4. Enterprise management system

4.5. Enterprise quality management

4.5.2. Organization of quality management at the enterprise

Quality management is aimed, first of all, at ensuring the competitiveness of the enterprise, i.e. its ability to maintain and expand markets. In this case, the leading link is the quality of the products (Fig. 4.23). Quality – is a set of properties and characteristics of a product that give it the ability to satisfy conditional or anticipated needs, and property is called the objective ability of a product, which can manifest itself during its creation, operation, consumption or disposal.

Quality management systems at the enterprise have a multifaceted nature of activity. This includes constant training and retraining of personnel, working with consumers and suppliers, updating products and technologies, etc. One of the most important elements of the quality management system is product quality management mechanism– a set of interrelated objects and subjects of management, used principles, methods and functions of management at various stages of the product life cycle and levels of quality management. The composition of the elements of this subsystem is shown in Fig. 4.24.

Rice. 4.23. The place of product quality among competitiveness factors

As can be seen from the list above, the grouping of elements of the quality management mechanism is based on the identification of general management functions (general subsystems), specific elements directly related to activities in the field of quality (special subsystems) and supporting subsystems. Coordination of activities in all these areas is assigned to the highest level of enterprise management, including the head of the enterprise.

In large and medium-sized enterprises, as a rule, quality management is allocated functionally and assigned to the director (deputy director) for quality, who is responsible for the effective functioning and development of the quality management mechanism. But it is important to understand that, based on the principles of total quality management, all members of the enterprise team should be involved in the quality management process.

Rice. 4.24. Composition of elements of the product quality management mechanism

General quality management subsystems

General quality management subsystems at the enterprise are assigned to top management and must ensure the comprehensive implementation of general management functions aimed at continuous improvement of the enterprise's activities.

The key element here is planning. Under quality management process planning understand the establishment of reasonable tasks for all services and divisions of the enterprise aimed at improving the quality parameters of their activities and interaction. This approach is based on the fact that product quality is the result of the interaction of all employees of the enterprise, all processes of its creation and delivery to the consumer.

Quality management planning is based on the policy developed at the enterprise. The quality policy can be formulated as a company operating principle or a long-term goal planned activities and should include:

· improving the economic situation of the enterprise;

· expanding or conquering new markets;

· achieving a technical level of products that exceeds the level of leading enterprises and firms;

· focus on meeting the consumer requirements of certain industries or regions;

· development of products whose functionality is implemented on new principles;

· improvement of the most important indicators of product quality;

· reducing the level of defects in manufactured products;

· increasing the warranty period for products;

· service development.

One of the most important areas of planned work in the field of quality management is planning the quality of products. Under product quality planning refers to the establishment of reasonable targets for its release with the required values ​​of quality indicators at a given moment or during a given time interval. Quality improvement planning should be based on scientifically based forecasting of the needs of internal and foreign market. Wherein big role in the correct justification of quality improvement plans, they acquire the use of data on the results of product operation, generalization and analysis of information on the actual level of its quality.

The effectiveness of quality improvement planning must be ensured by the fact that it is carried out on different levels management and stages of the product life cycle, including design, production and operation. Quality improvement plans must be supported by the necessary material, financial and labor resources, and planned indicators and quality improvement activities must be carefully justified by cost-effectiveness calculations.

The list of main tasks for planning to improve product quality includes:

· ensuring the release of products with maximum compliance of their properties with existing and future market needs;

· achieving and exceeding the technical level and quality of the best domestic and foreign samples;

· establishing economically optimal targets for improving product quality from the point of view of their resource provision and consumer requests;

· improving the structure of manufactured products by optimizing their size range;

· increasing the output of certified products;

· improvement of individual consumer properties of already manufactured products (reliability, durability, efficiency, etc.);

· timely replacement, production reduction or discontinuation of obsolete and uncompetitive products;

· ensuring strict compliance with the requirements of technical regulations, standards, technical conditions and other regulatory documentation, timely implementation of newly developed and revision of outdated standards;

· development and implementation of specific measures to ensure the achievement of a given level of quality;

· increasing the economic efficiency of production and using products of improved quality.

Subjects of product quality planning Ultimately, there are various activities and indicators that reflect both the individual properties of the product and the various characteristics of the quality management system and processes.

The quantitative characteristic of one or more properties of a product that make up its quality is called indicator of product quality. The set of product quality indicators can be classified according to the following criteria:

· by the number of characterized properties (single, complex and integral indicators);

· in relation to various product properties (indicators of reliability, manufacturability, ergonomics, etc.);

· by stage of determination (design, production and operational indicators);

· by determination method (calculated, statistical, experimental, expert indicators);

· by the nature of use to assess the level of quality (basic and relative indicators);

· by the method of expression (dimensional indicators and indicators expressed in dimensionless units of measurement, for example, points, percentages).

These indicators are reflected in specific tasks for improving product quality, in plans for research and development work, standardization and metrological support, implementation of quality management systems, technical development of the enterprise, personnel training, etc.

Planning to improve product quality at the enterprise as a whole should always be supplemented by in-production planning. In this case, generalizing, single and complex quality indicators can be used, which are differentiated taking into account the features of planning by its types (prospective, current) and management levels (enterprise, workshop, site, department).

When drawing up quality improvement plans for each structural unit, one should proceed from the level of quality indicators approved in the enterprise plan and the ability of the units to influence them. That's why for structural units enterprises, depending on their specifics, need to set specific tasks to improve product quality and work quality, which must be clearly linked to the subsequent assessment and stimulation of their production and economic activities.

Plans of the main workshops must contain tasks to improve the quality of blanks, parts and assembly units in accordance with the production process of this workshop. For example, these could be tasks to increase the accuracy and cleanliness of processing, to expand the production of parts with special types of coatings, to master the production of new products.

For assembly shops of enterprises, it is advisable to plan: the main indicators of product quality, which are established at the enterprise level: the level of delivery of products from the first presentation; reduction of losses from defects and complaints. The last two indicators can be used for machining shops, sections and teams. For these workshops, it is also advisable to plan a reduction in the number of returns of parts and assemblies from consumer workshops.

For each auxiliary production workshop It is advisable to plan both indicators and activities, the implementation of which should ensure high quality products in the main production shops. For example, for a mechanical repair shop the most important indicator may be the share of equipment (in the total volume of repaired machines and machines) that has achieved the specified technological accuracy after repair.

If the quality of products and the quality of work of workshops cannot be expressed by a relatively small number of indicators, then it is advisable to use quality coefficients, the level of which depends on the implementation of a large number of measures to improve the quality of manufactured products. For individual workshops of the enterprise, based on their specifics, their own criteria for improving quality and corresponding standards for changing indicators are established.

Along with plans for workshops and areas to improve product quality, it is advisable to develop related plans for functional departments and services.

The plans of design departments may include tasks for the development of new types of products, improving the quality indicators of products subject to modernization, increasing the level of aggregation and unification, etc.

For the departments of the chief technologist, chief mechanic, etc., it is advisable to plan activities that meet the profile of these departments. For example, the department plan of the chief technologist should contain tasks for the introduction of modern technological processes, elimination (reduction) of defects, equipping production with various devices, models, etc.

It should be noted that the object of in-production planning can be the quality of production and the quality of work. In workshops, this is the share of products delivered from the first presentation, reducing losses from defects, reducing the number of complaints and returns of products from consumer workshops. In design and engineering services - delivery of documentation on first presentation and return percentage technical documentation for revision. In the technical control department - reduction in the number of complaints, the state of control and measuring equipment, etc.

The required level of product quality can be jointly established (i.e. planned) by its manufacturer and consumer in the contract. Various aspects of establishing, ensuring and monitoring the level of product quality in agreements and contracts of the most various types regulated by current legislation (Civil Code of the Russian Federation. Part II; Criminal Code of the Russian Federation; Law of the Russian Federation “On the Protection of Consumer Rights” and other documents).

When planning the required level of product quality in agreements and contracts, it is necessary to take into account that its determination can be carried out in the following ways: according to standards, according to technical descriptions, according to samples, catalogs and projects of the seller. These data are an integral part of the contract.

Process of organization, coordination and regulation fulfillment of planned targets is carried out by the heads of departments responsible for the relevant sections of the quality improvement plan.

