Marking open Relationship of quality control department with workshops and departments of the plant. rights and obligations of employees of the technical control system. Relationships with other departments

Brandin Vladimir Alexandrovich,
Deputy General Director of the Consulting Center "Quality and Business"
(St. Petersburg)

The company that manufactures products is responsible for their quality. Acceptance control of products is one of the ways to ensure the prevention of unintended use or delivery of nonconforming products required by clause 8.3 of the international standard ISO 9001: 2008. Clause 7.1 of this standard requires the determination of the acceptance criteria for products, and in clause 8.2.4 it is established that the shipment of products to the consumer can be carried out only after confirmation of its compliance with the acceptance criteria. Appropriate records should be kept, including confirming that the release of the product has been authorized by an authorized person. Traditionally, this management function (product control) is assigned to a specialized subdivision - the technical control department (QCD).

Formally, the international standard ISO 9001: 2008 contains an unambiguous answer to the question of the place of the technical control department in the quality management system (QMS).

The task of the Quality Control Department is to confirm the conformity of products to the established requirements.

In many cases, the quality control department performs the function of controlling the purchased raw materials and materials, as if repeating the work of the supplier's quality control department, as well as controlling the correctness of production operations, ensuring that the requirements of ISO 9001: 2008 for monitoring and measuring processes are met.

Everything is obvious and unambiguous. And this could have been an end if it were not for the widespread conflict of interest and the helplessness of "quality management systems" created by renaming the Quality Control Department. Plus, there is an almost ubiquitous desire to belittle the role of OTK.

At the level of declarations, everything looks quite impressive. For example, in the regulations on the division, you can often find the following wording: "The main task of the Quality Control Department is to organize permanent production control at all stages of the technological process and eliminate the causes that violate the given technological process and cause defects", or even this: "The main task of the Quality Control Department is prevention of the release by the enterprise of products that do not meet the requirements of standards and technical conditions, design and technological documentation, delivery terms and contracts, or incomplete products, as well as strengthening production discipline and increasing the responsibility of all production links for the quality of products. " Quality control department perceive their work as a continuous struggle with a negligent team, on the side of which, sometimes, part of the management of the enterprise also takes sides.

Is the struggle an inevitable attribute of management, or is it about the incomplete compliance of the current enterprise management system with the requirements of ISO 9001: 2008? With regard to the "fight for quality", the answer is unequivocal: the quality management system provides guarantees for the release of quality products by correct organization processes. If signs of struggle appear, this is evidence of a systemic inconsistency, the causes of which must be identified and eliminated.

For a conflict situation to arise, two conditions are necessary: there must be participants, and their goals must contradict each other (a common special case is a different understanding of one goal). Analysis of real and potential conflicts allows you to find areas for improving the current management system, its consistent approximation to the quality management system.

Consider typical conflict situations, in which the technical control department is involved, their main reasons and ways of bringing this part common system management in accordance with the requirements of ISO 9001: 2008.

As defined in the international standard ISO: 9000: 2005, a management system differs from any other in that it ensures the development of policies and goals and their achievement. The quality management system, accordingly, is designed to define the policy and objectives and how to achieve them in relation to product quality. Quality, in turn, refers to compliance with requirements. To the question: "What are the requirements", the answer is usually given: "The requirements of the consumer".

This answer is not entirely accurate. Rather, the answer is correct, but not complete. ISO 9001: 2008 is applied by organizations seeking to "demonstrate their ability to consistently deliver products that meet customer and applicable statutory and regulatory requirements." But the standard does not require that all other requirements be waived. This incompleteness of the answer often makes it difficult to correctly identify and eliminate the causes of conflict situations.

ISO 9004: 2000 (Quality management systems. Guidelines for improvement) specifies that requirements are raised by “interested parties”. These include: consumers, suppliers, government, owners and personnel. The summarized characteristics of the main requirements of the interested parties are shown in Table 1.

Table 1. Main types of stakeholder requirements

Interested party	Main types of requirements , to the enterprise and its products	Note
Consumers	The presence in the product (service) of certain useful properties	Clarification of these requirements, in most cases, requires the use of special methods.
Suppliers	Compliance of raw materials and materials with the supplier's capabilities	The supplier often does not express these "requirements", but simply releases what can
State	Product safety	Row legal documents contains separate quality requirements; the peculiarities of their accounting will be discussed below.
Owners	The profitability of the enterprise	These requirements of the owners, if you treat them constructively, are fully consistent with the interests of the enterprise.
Staff	Worthy wage and acceptable working conditions	The perception by employees of the degree of fulfillment of these requirements affects their satisfaction and, as a result, their interest in the success of the enterprise.

Whether or not the mechanisms for fulfilling the requirements are taken into account in the documents of the enterprise's QMS of all interested parties - does not really matter. The enterprise still fulfills them, albeit to varying degrees. Usually the interests of one of the parties dominate and its requirements are fulfilled more consistently. The unevenness of the consideration of the requirements of different interested parties, in itself, does not in any way contradict the requirements for the quality management system. It is only important that it is a decision of senior management, so that the decision is based on analysis of evidence and in line with the goals of the enterprise.

The main actor in the management system is the personnel, since management is the management of people. It is the employees of the enterprise that ensures the achievement of goals (fulfillment of the requirements of interested parties), themselves, while being an interested party. The development of the correct policy and goals of the enterprise in the field of quality and, then, the goals of individual processes consistent with the goals of the enterprise, is one of the most important and rather difficult tasks of developing and implementing a QMS. In most cases, in the process of creating a QMS, correction of spontaneously established goals is required. Otherwise, the territory for the struggle is provided. That is, there are policies and goals wherever there is management. But, when they are independently formed by the heads of individual structural units, based on common sense and convenience for work, contradictions may well arise. In relation to the QMS, this will mean the emergence of different policies and goals in relation to the same stakeholders. Including a different understanding of the priority for the enterprise of individual stakeholders. For example, for the supply service, which must provide the production process with raw materials and materials, the interests of suppliers may well be closer to the interests of consumers.

