based on quality.
• 7. Making decisions based on facts. 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 relationships of mutual benefit and interest significantly enhance the ability of both parties to more effectively achieve their goals.

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

It should be noted that the subsystem general management quality, where the governing body is the highest level of enterprise management, must be considered in unity and interconnection with all other subsystems. Taking into account modern market requirements, it is advisable for each of all types of products, regardless of delivery conditions, to carry out quality management in a specialized “product system”. Quality management must be carried out at all stages of the product life cycle, i.e. it should be sliding. The goals of quality management at each stage for each specific type of product can be individual. However, you should stop at the last stage of the life cycle. It is advisable to recognize the elimination or reduction to a minimum as the goals of quality management at the stage of recycling or destruction of products in market conditions. harmful effects on environment and savings in energy and raw material consumption after use (or as a result of irreparable defects). It is essential that developers and manufacturers consider the possibility of commercialization for reuse (eg charms and packaging) or other uses. To do this, at a minimum, you should:

• Ш ensure low labor intensity of disassembling the product for the purpose of its disposal or destruction;
• SH protect the consumer from any significant concerns regarding the performance of work related to the disposal or destruction of previously purchased products;
• Ш to create, on the part of the state, preferential conditions for manufacturers and consumers for coordinated actions on the economically feasible process of recycling products;
• 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 corresponding stages and stages.

The core of the spiral is the development and implementation of the life cycle of new and modernized products, which is 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 MC subsystems solely to achieve goals and objectives in the field of quality, it is necessary to perform a full range of special(specific) quality management functions.

The implementation of any of the principles is impossible without sufficient knowledge and professional skills to improve, ensure and manage quality. This requires massive, continuous and systematically th preparation of training and advanced training as manufacturers and consumers.

The implementation of the principles of systemic quality management creates the preconditions for strengthening the activity of personnel in the field of quality at the enterprise and ensures higher competitiveness of products, which logically implies close interaction and interrelation with business activity in production. Activity in the field of quality with systemic quality management certainly leads to a systematic, consistent increase in quality, which, like business activity in production, has similar cycles, and the cycle of activity in improving quality naturally predetermines and preempts business activity in production. Cycles of quality improvement activity should be targeted at all levels of management.

In this regard, it objectively arises the need for multi-level quality management not only of the enterprise, but of all hierarchical structures control on s le blowing cabbage soup x levels:

• · intersectoral federal (in the intersectoral federal quality management system);
• · sectoral federal (in sectoral federal quality management systems);
• · intersectoral subjects of the Federation (in the quality management systems of the subjects of the Federation);
• · sectoral subjects of the Federation (in sectoral quality management systems of subjects of the Federation);
• · territorial (in city and district quality management systems);
• · associations of enterprises (in associations' quality management systems);
• · enterprises (in enterprise quality management systems);
• · workshop, department (in the quality management systems of workshops, departments);
• · a section (bureau) of a workshop (department) of an enterprise (in the quality management systems of sections);
• · workplace (in workplace quality management systems).

It should be noted that in quality management systems with hierarchical levels above the unification, 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 use of influences, mainly of an organizational and regulatory nature. Priority should be given to the impact inherent in market relations, adequate to ownership relationships and levels of management. Such influence should be focused on conditions and factors that will improve the quality of that homogeneous products, where the lag is expected. Where some advantage has been obtained, the impact should be aimed at maintaining the achieved level of quality. This approach is conditional 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 the above principles, one should comply with business ethics, since quality management in the conditions of 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, sales, 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 interconnected quality management systems of enterprises, i.e. Quality management must be integrative.

When managing quality it seems appropriate combine universal, collective and individual responsibility and quality, but the greatest responsibility should nevertheless lie with the highest level of management. This is one of the indispensable principles modern management quality.

Effective achievement of quality goals is possible only if all control actions are anticipatory, proactive and proactive in relation to emerging deviations from established requirements(which is the most important and fundamental thing). Of course, this does not exclude, but, on the contrary, requires that in the event of ineffectiveness of such influences (i.e., in the event of a “failure” of preventive actions in quality management), the deviations that have arisen must be eliminated as quickly and efficiently as possible. At the same time, efficiency should be aimed not only, or rather, not so much at the speedy elimination of deviations of actual quality from the required, but at developing proactive preventive control actions to prevent possible negative deviations. It is obvious that efficiency and subsequent positive impact of quality management actions are possible only with 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 compete adequately in the global market.

In the target management system of the enterprise, including the quality management system, it is essential both in the conditions of a centralized economy and a market one. planning. All goals, policies and obligations, and measures to implement them must be implemented taking into account market conditions in certain planning periods and reflected in the relevant documents of a planning nature (for example, in the CPC, business plan, operational plans, etc.). Planning must be flexible, responsive and serve effective basis specifying and achieving the goals of the quality management system. Particularly important is planning the traditionally “narrow” material and technical supply (MTS) for domestic manufacturers.

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

Construction and operation of a 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, for example, required by MS ISO 9000 series and GOST 40 system standards). Thus, quality management should largely be based on organizational, methodological, legal and regulatory documentation. This set of documents represents the regulatory and methodological support for the quality management system, which determines the possibility and the need to use standardization and regulation in management.

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

Thus, in the conditions of market relations, the need for universal (total) systemic quality management arises under the “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 must pay constant attention general organization quality management and quality supervision.