The system of control and monitoring of the implementation of quality improvement plans requires special attention from management. Control is the process of determining and evaluating information about deviations of actual values ​​from given values ​​or their coincidence and the results of analysis. It must be emphasized that quality control carried out by the relevant departments of enterprises is primary (preceding in time) in relation to control by other quality management entities.

The subject of control can be not only executive activities, but also the work of the manager. Control information is used in the process of performing all management functions. Therefore, planning and control are currently being combined into a single management system (Controlling): planning, control, reporting, management.

The control process must go through the following stages:

1. Definition of the control concept (comprehensive control system “Controlling” or private checks);

2. Determining the purpose of control (decision on the feasibility, correctness, regularity, effectiveness of the management process);

3. Planning the inspection:

a) objects of control (potentials, methods, results, indicators, etc.);

b) verifiable standards (ethical, legal, production, etc.);

c) subjects of control (internal or external control bodies);

d) control methods;

e) scope and means of control (full, continuous, selective, manual, automatic, computerized);

f) timing and duration of inspections;

g) sequence, methods and tolerances of inspections.

4. Determination of actual and prescribed values.

5. Establishing the identity of discrepancies (detection, quantification).

6. Developing a solution, determining its weight.

7. Documenting the solution.

9. Communication of the decision (oral, written report).

10. Evaluation of the solution (analysis of deviations, localization of causes, establishment of responsibility, investigation of correction possibilities, measures to eliminate deficiencies).

Types of control are distinguished by the following characteristics:

1. According to the affiliation of the subject of control to the enterprise:

· internal;

· external.

2. Based on the basis for control:

· voluntary;

· in law;

· according to the Charter.

3. By object of control:

· process control;

· control over decisions;

· control over objects;

· control over results.

4. By regularity:

· systemic;

· irregular;

· special.

Quality control must confirm compliance with specified product requirements, including:

· incoming control (materials should not be used in the process without control; inspection of the incoming product must comply with the quality plan, established procedures and can take various forms);

· intermediate control (the organization must have special documents recording the control and testing procedure within the process, and carry out this control systematically);

· final control (designed to identify compliance between the actual final product and that provided for in the quality plan; includes the results of all previous checks and reflects the product’s compliance with the necessary requirements);

· registration of control and test results (documents on control and test results are provided to interested organizations and individuals).

Technical control of the quality of products and the processes of their creation at enterprises is carried out by technical control departments (QCD), which are functionally linked only to the quality management system, as a rule, to the director (deputy director) for quality. Quality Control Departments have divisions of general plant competence (as a rule, they are specialized in certain types of activities - control of products, incoming components, analysis of the causes of defects, complaints, etc.) and technical control bureaus in the workshops of the enterprise, which carry out direct and independent control of the progress of the production process. Main tasks of technical control are to ensure the release of high-quality products in accordance with technical regulations, standards and specifications, identifying and preventing defects, and taking measures to further improve the quality of products.

Quality control operations are integral component technological process of production of products, as well as their subsequent packaging, transportation, storage and shipment to consumers. Without employees of the control service of the enterprise (workshop, site) carrying out the necessary verification operations during the production process of products or upon completion of individual stages of their processing, the latter cannot be considered fully manufactured, and therefore are not subject to shipment to customers. It is this circumstance that determines the special role of technical control services.

An integral part of the general quality management subsystems is motivation, stimulating staff work to constantly improve the quality of their activities, products and general production culture.

There are fundamentally two forms of motivation – external and internal.

Extrinsic motivation is a means to achieve a goal, for example, to earn money, gain recognition, or occupy a higher position. Moreover, it can be used in two directions: as an incentive when expecting benefits - the principle of hope; as a means of pressure when expecting shortcomings - the principle of fear.

Extrinsic motivation directly influences behavior, but its effectiveness is limited as long as it is perceived as incentive or pressure.

Intrinsic motivation– this is an understanding of meaning, conviction. It arises if the idea, goals and objectives, and the activity itself are perceived as worthy and appropriate. In this case, a specific state is created that determines the direction of actions, and behavior will become the result of a corresponding internal attitude, and this is true not only for humans. Many organizations began to create a quality system due to external motivation: hopes for competitive advantages and strengthening their position in the market, fear of product non-compliance with future quality standards and loss of the market created its basis.

Other companies decide to implement a quality philosophy based on the belief that preventing defective products should be their principle position in the world of production. This position is true for many areas of life. In this case we are talking about internal motivation. Intrinsic motivation is present when an idea, task, or activity is perceived as worthwhile and worthwhile. You need to feel responsible for this and be able to predict the results. Then the behavior will become a result resulting from the corresponding attitude.

The importance of extrinsic motivation for work is great. Intrinsic motivation is becoming more and more important in today's manufacturing world. It is important because of its long-term impact on job performance and work attitudes. Its influence is stronger the higher and more varied the requirements for the content of the work, the more the person’s internal state corresponds to it.

In quality management staff motivation– this is an incentive for employees to actively work to ensure the required quality of products. Motivation is based on the principle of providing employees with opportunities to achieve personal goals through a conscientious attitude to work. Motivation in management is associated primarily with a skillful combination of management methods and the formation of the most effective leadership style. It is implemented in the process and forms of hiring, contract terms, the system of payment and incentives, advanced training and is the foundation of any organization, which largely determines its competitiveness.

To date, there have been quite a few approaches to motivating people in the interests of the enterprise, its image and, of course, the quality of its products. In quality management, the nature of people's motivation shifts from the dominance of organizational, managerial and economic methods towards socio-psychological management methods, the transition from dictatorial leadership styles towards participatory ones. The most characteristic signs of such shifts are illustrated by U. Ouchi’s theory, developed on the basis of the experience of leading companies in the USA, Europe and Japan (Table 4.5).

Table 4.5

For sustainable motivation, the combination of different types of rewards for people for positive results or processes of their activities is of great importance. In management, at least 8 methods of reward are used: money, approval, action (for example, providing shares of one’s enterprise), reward with free time, mutual understanding and interest in the employee, career advancement, provision of independence and favorite work, prizes.

Special subsystems of the quality management mechanism at the enterprise.

Quality management as a private management function has its own specific subsystems - testing, defect prevention, standardization and conformity assessment (including certification and certification of products).

Tests are a special type of control of the most important parts and assemblies, as well as finished products. Testing is the determination or study of one or more characteristics of a product under the influence of a set of physical, chemical, natural or operational factors and conditions. Tests are carried out according to appropriate programs. Depending on the purpose, there are the following main types of tests:

· preliminary tests – tests of prototypes to determine the possibility of acceptance tests;

· acceptance tests – tests of prototypes to determine the possibility of putting them into production;

· acceptance tests – tests of each product to determine the possibility of its delivery to the customer;

· periodic tests – tests that are carried out once every 3-5 years to check the stability of the production technology;

· type tests – tests of serial products after significant changes have been made to the design or technology.

When controlling product quality, physical, chemical and other methods are used, which can be divided into two groups: destructive and non-destructive.

Destructive methods include the following tests:

· tensile and compression tests;

· impact tests (explosion);

· tests under repeatedly variable loads;

· hardness tests.

Non-destructive methods include:

· magnetic (magnetographic methods);

· acoustic (ultrasonic flaw detection);

· radiation (flaw detection using X-rays and gamma rays);

· organoleptic (visual, auditory, etc.).

Work on product quality management is based on marriage prevention system. This is manifested in the operation of all subsystems and especially in the technical control subsystem.

Firstly, technical control, aimed at preventing imbalances in production processes and the occurrence of deviations from the requirements established for the quality of products, contributes to the prevention of defects, its detection at the earliest stages of technological processes and prompt elimination with minimal expenditure of resources, which undoubtedly leads to improving the quality of products, increasing production efficiency.

Secondly, strict and objective control of the quality of products by quality control department employees prevents defects from entering the gates of manufacturing enterprises, helps to reduce the volume of low-quality products supplied to consumers, and reduces the likelihood of additional overhead costs inevitably arising from poor control in identifying and eliminating various defects in already assembled products. products, storage, shipment and transportation of substandard products to consumers, their incoming control by special departments and the return of defective products to manufacturers.

Thirdly, the reliable operation of the quality control service creates the necessary prerequisites for eliminating duplication and parallelism in the work of other services of the enterprise, reducing the volume of information processed by them, releasing many qualified specialists engaged in double-checking products accepted by the technical control service of the enterprise, significantly reducing the number of disagreements having place in assessing the quality of products by various control subjects, reducing the costs of technical control and increasing its efficiency. A typical diagram of the marriage prevention system is shown in Fig. 4.25.