The challenge for senior management is to ensure that policy and objectives are aligned. This means that the policy must be consistent with the purpose of the organization (involve all stakeholders important to the organization) and be equally understood by all employees. And the goals must be aligned with the policy. No one, of course, expects that the very first policy options and goals formulated during the development of the QMS will be completely successful. And the policy and goals should be consistently improved based on the analysis of their achievement and analysis of the causes of real and potential inconsistencies. It is only important to provide an opportunity for improvement from the very beginning. There is often a desire to draw a thick line between "before" and "after" QMS. This can lead to the invention of bogus ISO-honored policies and goals. If a fictitious structure is immediately created, separated by clear boundaries from the actual management at the enterprise, it is very difficult to find areas for improvement - all efforts are spent on combating newly arisen (artificially created) problems.

The basis of the quality policy of any enterprise is the fulfillment of customer requirements and the desire to increase his satisfaction. The main goal in the field of quality of any enterprise, accordingly, is the release of products necessary for the consumer. Products are the result of a process. The main distinguishing feature of the process is the transformation of "input" into "output" (in relation to production processes - transformation of raw materials into products). The result of the transformation depends on the characteristics of the "input" and the operations that take place within the process.

Thus, to obtain products that have certain useful characteristics, production should receive raw materials and materials that certain characteristics and perform certain operations. Or, if we go from the consumer, to obtain products that have certain useful properties, production must perform certain operations with certain raw materials and materials. Wherever the word "certain" (ie predefined) appears, there is a potential need for control. It is potential insofar as the need to introduce control operations must be justified. The decision to introduce a control operation must be preceded by an analysis of the evidence. But more on that below. Part of the control operations (or all, if the competence of the department's employees allows) can be performed by a specialized service. This service is usually called "OTK".

The task of the supply service is to ensure the fulfillment of certain requirements, the task of production is also to ensure the fulfillment of certain requirements (namely, provision, not "fulfillment"), the task of the Quality Control Department is to provide objective data on the degree of fulfillment of certain requirements. Requirements, in this case, act as the "lowest" level of goals.

The certainty of requirements is not limited to the fact that they must be specified in advance (before the start of the process). Requirements must be specific. Requirements must be objective (not dependent on opinions, sentiments and other psychological characteristics participants in the process). The requirements should be the same for all participants in the process, the course or result of which is controlled. And they should be equally understood by all participants in the process. This fact is often overlooked. For example, an employee of the Quality Control Department conducts product control using special measuring instruments (or even better, if special laboratory tests are carried out). Can a worker, armed only with his senses, himself, before the "verdict" of the Quality Control Department, determine whether he is letting out?

Thus, the most important cause of conflicts with the participation of OTC is uncertainty of requirements... Eliminating the ambiguity of requirements leads to the prevention of conflicts and, of course, most importantly, to a decrease in the number of inconsistencies. If it is not possible to eliminate the ambiguity (inconsistency) of the requirements, it is necessary to move on to the analysis of higher levels of goals (goals of the relevant departments or even the enterprise as a whole) and eliminate contradictions at this level.

Control of raw materials and materials, control of production operations and control finished products, except common features, have their own characteristics. Let's consider the control function at each of these stages in more detail.

Incoming control or QMS and suppliers.

International standard ISO 9001: 2008 requires the selection, assessment and reassessment of suppliers; inform suppliers of requirements for products and processes of their release; check the purchased products (section 7.4 of the standard).

For example, a decision is made to select suppliers based on the minimum price criterion. The decision was made on the basis of factual data: the quality control department provided evidence that at the stage incoming control it is possible to prevent the direction in production of inappropriate raw materials, and this does not lead to significant time and financial losses... The criterion meets the requirements of the ISO 9001: 2008 standard, the goals of the enterprise and is economically justified. There are no reasons for conflicts:

Such successes are less common than we would like. In most cases, the analysis could show that the losses of an enterprise when choosing suppliers based on the criterion of the lowest price are several times higher than the savings on purchases. I could, but it does not show, since it is not carried out. A very common situation is when the minimum price is the main requirement for the supply service, and the quality control department requires quality from the same supplier. At the same time, the volume of necessary purchases is calculated on the assumption that all raw materials and materials fully meet the requirements of the enterprise, and the delivery time is approaching "work from the wheels" (that is, it turns out that all the necessary amount of control should take place instantly). The conflict is inevitable and objective (the requirements are not defined): the quality control department detains the raw materials for control and prevents the direction of a part of the raw materials (not meeting the established requirements) into production. That is, the quality control department disrupts the rhythmic work of production and interferes with the implementation of the plan.

What caused the occurrence conflicting requirements? Most likely, the type and degree of management of suppliers and purchased products does not correspond to the influence of purchases on the quality of the final product. The two most common options are either incorrectly defined requirements for product verification, or the supplier's ability to meet the specified requirements is not analyzed. Or both at the same time.

The first case is observed when the requirements for purchased products, volumes, frequency and control parameters are established on the basis of theoretical concepts, without analyzing the characteristics and trends of the real processes of the enterprise and its products (the requirements of clause 8.4 of ISO 9001: 2008 are not fully met). The theoretical nature of the requirements is usually seen from their wording: "Products must comply with the requirements of GOST:". Further, it is simple: the volume, frequency and controlled parameters are taken from the corresponding sections of the same external regulatory document. It would be interesting to know - is it possible at all, when developing GOST, to take into account specific technologies, the state of equipment and the level of competence of the personnel of a particular enterprise? As a result, two misses are provided with one shot: human, time and material resources are diverted to control, and raw materials that have received the approval of the Quality Control Department create inconsistencies in the production process. The disadvantages of establishing requirements by referring to an external regulatory document are obvious: not all characteristics of raw materials that are important for ensuring the quality of the final product are standardized in the corresponding GOSTs. And those that are needed are given as a range of (large enough) values. As a result, raw materials that meet the requirements are different and behave differently during processing.