An important element in quality management systems is standardization – rule-making activity that finds the most rational norms and then enshrines them in normative documents type of standard, instructions, methods and requirements for product development, i.e. This is a set of tools that establish compliance with standards.

Standardization is one of the most important elements of the modern mechanism for managing the quality of products (works, services). According to the International Organization for Standardization (ISO), standardization - the establishment and application of rules in order to streamline activities in certain areas for the benefit and with the participation of all interested parties, in particular to achieve overall optimal savings while complying with functional and safety requirements.

According to the law on technical regulation standardization– activities to establish rules and characteristics for the purpose of their voluntary repeated use, aimed at achieving order in the areas of production and circulation of products and increasing the competitiveness of products, works or services.

Rice. 4.25. System for preventing defects at the enterprise

Standard– a document in which, for the purpose of voluntary repeated use, the characteristics of products, rules for implementation and characteristics of the processes of production, operation, storage, transportation, sale and disposal, performance of work or provision of services are established. The standard may also contain requirements for terminology, symbols, packaging, markings or labels and rules for their application. Standard – This is a regulatory and technical document on standardization, establishing a set of rules, norms, requirements for the object of standardization and approved by the competent authority. Standards are presented in the form of documents containing certain requirements, rules or norms . These are also the basic units of measurement or physical constants (for example, meter, volt, ampere, Kelvin absolute zero, etc.). Standards include all items for physical comparison: state primary standards of units of length, mass, strength, etc.

Standardization is carried out for the purposes of:

· increasing the level of safety of life or health of citizens, safety of property of individuals or legal entities, state or municipal property, environmental safety, safety of life or health of animals and plants and assistance in compliance with the requirements of technical regulations;

· increasing the level of safety of facilities, taking into account the risk of emergencies of a natural and man-made nature;

· ensuring scientific and technological progress;

· increasing the competitiveness of products, works, services;

· rational use of resources;

· technical and information compatibility;

· comparability of research (test) and measurement results, technical and economic-statistical data;

· interchangeability of products.

Standardization is carried out in accordance with the principles:

· voluntary application of standards;

· maximum consideration when developing standards of the legitimate interests of interested parties;

· application of an international standard as the basis for the development of a national standard, except in cases where such application is considered impossible due to inconsistency of the requirements of international standards with the climatic and geographical features of the Russian Federation, technical and (or) technological features or on other grounds, or the Russian Federation, in accordance with established procedures, opposed the adoption of an international standard or a separate provision thereof;

· inadmissibility of creating obstacles to the production and circulation of products, performance of work and provision of services to a greater extent than is minimally necessary to achieve the goals of standardization;

· inadmissibility of establishing standards that contradict technical regulations;

· providing conditions for uniform application of standards.

The current standardization system allows us to develop and maintain up to date:

· unified technical language;

· unified ranks of the most important technical characteristics products (tolerances and fits, voltage, frequency, etc.);

· standard size ranges and standard designs of products for general machine-building applications (bearings, fasteners, cutting tools, etc.);

· system of classifiers of technical and economic information;

· reliable reference data on the properties of materials and substances.

Modern standardization is based on the following methodological provisions formation of standards: consistency; repeatability; variation; interchangeability.

Systematic principle defines a standard as an element of a system and ensures the creation of systems of standards interconnected by the essence of specific standardization objects. Consistency is one of the requirements for standardization activities, which involves ensuring mutual consistency, consistency, unification and eliminating duplication of standard requirements.

Repeatability principle means defining a range of objects to which things, processes, relationships are applicable that have one common property - repeatability in time or space.

The principle of variation in standardization means the creation of a rational variety (ensuring a minimum of rational varieties) of standard elements included in the object being standardized.

The principle of interchangeability provides (in relation to technology) the possibility of assembling or replacing identical parts manufactured at different times and in different places.

To achieve social and technical and economic goals, standardization fulfills certain Features:

1. The function of ordering - overcoming the unreasonable variety of objects (inflated product range, unnecessary variety of documents) comes down to simplification and limitation.

2. Security ( social function) – ensuring the safety of consumers of products (services), manufacturers and the state, uniting the efforts of humanity to protect nature from the technogenic impact of civilization.

3. The resource-saving function is due to the limited material, energy, labor and natural resources and consists in establishing regulatory documents reasonable restrictions on resource expenditure.

4. The communicative function ensures communication and interaction between people, in particular specialists, through personal exchange or the use of documentary means, hardware systems and message transmission channels. This function is aimed at overcoming barriers to trade and promoting scientific, technical and economic cooperation.

5. The civilizing function is aimed at improving the quality of products and services as components of the quality of life.

6. Information function. Standardization provides material production, science, technology and other areas with regulatory documents, standards of measures, product standards, product catalogs, product catalogs as carriers of valuable technical and management information.

7. The function of rule-making and law enforcement is manifested in the legitimation of requirements for objects of standardization in the form of a mandatory standard (or other regulatory document) and its universal application as a result of giving the document legal force.

The main task of standardization– creation of a system of normative and technical documentation that defines progressive requirements for products manufactured for the needs of the national economy, population, national defense, export, as well as monitoring the correct use of this documentation.

The main tasks of standardization are:

1) ensuring mutual understanding between developers, manufacturers, sellers and consumers (customers);

2) establishing optimal requirements for the range and quality of products in the interests of the consumer and the state, including ensuring its safety for environment, life, health and property;

3) establishing requirements for compatibility (structural, electrical, electromagnetic, information, software, etc.), as well as interchangeability of products;

4) coordination and coordination of indicators and characteristics of products, their elements, components, raw materials and supplies;

5) unification based on the establishment and application of parametric and standard size series, basic designs, structurally unified block-modular parts of products;

6) establishment of metrological norms, rules, regulations and requirements;

7) regulatory and technical support for control (testing, analysis, measurements), certification and assessment of product quality;

8) establishing requirements for technological processes, including in order to reduce material intensity, energy intensity and labor intensity, and ensure the use of low-waste technologies;

9) creation and implementation of classification and coding systems for technical and economic information;

10) regulatory support for interstate and state socio-economic and scientific-technical programs (projects) and infrastructure complexes (transport, communications, defense, environmental protection, habitat control, public safety, etc.);

11) creation of a cataloging system to provide consumers with information about the nomenclature and main indicators of products;

12) assistance in the implementation of the legislation of the Russian Federation by methods and means of standardization.

The standardization action mechanism consists of four stages:

1. Selection of the object of standardization (systematic, repeating objects).

2. Modeling of a standardization object (abstract model of a real object).

3. Model optimization (optimal model of the object being standardized).

4. Standardization of the model (development of a regulatory document based on a unified model).

Standardization methods– this is a technique or a set of techniques with the help of which the goals of standardization are achieved. Standardization is based on general scientific and specific methods. General scientific methods include the ordering of standardization objects and parametric standardization.

Ordering of standardization objects – a universal method in the field of standardization of products, processes and services. Streamlining as diversity management is primarily associated with diversity reduction. The result of streamlining work is, for example, restrictive lists of components for the final finished product; albums of standard product designs; standard forms of technical, managerial and other documents. Ordering as a universal method consists of separate components:

a) systematization objects of standardization consists in a scientifically based, consistent classification and ranking of a set of specific objects of standardization (an example is All-Russian classifier industrial and agricultural products - OKP, which systematizes all commercial products in the form of various classification groups and specific product names);

b) selection objects of standardization - activity consisting in the selection of such specific objects that are considered appropriate for further production and use in social production;

c) simplification– activity consisting in identifying specific objects that are recognized as inappropriate for further production and use in social production;

d) typing standardization objects - activities to create standard (exemplary) objects - structures, technological rules, documentation forms;

e) optimization standardization objects is to find the optimal main parameters (target parameters), as well as the values ​​of other indicators of quality and efficiency.

Parametric standardization is based on the ordering of standardization objects by compiling parametric series of product characteristics, processes, classifiers, etc.

Among the main Specific methods of standardization include unification, aggregation, comprehensive and advanced standardization.