Common Situation: Analysis of inconsistencies identified during a manufacturing operation shows that they are largely related to certain characteristics of the raw material. Quality Control Department answers: "What can we do, the raw materials correspond to GOST." Whom should this please?

This does not mean that the procurement service is right, considering the minimum price as the only criterion. She just turns out to be right more often. The fact is that in fact the price is not the only and even the main criterion for it. The key to the supply chain is the supplier's ability to meet quality requirements. It's just that these requirements are understood somewhat differently (for example, less concretely). At a minimum, the quality requirements for the supply chain are formulated in the form of a product name. It is clear that no one will buy clay instead of cement, even if it is significantly cheaper. The supplier's ability to meet quality requirements is central to the supply chain for the simple reason that analyzing the impact of procurement on processes and end products (as mentioned above, the second reason for incorrectly defining procurement requirements) is always held... It is just that it is not being conducted regularly and consistently enough. Most often, only in cases where production simply cannot do anything with the raw materials available in the warehouse.

The main task that must be solved in relation to incoming inspection is to determine specific characteristics raw materials that provide the ability to obtain the required useful properties of products as a result of specific (those at the disposal of production) operations.

Control of raw materials and materials affects the interests (at least): technological service, production, supply service and quality control department. The requirements for the characteristics of raw materials and materials, which are guided by these services, should not contradict each other. An example of a solution is the division of functions: the technological service determines the characteristics, and everyone else uses them in their activities.

The purpose of incoming control is to prevent the direction of production of raw materials and materials that can negatively affect the compliance of products with the established requirements. The goal should define the composition and characteristics of the requirements. Additional requirements that govern only one of the above divisions can be introduced only if they do not affect the quality of the product (for example, the minimum price).

Requirements must be specific. That is, the ranges of values of individual characteristics of raw materials and materials, within which the production is able to ensure the fulfillment of requirements for products, must be determined. The best option in this case, it is the establishment of requirements in the form of specifications.

The control methods used by the QCD should be agreed with the supplier. And the scope and frequency of control should be determined based on an analysis of the stability of the characteristics of raw materials and materials obtained from a specific supplier. If the company considers it necessary to fully verify the purchased raw materials (it does not trust the supplier's guarantees at all), it is necessary to persistently look for a replacement for the supplier, or at least deduct the input control costs from the cost of the purchase contract.

Operations control or QMS and production personnel.

The employees of the enterprise see everything and understand everything. Employees of the enterprise perfectly distinguish true goals from declarations and requirements that need to be fulfilled, from “simple” requirements. Expecting a quality management system to create a massive illusion is deceiving oneself.

Operational control is commonly referred to as "process discipline control". The very name of the control suggests that there is a technology, when fulfilling the requirements of which, the required product characteristics are obtained. It is impossible to assume that the production staff is not interested in the production of high-quality (necessary for the consumer) products. Consequently, the reasons why a worker can understand the requirements for his activities differently from what is written in technological documents are objective.

There are three objective reasons:

requirements are not clear (insufficient qualification level);

compliance with the requirements does not ensure the release of high-quality products (imperfect technology);

the requirements cannot be met (there is not enough time, the actual characteristics of the raw materials do not meet the requirements, the actual state of the equipment does not meet the requirements).

An important conclusion: the worker can almost never be "to blame" for violations of technological discipline. If the goal of controlling technological discipline is to improve the production process, the reasons are always associated with clarifying the requirements for the process or providing it with adequate resources (clarifying the requirements for auxiliary, service processes). There can be no guilty persons in the QMS. And this is one of the criteria for determining the degree of maturity of the management system. If the analysis of the revealed inconsistencies is carried out in order to determine (and approximately punish) the perpetrators, this means that the quality management system has not yet spread to this area of the enterprise's activity. By the way, the fact that the search for the perpetrators in production teams is a rejection of management was discovered back in the 70s of the last century (much earlier than the appearance of the first version of the international standard for quality management systems).

Control of technological discipline is an important and necessary element of the QMS. But, for this, at least, there must be technology. It is technology, not just technological documentation. It's easy to check. It is necessary to ask the head of the technological service a question: "You have developed the technology. Do you guarantee that, if it is observed, the manufactured products will fully comply with the established requirements?" And then listen to the answer.

If the answer is different from a simple "yes", for example, sounds like "in principle yes", it is better to try to evade the honorable job of controlling such a technological discipline. The benefits of such control will not be obvious to either the production staff or the management of the enterprise. And the territory for (quite objective) conflicts is guaranteed.

In addition, the control of technological discipline requires sufficient high level competence in management. Otherwise, it will be control for the sake of control. That is, it may not even be a contradictory understanding of the requirements, but an activity devoid of purpose.

One of the most common reasons for the impossibility of meeting the requirements established in technology is the notorious struggle between "quality" and "quantity". The production staff cannot (as they believe) fulfill all the requirements, since then they will not be able to fulfill the plan. This is an objective inconsistency of the system with the requirements of the international standard. All possible contradictions between quality and quantity in the QMS should be eliminated before they appear - if the analysis of the organization's ability to meet the established requirements (clause 7.2.2 of ISO 9001: 2008) is carried out. This means that in the quality management system, only those requirements can be adopted and fixed in the technological documentation, the fulfillment of which does not interfere production plan.

The juxtaposition of "plan" and "quality" is a strange illusion. This cannot be, except in cases of mass insanity. The plan (the number of products produced) is the basis for the economic success of the enterprise and its personnel, if the product finds a consumer. He is also a gravedigger if the product turns out to be unnecessary for the consumer. At the same time, everyone understands that low-quality products are not just money wasted on its production. This is also additional disposal costs.

There are cases when an enterprise persistently produces products that, as everyone understands, will never be sold. But this is an extremely rare exception. Much more often, products manufactured in violation of technological discipline are recognized as appropriate, paid by the consumer, and there is even evidence that the consumer remains satisfied with it. In this case, it is reasonable to suspend the control of technological discipline and conduct an analysis of the validity of the requirements for the implementation of production operations.