Under unification understand actions aimed at reducing the unjustified variety of various products, parts, assemblies, technological processes and documentation to a technically and economically justified rational minimum. Unification can be considered as a means of optimizing quality parameters and limiting the number of standard sizes of manufactured products and their components. At the same time, unification affects all stages of the product life cycle, ensures the interchangeability of products, components and assemblies, which, in turn, allows enterprises to cooperate with each other.

Aggregation means a method of designing and operating products based on the functional and geometric interchangeability of their main components and assemblies.

Objects of standardization there may be products, services and processes that have the prospect of repeated reproduction and (or) use.

The immediate result of standardization is, first of all, a normative document (ND). Regulatory document– a document establishing rules, general principles or characteristics relating to various activities or their results. The term “normative document” is generic, covering such concepts as standards and other normative documents on standardization - rules, recommendations, codes of established practice, regulations, classifiers.

Depending on the specifics of the standardization object, as well as on the content of the requirements being developed and imposed on it, all standards are divided into the following types:

· fundamental standards;

· standards for products and services;

· process standards;

· standards for methods of control, testing, measurements, analysis.

The scope of standardization work at an enterprise depends on:

· scale of production and cooperation;

· nomenclature and complexity of products, the degree of its novelty and intensity of change;

· status of the enterprise standardization service and the tasks assigned to it.

Rice. 4.26. Main elements and categories of the current standardization system

In order to ensure competitiveness, the ever-increasing scale of enterprise activity is associated with work to confirm compliance with product requirements, the processes of its creation and sale, and management systems. Confirmation of conformity is any activity associated with directly or indirectly determining that relevant requirements are being met.

Confirmation of conformity is carried out in order to:

· certification of compliance of products, production processes, operation, storage, transportation, sales and disposal, works, services or other objects with technical regulations, standards, contract terms;

· assistance to purchasers in the competent selection of products, works, services;

· increasing the competitiveness of products, works, services in the Russian and international markets;

· creating conditions to ensure the free movement of goods across the territory of the Russian Federation, as well as for the implementation of international economic, scientific and technical cooperation and international trade.

Confirmation of conformity is carried out on the basis principles:

· availability of information on the procedure for confirming compliance to interested parties;

· inadmissibility of applying mandatory confirmation of conformity to objects for which the requirements of technical regulations are not established;

· establishing a list of forms and schemes for mandatory confirmation of conformity in relation to certain types of products in the relevant technical regulations;

· reducing the time required for mandatory confirmation of compliance and the costs of the applicant;

· inadmissibility of coercion to carry out voluntary confirmation of conformity, including in a certain voluntary certification system;

· protection of the property interests of applicants, compliance with trade secrets in relation to information obtained during the confirmation of compliance;

· inadmissibility of replacing mandatory confirmation of conformity with voluntary certification.

In world and domestic practice, various methods are used to confirm the compliance of objects with specified requirements, which are carried out by different parties - manufacturers, sellers, customers, as well as bodies and organizations independent of them. The latter, in particular, may be state supervision over compliance with the mandatory requirements of technical regulations, the activities of technical and sanitary safety supervision bodies, departmental control and acceptance of products for government needs (state reserve, orders for defense products, etc.). The following forms of conformity confirmation exist on the territory of the Russian Federation:

1. Confirmation of compliance may be voluntary or mandatory.

2. Voluntary confirmation of conformity is carried out in the form of voluntary certification.

3. Mandatory confirmation of compliance is carried out in the following forms:

4. Adoption of a declaration of conformity and mandatory certification.

Certification– the form of confirmation of compliance of objects with the requirements of technical regulations, provisions of standards or terms of contracts carried out by the certification body;

Certification stands out from conformity assessment procedures in that it is performed by a third party, independent of manufacturers (suppliers) and consumers, which guarantees the objectivity of its results. Therefore, in conditions when competition in the market has moved from the sphere of price to the sphere of product quality, certification has become an indispensable part of an effectively functioning market economy.

A number of stages can be distinguished in the development of certification: acceptance control, statistical acceptance control, product certification, certification of quality and production systems.

Voluntary confirmation of conformity is carried out at the initiative of the applicant under the terms of an agreement between the applicant and the certification body. Voluntary confirmation of conformity can be carried out to establish compliance with national standards, organizational standards, voluntary certification systems, and contract terms.

Mandatory certification is carried out in cases provided for by the legislative acts of the Russian Federation.

A distinction is made between self-certification and third-party certification. Self-certification performs all necessary actions and declares this in a special document or by placing a mark of conformity on the product, or in an accompanying document. Third Party Certification carried out by a system of bodies that are formally not related to either the manufacturer or the consumer of the product.

If the conformance check is successful, the following is issued: certificate of conformity– a document certifying the object’s compliance with the requirements of technical regulations, provisions of standards or terms of contracts.

Confirmation of conformity includes a certain set of works in accordance with its goals (Fig. 4.27.).

Rice. 4.27. Types of work during conformity assessment

To ensure recognition of certificates and marks of conformity abroad, the rules and recommendations for certification are built in accordance with current international standards and regulations set out in the guidelines of the International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC), international standards ISO 9000 and 10000 series, European standards of the 45000 and 29000 series, in documents of other international and regional organizations carrying out certification work.

Supporting subsystems quality management mechanism is a necessary resource component in accordance with TQM requirements. A specific element here is metrological support. The accuracy of measuring and testing equipment affects the reliability of the quality assessment, so ensuring its quality is especially important.

Among the regulatory documents regulating metrological activities, the following are distinguished: the Law of the Russian Federation on the uniformity of measurements and the international standard ISO 10012:2003 on confirmation of the metrological suitability of measuring equipment.

When operating inspection, measuring and testing equipment, the establishment must:

· determine what measurements should be made, by what means and with what accuracy;

· document the equipment’s compliance with the necessary requirements;

· regularly carry out calibration (checking the instrument divisions);

· determine the calibration method and frequency;

· document calibration results;

· provide conditions for the use of measuring equipment taking into account environmental parameters;

· eliminate faulty or unsuitable control and measuring equipment;

· make adjustments to equipment and software only with the help of specially trained personnel.

Passage of control and testing of products must be confirmed visually (for example, using labels, tags, seals, etc.). Those products that do not meet the inspection criteria are separated from the rest.

It is also necessary to identify the specialists responsible for carrying out such control and establish their powers.

Control questions:

1. What is meant by the management process?

2. What is the object of management, what is the subject of management?

3. What is the purpose of management?

4. List management functions.

5. Name management methods.

6. What control methods are most commonly used?

7. What are the main elements of the decision-making process?

8. How are powers distributed when making decisions?

9. What are the risks when making a decision?

10. What is meant by decision risk?

11. What are the main types of risk?

12. How does the presence of a risk factor affect decision making?

13. How is the attractiveness of an enterprise on the market assessed?

14. How is strategic position in the market assessed?

15. Describe the concept of “organizational management structure”.

16. What connections exist between the elements of the organizational structure?

17. Name the main organizational structures of the hierarchical (bureaucratic) type, indicate their advantages and disadvantages.

18. List the criteria for the marketing approach to building the organizational structure of an enterprise.

19. List the criteria for the marketing approach to production and management processes.

20. What is the essence of the marketing approach?

21. What is the effectiveness of the marketing approach?

22. Why is the marketing approach rarely used in practice?

23. How does marketing affect the efficiency of production organization?

24. List the methods of distribution of goods.

25. What strategies exist for pushing products?

26. What is the essence of logistics management in an enterprise?

27. What is meant by product quality?

28. What is meant by product quality planning?

29. List the elements of product quality management.

30. What does the system for preventing defects at an enterprise include?

31. Define standardization.

32. What is meant by compliance testing?

This may be of interest (selected paragraphs):
- Control questions
-

Product quality management refers to actions carried out during the creation, operation or consumption of products and for the purpose of establishing, ensuring and maintaining the required level of its quality.

In this case, the direct objects of management are indicators and characteristics of product quality, factors and conditions influencing their level, as well as the processes of formation of product quality at different stages of its life cycle.

Quality management is focused on improving the technical level of products and increasing their competitiveness, which is ensured by an integrated approach within the framework of the “quality loop” management model.

The technical level of a product can be defined as a relative characteristic of product quality, based on a comparison of the values ​​of indicators characterizing the technical perfection of the product under evaluation with the corresponding basic indicators and their values. The technical level of a product is an integral part of its quality, reflected in various indicators (productivity, safety, economic parameters, etc.) and increases as a result of the use of original design solutions, the use of new materials, the introduction of advanced technological processes for production, control and testing of products.