It is impossible to hide something from the staff, you can only pretend that you cannot see. As soon as the reasons for violations of technological discipline or product defects appear "inattention", "non-performance" and others psychological evaluation, the red light should flash: requirements are incorrectly defined or the operation is not resourced. It is possible that another inconsistency with ISO 9001: 2008 is manifested here: senior management has not met its obligation to provide staff with information on the importance of meeting customer and statutory and regulatory requirements. Simply put, no one has explained to people why they need to do what is required, and why it is important for the enterprise. It even happens that, on the contrary, the production staff was explained that all this is not necessary, but they "forgot" to tell the Quality Control Department.

The purpose of control of technological discipline is to prevent actions that can negatively affect the compliance of products with established requirements. Requirements must be met with adequate resources. The best option in this case is to establish the requirements for the provision of resources (including the requirements for the competence of personnel) in the technological documentation. The scope and frequency of control should be determined on the basis of an analysis of the characteristics of production processes and an analysis of the stability of product characteristics.

The data on the results of the control of technological discipline should be considered during the analysis of the organization's ability to meet the requirements for the product.

Control of finished products or QMS and the consumer.

The quality management system shall define the criteria for product acceptance. One might get the impression that since there are acceptance criteria, there must be an acceptance control. Of such mandatory requirement ISO 9001: 2008 does not. This organization determines itself. What is needed in a quality management system is not so much acceptance control as a guarantee of preventing inadvertent sending of nonconforming products to the consumer.

In other words, if there is no uncertainty in the fulfillment of the requirements for raw materials, if there is a technology and it is observed, acceptance control can be predominantly documentary, that is, it consists in checking the documented evidence of the satisfactory completion of the previous stages of control.

When developing a general production control program and determining what operations are necessary in it, it is useful to pay attention to the often observed imbalance between the "input" and "output" of the system. Often in enterprises there is complete trust in the supplier and the same complete distrust of themselves. They are manifested in the fact that purchases are checked purely by the presence of accompanying documentation (and even it is partially accepted much later than the receipt of products, since the products are shipped by production, and "certificates" are issued at the office), and own products in the production process and before entering the warehouse, it is carefully monitored (sometimes it is even unreasonably stated that a complete control is carried out). Formally, no requirements for the quality management system are violated, but such a bias towards product control indicates the imperfection of the system.

The above does not mean that in a developed quality management system it is possible to completely abandon product control. No, product control at all stages of production is mandatory. The question is for what purpose it is being carried out. At one extreme, in this case, there are management systems, in which product control is the last opportunity to weed out rejects, on the other, systems in which it is important to obtain data on the characteristics and trends of products and to develop preventive actions.

In any case, in relation to product control, as in relation to other types of control, the main thing is to correctly define the requirements. The scope of requirements for products is specified in clause 7.2.1 of ISO 9001: 2008. These are the requirements set by the consumer; requirements not established by the consumer, but necessary for the known or intended use of the product; legal and regulatory requirements; additional requirements of the organization itself.

As practice shows, the division of requirements for products into groups, given in the standard, provokes enterprises to distribute responsibility for determining these requirements between different functional services, and declare production responsible for implementation. As a result, there may be not just a contradictory requirement, but an actual proposal for production to decide for itself which services and to what extent to fulfill the requirements. In fact, clause 7.2.1 of the standard lists different (but equally necessary) aspects of the same product. The product that the company actually produces. Already because of this different groups requirements must be organically combined, not opposed or contradict each other. Quite often, correctly defining product requirements means reducing their quantity (eliminating those that do not affect customer satisfaction), which also leads to purely economic benefits.

The first in the standard are the requirements set by the consumer. The importance of their definition is obvious, since it is real money. It is generally accepted that the consumer's requirements are enshrined in the contract. But, all experts know that the consumer is very reluctant to talk about what he really needs.

There are many reasons for this. At present, a fairly large arsenal of methods has been developed that make it possible to identify the actual requirements of the consumer with a sufficient degree of accuracy. But this work is usually done by consulting organizations. Own specialized services enterprises, as a rule, do not have the ability to carry out such an analysis. Nevertheless, ISO 9001: 2008 contains mechanisms that ensure a consistent approach of the enterprise to the consumer. It's just that their effect does not become apparent so quickly.

Analysis of contracts with consumers shows that usually the requirements for product quality are formulated in them in general and vague terms. One of the most common situations of insufficiently specific product requirements is their definition through reference to government standards or specifications. There has been a steady tendency to equate consumer requirements (both established and anticipated) and the requirements of GOSTs. It turns out that the three groups of requirements listed in the standard are reduced to one. This is illogical and does not correspond to reality.

The requirements of the end user cannot sound like "must comply with GOST". As a rule, he did not read GOSTs and will not read them. This is fortunately. Reading many GOSTs and, moreover, Technical conditions often gives rise not to a desire to purchase these products, but to a desire to be on the alert and find out more specifically what is offered.

As an everyday example: the corresponding state standard boiled sausage (GOST R 52196-2003 Boiled sausage products) can be made from almost everything that can be called "meat" with more or less stretch. The manufacturer can use for its production beef, pork, lamb, buffalo meat of any kind, as well as offal and pork skin - if only in the end the ratio of proteins, fats and carbohydrates established by the standard is obtained. That's the joy for the consumer:

The requirements of external regulatory documents, of course, must be defined and implemented. But, only applicable to the activities of the organization. The task formulated in the standard is precisely to determine which of the external requirements are mandatory (failure to comply may entail sanctions from government agencies), which do not need to be performed (since they do not provide an increase in customer satisfaction), and which are necessary for the organization itself. (because they are expressly stated by the customer or are actually necessary to ensure customer satisfaction).

As mentioned above, the quality management system has a mechanism for consistently approaching the correct (corresponding to customer requests) product requirements. This is the monitoring and measurement of products and processes, working with complaints and wishes of customers and monitoring their satisfaction, analyzing customer satisfaction and characteristics and trends of products and processes.