The competitiveness of a product means its ability to be more attractive for consumption compared to other products of a similar type and purpose due to better compliance of its quality and cost characteristics with the requirements of a given market and consumer assessments.

Product quality management must be carried out systematically, i.e. The enterprise must have a product quality management system, which is an organizational structure that clearly distributes responsibilities, procedures and resources necessary for quality management.

The quality policy is the main directions and goals of the organization in the field of quality, officially formulated by top management. It is formed in such a way as to cover the activities of each employee and orient the entire team of the enterprise to achieve its goals.

A quality system is a set of organizational structure, methods, processes and resources necessary for the implementation of overall quality management (Fig.).

Quality assurance refers to a set of planned and systematically carried out activities necessary to create confidence that a product or service meets certain quality requirements.

Quality management includes the operational methods and activities used to satisfy quality requirements.

Quality improvement is a continuous activity aimed at increasing the technical level of products, the quality of their manufacture and improving the elements of production and the quality system.

A quality assurance model is a standardized or selected set of quality system requirements combined to meet the quality assurance needs of a given situation.

National standards in the field of quality systems were first established in the UK in 1983. The goal of the campaign was to introduce quality systems in companies and create methods for certifying such systems. Other European countries followed the UK. However, a real boom in the implementation of quality systems in the work of enterprises occurred after the publication in 1987 by the International Organization for Standardization (ISO; The International Organization for Standardization, ISO) of the ISO 9000 group of standards for quality management and quality assurance. ISO standards are advisory in nature, but the ISO 9000 series of documents has been adopted as national standards in more than 90 countries.

In order to develop a uniform approach to solving quality management issues, eliminating differences and harmonizing requirements at the international level, the Technical Committee of the International Organization for Standardization (ISO) developed the 9000 series standards, which are accepted for use in the Russian Federation (GOST-R):

ISO 9000-94 - Standards for overall quality management and quality assurance. The main purpose of the standard is to help an enterprise in the selection and application of ISO 9000 standards. The standard also contains a number of conceptual provisions on modern quality systems;

GOST R ISO 9001-96 - Quality systems. Quality assurance model for design, development, production, installation and maintenance;

GOST R ISO 9002-96 - Quality systems. Model for quality assurance in production, installation, maintenance;

GOST R ISO 9003-96 - Quality systems. Quality assurance model for final inspection and testing.

Standards contain quality system requirements that can be used for external quality assurance. The quality assurance models established in the standards represent three clearly distinguishable forms of requirements for a quality system. The requirements of the quality system standards are additional to the technical requirements established for the product. Standards establish requirements that define the elements necessary to be included in a quality system. The standards are general and do not depend on a specific industry or economic sector.

The “quality loop” (“quality spiral”) is a conceptual model of interdependent activities that influence quality at various stages: from identifying needs to assessing their satisfaction.

The quality system is developed taking into account the specific activities of the enterprise, but in any case it must cover all stages of the “quality loop”, or product life cycle (Fig.): 1) marketing, searches and market research; 2) design and/or development of technical requirements, product development; 3) logistics; 4) preparation and development of production processes; 5) production; 6) control, testing and inspections; 7) packaging and storage; 8) sales and distribution of products; 9) installation and operation; 10) technical assistance and maintenance; 11) after-sales activities; 12) disposal after use of the product.

Based on the nature of the impact on the stages of the “quality loop” in the quality system, three areas can be distinguished: quality assurance, quality management, quality improvement.

Quality assurance - all planned and systematically implemented activities within the quality system, as well as additional types(if required) necessary to provide reasonable confidence that the item will meet its quality requirements.

Quality management - methods and activities of an operational nature used to meet quality requirements. Quality management includes methods and activities of an operational nature aimed at both managing the process and eliminating the causes of unsatisfactory performance at all stages of the “quality loop” to achieve economic efficiency.

Quality improvement - activities carried out to improve the efficiency and effectiveness of activities and processes in order to obtain benefits for both the organization and its customers.

Quality manual is a document containing the quality policy and describing the organization's quality system. It may cover all of the organization's activities or only part of it. The quality manual usually contains, or at least refers to: a) the quality policy; b) the responsibilities, authorities and relationships of personnel who perform, inspect or review work affecting quality; c) quality system methods and instructions; d) provision for revision and adjustment of the manual.

A quality manual is sometimes called a quality assurance manual or a quality management manual.

The structure of the quality system is reflected in the following documents: a quality manual for the entire company, including, in addition to what is described above, the organizational structure of production; general methodological documents; activities and sequence of operations to ensure quality; work instructions, reference books, etc.

The quality system must ensure: quality management in all areas of the “quality loop”; participation of all employees in quality management; the inextricable link between quality improvement activities and cost reduction activities; carrying out preventive inspections to prevent inconsistencies and defects; obligation to identify defects and eliminate them in production. The quality system should also establish: the responsibility of managers; the procedure for conducting periodic inspections, analysis and improvement of the system; the procedure for documenting all system procedures.

Among modern trends in the field of quality management in countries with developed market economies, it is worth noting the integration of the concept of total (company-wide) quality management (Total Quality Management - TQM) into enterprise management practices. Within the framework of TQM, quality management is closely linked to the management of other aspects of the enterprise's activities - finances, resources, environmental protection, etc.

Total quality management is a long-term integrated approach to managing an organization that guarantees, on time and at minimal cost, the provision and improvement of the quality of manufactured goods (services) at all stages of the production process, involving the efforts of all employees of the company to optimally meet the needs of customers. The TQM system is aimed at processes between suppliers and buyers, and consists of the following elements:

• - “hard” components (personnel, consistency, tools);
• - “soft” components (involvement, culture, communications).

Processes "suppliers - buyers". The main idea is to optimize and ensure the highest quality of the production process. Based on customer needs, requirements for the current stages of the process are established and fulfilled according to the principle of reverse movement (from sales to the provision of raw materials and supplies). At the same time, employees and departments within the enterprise are considered simultaneously both suppliers and consumers.

"Hard" components of TQM. It is impossible that only one person or one department can guarantee the standard of quality, although responsibility for this rests with the manager of the enterprise. Quality is in the hands of the staff and can only be achieved as a team. Quality improvement occurs in groups consisting of employees from different departments.

Systematicity, i.e. systematically occurring processes of planning, activity, control, analysis and adjustment are one of the fundamental requirements of the TQM process. The systematic basis for TQM is the drawing up of quality plans and budgets, documenting and improving the progress of processes and the distribution of responsibilities, conducting audits and inspections. The minimum requirements for the components and documentation of the quality system are reflected in the international standards ISO 9000 series.

Application of appropriate tools (for example, methods of statistical process control, various equipment problem solving, etc.) helps to achieve the desired indicators in the process of improving quality with the most effective results.

"Soft" components of TQM. Involvement, i.e. recognition and awareness of management's responsibility in the quality management process is a fundamental prerequisite for the functioning of TQM. She cannot delegate. Without communication between employees and managers, the TQM strategy cannot be implemented. Assistance in finding a solution, “transparency” of decisions made, feedback must be present in the system.

In the “Big Economic Dictionary” (M.: Knizhny Mir, 2004. – P. 305) “quality is determined by the measure of compliance of goods, works, services with the conditions and requirements of standards, agreements, contracts, consumer requests. Distinguish between the quality of products, work, labor, materials, goods and services.”

The quality of a product (service) is characterized as a set of properties that ensure their suitability for meeting relevant production, social, and individual needs. The quality of a product or service in modern market economy becomes important factor in competition and achieving commercial success of enterprises.

According to the ISO 9000 standard, quality is a set of characteristics of an object related to its ability to satisfy stated and intended needs. This definition applies to both goods and services and the processes of their production. Quality characterizes the compliance of a product (service) with consumer requirements. The properties of a product that characterize its suitability for meeting certain requirements are called its quality attributes (characteristics).

The quality management system in domestic literature (since the 70s of the last century) was defined as a set of measures at all levels of an enterprise (organization) aimed at the production of products, goods or services highest quality. Moreover, this system goes beyond the boundaries of a specific organization, including also suppliers, distribution systems for finished products, and the provision of services to consumers in their practical use.