In terms of product requirements, this means:

development of a classifier of reasons for appeals and claims of consumers;

analysis of the causes of inconsistencies identified by employees of the enterprise in the production process and in the final product;

determination of quality indicators corresponding to the interests of consumers and production opportunities;

selection of control methods and instrumental and staffing support for their implementation;

and finally, the determination of the scope and frequency of control of various quality indicators, depending on the frequency of relevant inquiries and complaints from consumers.

And, if the presence of subjective requirements is unacceptable for any control operation, it is doubly unacceptable for product requirements. Without clear and objective requirements for products, the management system is built "in a swamp". It makes no sense even to try to correctly define the requirements for the production processes and for the procurement of raw materials and materials.

There is a fairly simple indicator of the correctness of the product control function. This is the structure and the number of inconsistencies identified by the quality control department and the consumer. If the customers' appeals and claims contain information about nonconformity with the requirements that are included in the QCD control plan, and if the number of nonconformities identified by the QCD significantly exceeds the number of similar nonconformities identified by the consumer, the system moves in the right direction. And if the claims of consumers relate to requirements that are not taken into account in the control plan, and are a "surprise" for the enterprise, then there is simply no QMS.

So, the main reasons for non-fulfillment of requirements for products are the uncertainty of the requirements themselves and the lack of objective capabilities of production personnel to fulfill them. Typically, these two reasons exist simultaneously. That is, the workers do not understand the requirements, because they do not know what to do in order to succeed.

From the above, we can conclude that an enterprise that develops and implements a quality management system should become more truthful and more modest. This is indeed the case. Obligations to the consumer should contain guarantees, not good intentions. The idea of how to make good products correctly, of course, should not be forgotten. There are simply requirements, and there are goals for improvement. Requirements must be fulfilled, respectively, they must be doable. OTK is on guard here. And this, frankly, is a purely technical task.

What I would like to see, but currently does not work (including on the basis of actual data on nonconformities received by the Quality Control Department) is goals to improve products and processes. Without improvement goals, just like without requirements, a quality management system cannot exist. The degree to which the objectives are being met should be assessed and, if they are achieved, the requirements may be increased accordingly. But the Quality Control Department has absolutely nothing to do with it (except for the quality goals of this unit itself).

Today, many enterprises have implemented quality management systems. Their compliance with the international standard has been confirmed by respected certification bodies. Why are there still conflicts, in the center of which is the OTK? The main reason is the uncertainty and inconsistency of requirements or their inconsistency with the capabilities of the enterprise.

In a somewhat simplified form, the main thesis of the quality management system is formulated as follows:

"You can do whatever you want. You can't do what you can't." What exactly is "not allowed"? You cannot proclaim one thing, but strive for another. If this is not done, all problems turn into tasks (quite solvable). If the goal of developing and implementing the QMS was not set, if it was necessary to become like everyone else (just get a certificate), the scope of the quality management system will inevitably be limited by the dusty frame of the certificate, no matter whose wall is the head of the Quality Control Department, the quality director or even the general director himself ...

Regardless of the products manufactured, an employee must be present at the production site, who constantly monitors the technical process and its compliance with GOST. This profession is called OTC inspector. He oversees all stages of production, from the supply of raw materials to the storage of finished products. Any employee who is responsible for supervision and quality control can be called a controller.

Obligations of the controller

The main task of the controller is to prevent production defects, therefore he is obliged to regularly monitor:

for the quality of raw materials and production recipes;
check the quality of production equipment;
monitor the quality of employees' work;
timely stop the process during the release of defective products;
eliminate the causes of its appearance;
monitor the correct operation of the equipment;
conformity of production technical documentation and government standards.

The QCD inspector is personally responsible for low-quality products, for their return to the factory. That is why highly qualified people who have received the appropriate education are hired for this position. Experience, personal qualities and good knowledge of the entire process of manufacturing goods allows you to simultaneously monitor several processes and minimize the presence of defects.

What should the controller know?

The work of the QCD inspector is very responsible. In addition to controlling all processes at the factory, he must know all the technical documentation so that the products fully comply with it. Knowing what causes can lead to marriage, an employee of the technical control department is engaged in prevention and elimination. After the product has been released, he checks it for suitability. If there is a defective product, an appropriate form is filled in, which spells out the reasons for its appearance, those responsible for this, and the write-off of the goods is drawn up. Here are some other responsibilities of the QCD controller that he should know:

standards for raw materials, finished products;
types and sizes of semi-finished products and finished products;
technological process;
the ability to use measuring instruments;
safety regulations, sanitary standards;
organization of work in the workplace;
types of marriage and methods of its elimination.

All this allows the employee to visually see during the production process how the products comply with the standards.

Personal characteristic

Physical activity during the work of the inspector of the Quality Control Department is insignificant, however, the presence of other important personal qualities is required. He must have good memory and vision, be collected, attentive. Professional quality:

Important factors when hiring

To obtain the position of the inspector of the Quality Control Department, you need:

availability of higher specialized education;
experience in the field of production control;
excellent knowledge modern technologies;
the ability to use a computer and electronic documents, programs;
drawing up production plans, documents;
endurance and the ability to perform several tasks at the same time, monitor several processes;
responsible attitude to the performance of basic work duties.

Job responsibilities will depend on what field of activity the employee specializes in.

Relationships with other departments

The quality controller actively cooperates with all departments and workshops of the factory. Revealing the causes of marriage is carried out together with the heads of the shops. Upon receipt of raw materials, the supply department informs the quality control department about this, providing documents from the supplier for control. All products in the warehouse, their import and export are controlled by the quality department and are drawn up by appropriate acts. Work orders are also signed by a specialist, on the basis of which wages are calculated in the accounting department. Everything that the QCD inspector does is interconnected with the work of all production departments.