Quality management is closely related to a number of other management disciplines, for example, production management, corporate management, project management, investment management, etc. In Fig. Figure 3.11 shows the relationship between quality management and other management disciplines.

International quality standards (including the latest developments ISO 9000:2000) essentially repeat and develop the basic principles of the best domestic quality management systems (Saratov, Lvov, etc.):

1. Concern for product quality extends to all levels of the enterprise’s organizational structure.

Rice. 3.11. The relationship between quality management and other management disciplines

• 2. The quality of products is ensured at all stages of their life cycle (development, design, production, sales, after-sales service).
• 3. Quality is focused on meeting the requirements of consumers, not manufacturers.
• 4. Improving the quality of products, goods or services requires the use of modern equipment, technology and management.
• 5. Total quality improvement (TQM) can only be achieved through the committed participation of all personnel in the organization.

Quality means that any product (good) must comply with established regulatory requirements and standards. However, this is not the end result. According to modern concepts of quality management theory, true quality includes not only the production of products (goods) according to established standards, but also the process of distribution of goods, customer service, as well as compliance of standards with the requirements of a market economy.

Consequently, quality is ensured already at the stages of studying the market needs for a specific product, its development, production preparation, manufacturing of the product, its packaging and storage, sale and delivery of the product to the consumer, after-sales service and use of the product by the consumer, as well as disposal of the product at the end of its life. services.

The main components of the competitiveness of products and services are quality and price. Price competition is gradually giving way to quality competition.

Thus, the set of properties of products and services, which is characterized by quality and cost parameters, is a basic element in the system of factors of competitiveness of business entities.

The attention of most scientists and researchers is focused on defining the concept and interpretation of quality, assessment and significance of quality as the main component of competitiveness.

The main component of the entire quality system is product quality. Products are the result of a certain activity, which can be represented either by goods or services.

The idea of ​​this approach to determining products is contained in a special science - qualimetry, which allows one to make quantitative assessments of the qualitative characteristics of products and services. In order to judge the quality of products or services, only data about their properties is not enough. The conditions in which they will be used must be taken into account.

Each type of product takes into account its own specific quality levels, fixed in standards and current technical specifications. Product quality is characterized by certain technical and economic parameters (consumer properties).

Belobragin V.Ya. recognizes that the same object at the same time can have quality or not have it at all, depending on how it is valued. As a result, quality is transferred to the realm of subjective assessments and becomes an elusive ghost, an absolutely uncertain concept. All this suggests that the applied definition of quality contradicts the fundamental one, which represents quality as an objectively existing set of properties and characteristics. It also contradicts common sense, because if a product exists, then it has very specific characteristics, such as weight, speed, performance, regardless of satisfying someone’s needs.

The quality of a product is the ability to satisfy the needs of a specific consumer, O.P. notes in his work. Gludkin. However, when speaking about quality, he means not only a product, but also an object of quality, which can be: an activity or a process; products (material and intangible); business or individual. A property of an object, in this case, can be represented by a set of its characteristics. In this regard, the International Standard ISO 8420 gives the following definition of quality: “Quality is the totality of the characteristics of an object related to its ability to satisfy stated and intended needs.”

The authors of the definition of the concept of product quality offer the following: “Product quality is a set of essential properties, quantified by a system of technical and economic indicators, distinguishing it from another similar purpose, determining the degree of satisfaction of needs and demand in market conditions.”

The conducted research allows us to conclude that quality is not only a property of a product, but also a list of characteristics that can be used to assess the competitiveness of products.

Common to all definitions is that product quality, as a result of a set of activities during development and production, must meet consumer requirements, be able to satisfy needs and be positively assessed during operation.

Product quality plays a decisive role in the formation and assessment of product competitiveness.

Competitiveness characterizes the ability of a product to compete with other products of the same purpose in a certain market segment. Majority theoretical research is dedicated to the problems of increasing the competitiveness of products and services provided.

There are three main ways to ensure and increase the competitiveness of products:

Innovative, which consists in increasing the level of consumer properties of products and improving them;

Price, which consists of reducing prices for products;

Development of a base of after-sales services to maintain and restore the performance of products during their operation.

In accordance with the laws of the market, the higher the competitiveness of the product, the greater the sales volume and production volume, which helps reduce production costs and prices, which, in turn, creates additional prerequisites for increasing the competitiveness of products

It is also necessary to take into account the needs of society as a whole:

Minimal environmental pollution;

Saving energy resources;

Solving social issues.

Let us present a classification of indicators of the properties of competitive products (Table 1).

Table 1

Classification of properties of competitive products

Source:

The considered groups of product indicators by characterized properties, method of expression, and number of characterized properties are of primary interest to consumers and manufacturers, since they are the ones who determine the competitiveness of products in accordance with their purposes.

The classification of the properties of competitive products gives a fairly complete picture of the composition and content of the considered indicators based on classification criteria.

These groups of indicators can be used when studying the characteristics of the properties of a wide range of competitive products.

To ensure the competitiveness of products, the technical level should be increased at all stages of its life cycle, from production to consumption, only then will the required results be achieved. To do this, the level of competitiveness of products should be established at the planning stage, ensured at the production stage and maintained at the consumption stage.

Having analyzed theoretical aspects competitiveness of products, one should agree with most authors that more reasonable definition The competitiveness of a product is the totality of its properties and characteristics that can satisfy market needs or consumer requirements better than others.

A characteristic feature of market relations, for example, in the field of telecommunications, is the competition of business entities as producers of telecommunications products for the market for their products.

The competitiveness of a motor transport enterprise should be understood as its ability to organize and provide transportation and services that, in terms of their quality, cost and other characteristics, are more attractive to the consumer than transportation and services offered by competitors.

In the Russian Federation, a special place in solving these problems belongs to territorial authorities Gosstandart of Russia - centers of standardization, metrology and certification (CSM), which, in accordance with the Law of the Russian Federation "On the Protection of Consumer Rights", are entrusted with coordinating the activities of state, commercial and public organizations in the field of ensuring the safety of products (services) at the regional level of Russia.

The dominant place in the functional structure of the CMS, along with state supervision and control over the implementation of mandatory requirements of standards, metrological norms and rules, was occupied by areas of activity related to the organization and conduct of mandatory and voluntary certification, certification and preparation for accreditation of testing laboratories, cataloging of products, information and analytical services to local governments, public associations, consumer societies, provision of engineering and consulting services to entrepreneurs, managers and specialists of the region. The implementation of the above functions requires close interaction between the FMC and federal and local authorities government controlled, supplier organizations products, public associations and organizations, which objectively determines the leading role of FMC in solving regional problems in the field of ensuring product safety and quality, creating and developing a regional quality system.

The founding ISO 9000 standard identifies the following eight quality management principles to help achieve quality objectives:.

Customer focus - we all depend on our customers and therefore must understand the current and future needs of the customer, fulfill the customer's requirements and try to exceed their expectations;

Leadership – leaders establish unity of purpose, direction and the internal environment of the organization. They create an environment in which people can become fully involved in achieving the goals of the organization;

Involvement of people - employees at all levels are the essence of the organization, and their full involvement makes it possible to use their abilities for the benefit of the organization;

Process approach - the desired result is achieved more efficiently when the relevant resources and activities are managed as a process, when each action is considered as transforming some input into an output using necessary and sufficient resources;

Systematic approach to management - identifying, understanding and managing a system of interconnected processes for given goals that contribute to the effectiveness and efficiency of the organization;

Continuous improvement is the constant goal of the organization;

Evidence-based approach to decision making – effective decisions are based on measurement, logical and intuitive analysis of data and information;

Mutually beneficial supplier relationships – Mutually beneficial relationships between an organization and its suppliers enhance the ability of both organizations to create product value.

Speaking about such an indicator as “quality” one cannot help but talk about competition. According to the economic dictionary, “competition is a competition between commodity producers for the most profitable areas of investment of capital, sales markets, and sources of raw materials.” It is logical that the concept of "competition" entails the concept of "competitiveness"..

Competitiveness is the ability of a product, service, or subject of market relations to perform on the market on an equal basis with similar goods, services or competing subjects of market relations present there.

Factors influencing product quality management

Currently, there is a trend in the economy in which an indicator such as quality plays a leading role in the management of product production and its subsequent movement. IN developed countries quality management in an enterprise attracts Special attention all departments that affect the quality of products or services provided. For better interaction and, therefore, more effective results, various approaches to quality management are being developed. If we talk about prospects, then this is the development of new ISO standards of the 9000 series.