Profession benefits

The main advantage is the demand for specialists in the labor market. Supervisors are needed everywhere, and areas of activity are constantly expanding, new specializations appear. The work does not require physical training, so people of any age can master it.

Education

You can study for the profession of a controller at a vocational school or another educational institution corresponding to the field of activity in which the employee will work. After completing training at a vocational school, a graduate receives a 2-3 grade and the opportunity to continue his education or get a job. In some industries, individual training courses are organized with the opportunity to undergo practical training at their factory.

APPROVED
General director
PJSC "Company"
____________ P.P. Petrov

"___"___________ G.

Regulation on the department of technical control

1. General Provisions

1.1 The full name of the subdivision - the technical control department, abbreviated as QCD (hereinafter referred to as QCD) is an independent structural subdivision of the enterprise.

1.2 Quality Control Department reports to the Deputy Director for Quality - Head of Quality Control Department.

1.3 Deputy Director for Quality - Head of Quality Control Department reports directly to the Director for Quality.

1.4 Deputy Director for Quality - Head of Quality Control Department is appointed by order of the General Director of the enterprise on the recommendation of the Director for Technology and Quality.

1.5 In progress production activities Quality Control Department cooperates on a large scale with all structural units enterprises.

1.6 Quality Control Department coordinates the activities of the company's divisions in the field of product quality assurance.

1.7 Quality Control Department is guided in its activities by:

- the current legislation of the Russian Federation;
- the law of the Russian Federation "On technical regulation»;
- The Law of the Russian Federation "On standardization" No. 5154-1 of 10.06.93;
- The Law of the Russian Federation "On Certification of Products and Services" No. 5151-1 of 10.06.93.
- Law of the Russian Federation "On ensuring the uniformity of measurements" No. 4871-1 dated 04/27/93;
- Regulatory - technical and technical documents;
- Orders and orders of the management of the enterprise;
- the company's policy in the field of quality;
- documentation of the quality management system (QMS) of the enterprise;
— international standards ISO 9000 series;
- the collective agreement of the enterprise;
- the rules of the internal labor regulations of the enterprise;
- this Regulation.

1.8 Requirements of employees of the Quality Control Department on issues of product quality assurance are mandatory for all employees of the enterprise.

2 Objectives

2.1 Prevention of release (delivery) by the enterprise of products that do not meet the requirements of regulatory and technical documentation, terms of delivery and contracts, or incomplete products.

2.2 Strengthening production discipline and increasing the responsibility of all production links for the quality of products.

2.3 Development, implementation and maintenance of the QMS, ensuring full satisfaction of customer requirements for product quality.

3 Internal structure

3.1 The structure and staffing of the Quality Control Department is approved by the General Director.

3.2 Quality Control Department includes:

3.2.1 bureau of technical control of machine-building production;

3.2.2 Leading QMS Engineer

3.2.3 incoming control bureau;

3.2.4 areas for control of product release (workshops No. 5,6,7,14);

3.2.5 electricians' section for maintenance of test equipment.

3.3 The deputy director for quality - the head of the quality control department is subordinate to the deputy head of the quality control department - the head of testing stations, the leading engineer for the QMS.

3.4 The Deputy Head of Quality Control Department - Head of Testing Stations is directly subordinate to:

- Head of BTK production;
- senior control foremen of production shops;
- Leading Quality Engineer (complaints);
- engineer for periodic and certification tests, providing technical documentation;
- Leading engineer for accounting and analysis of NSP, certification of test equipment;
- electricians for the repair and maintenance of test equipment;
- Head of the incoming control bureau.

4 Functions and tasks

4.1 The main tasks of the quality control department of the enterprise are:

4.1.1 implementation and maintenance of the functioning of the QMS in the department, ensuring full satisfaction of the consumer's requirements for the quality of the products;

4.1.2 ensuring effective quality control of products at all stages of the life cycle;

4.1.3 organization and analysis of the quality level, causes of defects, as well as measures to improve product quality;

4.1.4 coordination of the work of the technical services of the enterprise in matters of improving the quality indicators of products in order to increase its competitiveness, meet customer requirements and increase the profit from sales.

4.2 In order to implement these tasks, the QCD performs the following functions:

4.2.1 organization of control over the quality of products during their manufacture and shipment to the consumer in order to minimize damage caused by intra-production inconsistencies;

4.2.2 implementation of "volatile" control over the observance of technological discipline, compliance of production operations with the requirements of the normative and technical documentation (NTD) in force at the enterprise, approved design and technological documentation;

4.2.3 control over compliance with the rules of labeling, conservation, packaging, storage and transportation of products within the enterprise;

4.2.4 control of the conformity of technological equipment for the main production, in accordance with the existing normative and technical documentation at the enterprise;

4.2.5 determination of the procedure for the collection and storage of nonconforming products, implementation of measures that exclude the possibility of its use until correction;

4.2.6 control over the conduct of all types of tests (periodic, acceptance, control, certification) of manufactured products, timely and high-quality testing assigned to the Quality Control Department;

4.2.7 consideration of mutual claims of the shops and services of the enterprise on issues within the competence of the Quality Control Department and making final decisions on them. Decisions made by the Quality Control Department can be overridden by the Quality Director;

4.2.8 collection, generalization of information on the state of product quality in the production process and its presentation for analysis to design, technological and other services in order to develop measures to improve product quality;

4.2.9 generalization of the results of the analysis and proposals for measures aimed at eliminating the identified inconsistencies;

4.2.11 Controlling the storage of documentation that ensures traceability and confirms the quality of product manufacturing at all stages of its production;

4.2.12 Organization and participation in the improvement of the enterprise technical control system, including in the development and implementation of progressive methods and means of product quality control, including organizational forms, material and moral incentives for employees to improve product quality;

4.2.13 Conduct systematic work(if necessary, in conjunction with technical services) to analyze the effectiveness of the technical control system, increase the effectiveness of control operations, labor productivity of employees of the Quality Control Department and increase the level of their professional training;

4.2.14 Development of proposals to increase the requirements for the quality of products manufactured and consumed by the enterprise, to improve the normative and technical documentation of the quality management system of the enterprise, which establishes these requirements, aimed at stimulating the release of high quality products and preventing the release of nonconforming products;

4.2.15 Participation in the development of programs and measures to improve the methods of technical equipment of control operations, to introduce progressive means and methods of control, analysis and assessment of the quality of the company's products;

4.2.16 Implementation of control and participation in the conduct of periodic, qualified, certification and other tests of the company's products, confirming the stability of the quality of its manufacture;

4.2.17 Keeping records of claims for the quality of products manufactured by the enterprise, if necessary, participating in the consideration of claims for products jointly with other divisions, monitoring the implementation of measures to eliminate identified deficiencies;

4.2.18 Leads the work on quality planning, including the development and updating of the policy and objectives of the enterprise in the field of quality;

4.2.19 Development of planning and organizational measures for the preparation of production and documentation for state and foreign certification of products and the quality management system of the enterprise;

4.2.20 Planning, organization and participation in the development, control, modification of the documented procedures of the QMS;

4.2.21 Keeping records and managing all documentation on the state certification of products and the quality management system of the enterprise;

4.2.22 Together with the subdivisions included in the enterprise's QMS, analysis of the efficiency of the QMS with the development of recommendations for improvements;

4.2.23 Organization of work on the extension, renewal of state and foreign certification of products and the quality management system;

4.2.24 Provision of methodological assistance to all divisions of the enterprise in the implementation of planning and organizational measures to prepare for certification of products and the quality management system of the enterprise.

5 Rights

Quality Control Department has the right:

5.1 Stop acceptance and shipment of products that do not meet standards, specifications, standards, drawings, established completeness and technological documentation and contractual obligations, immediately notifying the general director of the enterprise in writing. The order of the quality director or the deputy director for quality - the head of the quality control department on the termination of the acceptance or shipment of products can be canceled only on the basis of a written order (instruction) of the general director.

5.2 At any production site, check materials, blanks, parts or components for compliance with standards, specifications and drawings.

5.3 Assign and carry out, not provided for by the approved technological process, quality checks of finished products, raw materials, materials, semi-finished products and components, the quality of individual technological operations and transitions, quality and condition technological equipment and tools, conditions of production, packaging, storage, loading and transportation within the enterprise, as well as other checks necessary to ensure the release of products in accordance with the established requirements.

5.4 To participate in the testing of new and modernized product samples, as well as in the coordination of technical documentation for these products, in order to ensure conditions for effective control of its quality.

5.5 To carry out, together with the metrological service, control over the state of control and measuring instruments at the enterprise, as well as over their timely submission for state verification.

5.6 Require the heads of shops, services and departments of the enterprise to carry out all the necessary measures aimed at improving and ensuring the quality of products.

5.7 Make a final decision on the quality of products in the event of disagreements between employees of the Quality Control Department and employees of workshops or departments of the enterprise.

5.8 Submit to the managers of the enterprise proposals on bringing to responsibility the employees guilty of the release of inappropriate products, violation of the production technology and the use of inappropriate materials, raw materials and semi-finished products that are subject to verification, but not verified by the Quality Control Department.

5.9 Require the subdivisions of the enterprise to provide the necessary materials for the implementation of work within the competence of the Quality Control Department.

6 Relationships with other units

6.1 With production departments on questions:

- Receipts: ten-day schedules of production output by workshops for the coming month. Executing service memos
OTK staffing table. Staff training schedules.

- submissions: Information about the recognized good and non-conformity of the manufactured products with the requirements of normative and technical documentation and contractual obligations. Information on request. Requests for staff training

6.2 With the planning and economic department on the following issues:

- receiving: organizational structure of quality control department;

- submissions: information about non-conforming and advertised products. Required information on request
6.3 With the design and technology department on the following issues:
- receiving: operational control charts to coordinate control operations. All the technical documentation necessary for control, instructions for testing products and individual units, notifications of production changes, schemes of test installations. Conclusions on complaints, necessary decisions on parts, assemblies, assemblies and products that deviate from drawings and specifications, as well as calculations necessary to determine product quality (on demand) Agreed with the management OTK instructions on control tests and charts of control operations of technological processes;

- submissions: information on inconsistencies with analysis of the reasons for the measures taken to eliminate it. Information about all the defects found in the drawings and technology. Notices of technological process violations affecting the quality of products Complaints and proposals for improving technology and improving product quality, information on the quality of products supplied by the enterprise, reports of product quality control received for conclusion from customers, as well as protocols and conclusions on the test results of units, products, systems, assemblies and parts.
6.4 With the departments of the chief mechanic and the chief power engineer on the following issues:

- obtaining: The necessary controls to ensure reliable quality control of the production repair of equipment. Equipment check schedule for technological accuracy. Information about the results of checking equipment for technological accuracy.

6.5 With the central laboratory of measuring technology on the following issues:

- Receipts: Schedules of verification of measuring instruments. Information about the removal from circulation of faulty, incorrect and not passed deadlines verification of measuring instruments. Data on the verification of measuring instruments for the preparation of a quality report, protocols of measurements performed;

- provision: Applications for measuring devices and power supplies for them, for conducting high-precision and arbitration measurements and tests. Measuring instruments for verification, according to the schedule, failed before the next verification. Measuring instruments for rechecking or repair.

6.6 With the Department of Procurement and Procurement on the following issues:

- receipt: Supplier supporting documents (certificates, regulations, test reports and passports) for all materials and components supplied to the enterprise. Extracts from contracts with suppliers, amendments to contracts required for inquiries or claims;
- submissions: Conclusions of factory laboratories, certifying the quality of incoming materials and components and permission to use them in production. Proposals and prohibition of the issuance from warehouses of materials and components that deviate from technical conditions, acts for materials with inconsistencies discovered during acceptance.

6.7 With the sales department on questions:

- submission: Information on the results of consideration and decisions made on the received claims for products. Information about the right to sell products based on the results of periodic tests. Information on all types of certification of products.