Full and accurate use by control subjects and economic activity, international and state standards, metrological norms and certification rules developed to date create the necessary prerequisites for:

Protecting the interests of the region and the rights of the population living in it to use products and services of appropriate quality, safe for the health of citizens and the environment;

Increasing the competitiveness of products manufactured in the region and promoting them to the world market;

Rational use of natural and production resources available in the region;

Increasing the production and economic potential of individual enterprises and the region as a whole.

A special place in solving these problems belongs to the territorial bodies of the State Standard of Russia - the centers of standardization, metrology and certification (TSSM), which, in accordance with the Law of the Russian Federation "On the Protection of Consumer Rights", are entrusted with coordinating the activities of state, commercial and public organizations in the field of ensuring product safety (services) at the regional level of Russia.

The dominant place in the functional structure of the CMS, along with state supervision and control over the implementation of mandatory requirements of standards, metrological norms and rules, was occupied by areas of activity related to the organization and conduct of mandatory and voluntary certification, certification and preparation for accreditation of testing laboratories, cataloging of products, information and analytical services to local governments, public associations, consumer societies, provision of engineering and consulting services to entrepreneurs, managers and specialists of the region. The implementation of the above functions requires close interaction of the FMC with federal and local government bodies, product supplier organizations, public associations and organizations, which objectively predetermines the leading role of the FMC in solving regional problems in the field of ensuring product safety and quality, the creation and development of a regional quality system.

There are a number of fundamental legislative, regulatory and administrative acts (laws of the Russian Federation “On the Protection of Consumer Rights”, “On Certification of Products and Services”, “On Ensuring the Uniformity of Measurements”, “On Standardization”, etc.), which currently regulate activities of enterprises and the state in the field of ensuring the safety and quality of products (goods and services).

In accordance with the current legislation in the Russian Federation, the main forms of control and confirmation of product safety and quality are state supervision of compliance with mandatory requirements of standards, state metrological supervision and control, as well as mandatory and voluntary forms of certification.

To control the safety of products and production in foreign and domestic practice, certification is used, carried out directly by government agencies or under the control and supervision of government agencies. When assessing the quality, functional and other quality indicators of products, voluntary forms of certification are used, which, as a rule, are not controlled by government bodies or organizations.

The likelihood of defective products reaching consumer and industrial markets region significantly depends on the quality of functioning of metrological subsystems of supplier organizations, which together form a regional subsystem of metrological support.

The overall level of safety and quality of products produced and consumed in the region can be significantly increased based on the development, practical application and certification of quality systems of supplier organizations, regulatory organizations, etc.

As is known, business entities of various forms of ownership create, produce and supply products or services that have such a set of properties and characteristics that give them the ability to satisfy the conditional or expected needs, requests, requirements of consumers (customers). This correlates with the definition of “quality” established by ISO 9001. Increasing competition in the global market leads to stricter requirements that consumers and customers place on the quality of products and services. Typically, the requirements of consumers (customers) are established in technical specifications for product development and are implemented in regulatory documentation (technical specifications, enterprise standards) for mass-produced products. However, this standardization in itself cannot be a reliable guarantee that the requirements of the consumer (customer) will actually be satisfied, since the organizational and technical mechanism (system) of the activities of the developer or manufacturer may have significant shortcomings.

Quality goals are set to implement strategic guidelines when leading an organization. These goals indicate the desired results, guide the organization and apply resources to achieve the goals. Therefore, it is necessary that quality goals are measurable and achievable. The scope of the Quality Management System must correspond to the quality objectives.

At the very top of the organization, the standard prescribes two goals:

Increased customer satisfaction;

Continuous improvement of the organization's performance.

The foundational ISO 9000 standard identifies the following eight quality management principles to help achieve quality objectives:

1) customer focus - we all depend on our customers and therefore must understand the current and future needs of the customer, fulfill the customer’s requirements and try to exceed their expectations;

2) leadership - leaders establish the unity of goals, directions and internal environment of the organization. They create an environment in which people can become fully involved in achieving the goals of the organization;

3) involvement of people - employees at all levels are the essence of the organization, and their full involvement makes it possible to use their abilities for the benefit of the organization;

4) process approach - the desired result is achieved more effectively when the relevant resources and activities are managed as a process, when each action is considered as the transformation of some input into an output using necessary and sufficient resources;

5) systematic approach to management - identification, understanding and management of a system of interrelated processes for given goals that contribute to the effectiveness and efficiency of the organization;

6) continuous improvement – ​​is the constant goal of the organization;

7) a fact-based approach to decision making - effective decisions are based on measurements, logical and intuitive analysis of data and information;

8) mutually beneficial relationships with suppliers - mutually beneficial relationships between an organization and its suppliers enhance the ability of both organizations to create product value.

Speaking about such an indicator as “quality” one cannot help but talk about competition. According to the economic dictionary, “competition is a competition between commodity producers for the most profitable areas of investment of capital, sales markets, and sources of raw materials.” It is logical that the concept of “competition” entails the concept of “competitiveness”.

Competitiveness is the ability of a product, service, or subject of market relations to perform on the market on an equal basis with similar goods, services or competing subjects of market relations present there.

The competitiveness of any organization, regardless of its form of ownership and size, depends primarily on the quality of its products and the commensurability of the price of these products with the quality offered, i.e., on the extent to which the enterprise’s products satisfy consumer needs. The quality of the product upon purchase is assumed and is compared by the modern consumer with the known price of this product. This process of comparing price and quality is very difficult to formalize, however, we often carry it out in ordinary stores simply based on intuition and some ideas about the market. A more competent and formalized approach is implemented between organizations in the process of concluding supply contracts, when various documents include requirements for products with an explicit indication of quality requirements, for example, references to GOSTs, requirements for supply, installation, service etc.

An important element in the QMS of products is standardization - a rule-making activity that finds the most rational standards, and then enshrines them in regulatory documents such as standards, instructions, methods and requirements for product development, i.e. This is a set of tools that establish compliance with standards.

Standardization is one of the most important elements of the modern QMS mechanism for products (works, services). According to the International Organization for Standardization (ISO), standardization is the establishment and application of rules with the aim of streamlining activities in certain areas for the benefit and participation of all interested parties, in particular to achieve overall optimal economy while complying with functional conditions and safety requirements.

In the economic dictionary: standardization is the establishment of norms and requirements for the physical and dimensional quantities of manufactured products and products, semi-finished products, raw materials and supplies, which are drawn up in the form of standards.

The Standardization Law defines the concept of standardization as the activity of establishing norms, rules, characteristics in order to ensure the safety of products, works and services for the environment, life, health and property; technical and information compatibility, as well as interchangeability of products; quality of products, works and services in accordance with the level of development of science, technology and technology; uniformity of measurements; saving all types of resources; safety of economic facilities, taking into account the risk of natural and man-made disasters and other emergency situations; defense capability and mobilization readiness of the country.

The laws of market relations in the context of globalization of the world economy require modern business a constant balance between the maximum possible satisfaction of the requests of all stakeholders (shareholders, investors, consumers, government bodies, society), competitive pressure and unconditional compliance with legislative and industry requirements. Achieving and maintaining such a balance guarantees enterprises the prospect of sustainable and successful development, and is therefore, in many cases, a corporate goal. To achieve this, top management uses strategic programs, including those focused on the implementation of standardized requirements for the development, maintenance and development of formalized management systems that are internationally recognized.

Approaches to quality as a purely engineering problem solved by individual specialists are becoming a thing of the past. Currently, achieving high quality and continuous improvement of all aspects of activity are the strategic objectives of every effectively operating organization. Quality management becomes the basis for managing the activities of any enterprise or form. Leadership of managers, involvement of personnel, customer focus and development of partnerships with suppliers, system and process approaches, decision-making based on facts and continuous improvement of activities - all these principles of quality management currently serve as the basis for the implementation of an effective development strategy for industrial enterprises.

Improving quality management at the enterprise

1. Conduct training of enterprise personnel for internal audits

state of the QMS at the enterprise. The main forms of advanced training should be considered production and technical courses, schools for the study of advanced labor methods, courses for mastering second and combined professions and specialties, courses for special purposes at enterprises, institutes and faculties for advanced training of engineering and technical personnel, etc.

Advanced training in the field of quality becomes modern conditions objectively necessary part production activities and is no longer considered only as a desirable, optional form of this activity. The reluctance of workers to improve their skills is regarded as a violation of production discipline with all the ensuing consequences.

Personnel training in the field of quality should be the focus of attention of the managers of the enterprise and its departments. It is they who carry out a systematic assessment of the compliance of the knowledge and skills acquired by employees with the needs of the enterprise in ensuring quality. The learning results are taken into account during certification.

The main reasons determining the need for training and retraining of personnel directly at specialized enterprises in Russia for retraining personnel are:

Competition requiring cost reduction and more efficient use of labor resources;

The emergence of new production processes;

Technological changes requiring the acquisition of new knowledge and retraining of workers;

Lack of qualified work force at the national level;

Social responsibility of the enterprise for its employees, etc.

Thus, the effective implementation of a quality management system requires training for managers at various levels of a service enterprise. Teaching must take place in the light of explanation of meaning modern concepts quality management, the need to ensure efficiency and flexibility of real quality management.

Solving this problem is impossible without effective management, which involves focusing attention and effort on the main directions - improving the quality and competitiveness of domestic mechanical engineering. In this regard, it is necessary to use all the experience and potential of science, technology, industry, all knowledge and skills.

2. Find the necessary funds to purchase equipment for testing materials and components.

The enterprise needs to introduce new measuring instruments, which are of particular importance, since much information about the readiness of materials, production process depend on experimental measurements. The sources of these measurements include instruments located on technological equipment or near it, as well as quality management testing equipment and testing laboratories.

The enterprise must develop and maintain documented procedures for statistical control, maintenance, calibration and verification of control, measuring and testing equipment.

For each measuring instrument used for quality assurance purposes, the enterprise must have a documented procedure for its calibration with separate information: about the type of instrument, the scope of calibration, intervals and methods of calibration, criteria for issuing permission to use it and the activities carried out with it during its use. unsatisfactory technical condition. The enterprise must ensure compliance with this procedure throughout the entire service life of the measuring instrument. Measuring instruments that are faulty or have expired calibration must be isolated and protected from access by unauthorized persons.

3. Implement electronic document management due to the slow passage of documents through the enterprise services.

4. Develop and implement statistical methods for quality control.

5. Develop and implement a set of measures to improve the production culture at the enterprise, maintain order, industrial sanitation, safety and labor protection.

6. Develop a motivation system and financial incentives at the enterprise.

Literature

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Quality is the basis of the competitiveness of an enterprise. Having realized this truth, enterprises have moved from individual steps in this direction to systematic management methods. The importance of this management aspect is not inferior to other similar processes: personnel management, procurement, production activities, promotion and others.

Let's look at the main methods and means of quality management at an enterprise, tell you how to organize the implementation of this system and improve it.

What is quality management

To manage means to organize and maintain the effective functioning of any system on the way to achieving its goal. If we talk about quality management, it can be defined as actions aimed at creating, using, maintaining and improving ways to influence the quality of products at all stages of production.

For the objectivity of quality management, the following are developed and established:

• qualitative indicators;
• quality level criteria;
• factors influencing it;
• stages of achieving quality.

To the functions of quality management include such areas of activity of the enterprise as:

• setting management objectives in the field of quality;
• forecasting and planning actions for future quality;
• consolidation of quality requirements in accounting documentation;
• study of quality indicators of finished products;
• control over the achievement of these indicators;
• development of a set of measures to correct quality;
• desire to improve the system;
• bearing responsibility for inadequate quality.

NOTE! Quality indicators will vary depending on the characteristics of the controlled products.

International quality standards

Modern ways of implementing a quality management system as a result provide the opportunity for systematic work that increases competitive advantages enterprises. Customers, especially large ones, often prefer to verify the quality of products before concluding a contract. Presentation and exhibition samples cannot provide a reliable picture. Therefore, a system of international standards was introduced, compliance with which guarantees customers a certain level of quality. With her help:

• you can work more effectively with your clientele, reliably retaining regular customers by increasing their trust;
• influence the creation of the enterprise’s production culture, when personnel feel responsible for the results;
• the company's attractiveness to investors increases;
• a positive reputation of the company is formed;
• the company becomes more financially stable.

Where did ISOs come from?

To ensure uniformity of quality requirements across international trade, quality management systems are certified, special ones are developed for them standards. Their series is called ISO. It was developed in 1987 by the International Certification Organization based on the first version of the basic standard issued by the British Standards Institution in 1979.

Features of ISO standards:

1. Versatility. These system requirements are suitable for organizations in various industries and forms of business.
2. Modernization. The standards are constantly being refined and improved, and new versions are being adopted. Today, the latest version is in force, adopted in 2015; the previous version is valid until mid-September 2018.
3. International identity. Certified requirements apply anywhere in the world.

International standard principle

Each standard represents a specific quality management model. Its principle is process approach: the activities of any organization consist of interdependent processes. If you correctly define these processes, establish their correct sequence and connection with other processes, monitor the correctness of each of them, and manage their functioning, then this will ensure the desired result.

Modern basic quality standards

1. ISO 9000 - reveals the basics of quality management, displays commonly used terms.
2. ISO 9001 – the requirements for the organization themselves system management quality.
3. ISO 9004 is a standard that helps build on and exceed the targets set in 9001 to further improve quality.
4. ISO 19011 is a methodology for auditing quality management systems.

Quality management methods

These are the techniques that are used at the enterprise to achieve its goals in the field of quality management. They can be implemented:

• from the outside - be of a legislative nature (for example, federal laws on consumer rights, safety of buildings and structures, etc.);
• from the inside - applied by the management of the organization on the basis of internal regulations, regulations, orders, instructions, directives, etc.

They can be divided into several groups.

1. Administrative methods– these include those forms of management that the company’s management applies, regulating quality control processes in accordance with its own orders and compliance with the requirements of the law. These include:
   • regulation - rationing;
   • delegation – issuing orders;
   • discipline - establishing responsibility, that is, punishment and reward.
2. Social-psychological methods provide an impact on personnel, which largely ensures quality, that is, on the human factor. Among them:
   • educational;
   • motivational;
   • psychological (positive climate, positive examples, work atmosphere, etc.).
3. Technological methods reflect the dependence of quality on the organization of production. There are:
   • technological regulation of production processes;
   • quality control technologies.
4. Economic methods– quality management by taking into account and influencing market realities. Among the “ruble management” we can note:
   • financial incentives;
   • material interest of performers;
   • adequate pricing;
   • investments in quality, etc.
5. Statistical methods allow you to track quality indicators over time, and therefore effectively influence the further management system. Among the methods aimed purely at quality management research, it is customary to highlight the following most popular ones:
   • Pareto chart (“20/80 line”) – ranking of objective factors influencing quality losses (defects, defects, losses); a 20/80 distribution indicates that 80% of defects are caused by just 20% of typical problems. Which this diagram allows to identify as key;
   • control cards record data on changes in quality during each production process, with their help you can track the moment at which the deviation in quality indicators began;
   • histograms(“bar graphs”) clearly characterize certain phenomena during the period under study and allow for comparative characteristics;
   • Ishikawa schemes show how and in what sequence the 4 key components of quality are interconnected: material, raw materials, equipment, personnel.

Quality management organization

To implement a quality management system at the enterprise, consistent with international standards, a number of actions should be taken in accordance with established standards. For ISO to become firmly established in the life of an enterprise from scratch, it takes from six months to 18 months. Managers can use the help of specialists or make necessary steps on one's own:

1. Analysis of existing quality management. The spontaneous quality management that existed in the company must be brought to system requirements, and to do this, you first need to assess the field of upcoming changes.
2. Management training. It is from the “head” of the company that radical changes should begin, since the result is directly related to the professionalism of management.
3. Development of a quality management system project. This includes actions to create the necessary basis for future changes, especially documentary ones.
4. Implementation process– organizing the activities of personnel at all levels according to new requirements and standards.
5. Consultations and inspections. Once the system starts working, you need to regularly monitor its compliance with the intended project, promptly identify deviations, correct them and prevent new ones.
6. Certification. Once the system is oiled and debugged, it can be validated through independent review, resulting in the coveted ISO 9001 certification.