6.8 With accounting for:

receipt: Information on the results of accounting for losses from non-conforming products in workshops on notices of non-conformity and reclamation acts and on attributing the amounts to the perpetrators;

submission: Acts of nonconformities indicating those responsible for the formation of nonconforming products. Conclusions on accepted complaints.

6.9 With department information technologies on questions:

- receipt: Forms of primary documents for ITU and instructions for their completion. Methodological assistance in filling out forms of primary documents on IT. Summary data on changes in technical documentation;

- providing: Proposals for the mechanization and automation of various tasks of management and calculations. Application for computer and org. technique.

6.10 With supervisors of workshops and sections on the following issues:

- receiving: Required tools and instruments for testing control. Accompanying technical documentation (drawings, diagrams, standards and manufacturing technology for these products). All operational documentation (description);

- providing: Conclusion on the compliance of products with the requirements of technical documentation (TU, GOST, drawings, standards, manufacturing technology, etc.). Drawn up acts on non-conforming products with an indication of the perpetrators. Certificates for accepted products, warning of non-conforming products in case of violation of the manufacturing technology of products and non-compliance with their requirements of technical documentation.

6.11 With all divisions within the QMS on the following issues:

- receiving: Draft documents and other documentation within the quality management system, proposals for amendments to the documents of the quality management system of the enterprise;

- providing: Documentation of the quality management system necessary for the operation.

6.12 With the personnel department on the following issues:

- receiving: Questionnaires, resumes of contestants for vacancies;

- providing: Applications for the selection of personnel.

7 Responsibility of the head of the unit

7.1 The Deputy Director for Quality - Head of Quality Control Department bears full responsibility for the untimely fulfillment of the tasks and functions assigned by this Regulation to the department.

7.2 The degree of responsibility of other employees is established by job descriptions.

8 Conclusion

8.1 This regulation has been developed in accordance with:

8.1.1 The requirements of STP QMS 5-007.

8.1.2 Operating in the enterprise organizational structure management.

8.1.3 Staffing table department of technical control.

8.2 The Director of Technology and Quality has the right to make proposals on its amendment to this Regulation.

8.3 The date of the approval of the Regulations by the General Director of the enterprise shall be considered the date of entry into force of these Regulations.

8.4 These Regulations are valid for 5 years.

Quality Director K.K. Quality workers

Agreed:

Head of Quality Control Department O.O. Responsible

Head of the personnel department I.I. Ivanov

Head of the Quality Management Department V.V. Vasiliev

Head of the Legal Department S.S. Sergeev

TO Category:

Control of works on metal coatings

Marking and branding of products

Branding of products, which is part of the duties of technical control workers, is performed during operational and final acceptance of parts, assemblies, units of assembled and tested machines.

Marking provides for the application on a part or a label attached to it of conventional signs denoting a brand, grade, specifications etc. In most cases, marking is a production operation controlled by employees of the Quality Control Department.

The presence of the mark indicates that the part or product has undergone certain operations, accepted by technical control and is suitable for further processing, assembly, testing or release from the factory. Branding provides for the personal responsibility of the person who has put the stamp for the suitability of the product.

After certain operations, the stamp is applied to the corresponding places of products and units in accordance with the instructions provided in the drawings or technological maps. The place chosen for the stamp should provide a distinct impression, should not be on the base surface; the mark should be retained until final acceptance and, if possible, remain open during assembly. Poor choice of a place for a stamp or improper use of a stamp can be the cause of marriage or damage to products.

For polished, chrome-plated, nickel-plated and painted surfaces of products, chemical stamping with a rubber stamp is used. On parts that have undergone heat treatment, the stamp is applied by the method of electrography. If a stamp of one of the listed types cannot be applied to the surface of the parts, then a paper label is glued or reinforced with wire.

Very small parts, for example, in instrument or watchmaking, which cannot be stamped, are handed over to the warehouse after inspection or for subsequent operations in special containers (boxes, bags), which the inspector seals with a stamp.

Each BTK has a stamp of a certain shape. Inside the outline of the stamp is the number assigned to the controller. Depending on the size of the items being inspected, the inspectors can be given stamps with the same shape and number; but in different sizes.

For the branding of finally rejected products, special hallmarks (BR) are used with a number assigned to the controller. Controllers and supervisors have rubber stamps to draw up the documentation. The stamp imprint may have the following designations: workshop or department number, initial letters official(К - controller, КМ - control foreman, SCM - senior control foreman of the section) and the personal number assigned to him.

At the Quality Control Department, especially at large factories, there is usually a tool pantry for storing and issuing control devices, auxiliary tools and materials that are used only by employees of the Quality Control Department - In this pantry, storage and issuance of stamps and stamps should be organized. The issued stamps and rubber stamps are recorded in the accounting card and issued against receipt. It is not recommended to issue the same controller with stamps or stamps with different forms and number, or different employees- identical hallmarks or stamps.

Replacement of worn out or broken stamps with new ones is allowed by memo the head of the relevant BTK, subject to the presentation of unfit for use stamps.

In the production of critical products and units, if the stamp or rubber stamp is lost, their numbers are canceled by the appropriate order for the Quality Control Department. Instead of the lost one, a new stamp with a new number is issued. It is recommended to use duplicates of lost stamps no earlier than 6 months after the date of the loss statement. Brands and rubber stamps are subject to mandatory delivery when employees of the Quality Control Department transfer to another job. It is recommended that the handed over usable stamps and stamps be issued for production no earlier than 3-6 months from the date of their delivery.

The procedure for the presentation and acceptance of products by the Quality Control Department

St. Petersburg

Foreword

Objectives and principles of standardization in Russian Federation established by Federal Law No. 184 of December 27, 2002 "On Technical Regulation".

Information about the standard

1 DEVELOPED by Open Joint Stock Company "Plant" NAVIGATOR "

2 INTRODUCED by Open Joint Stock Company "Plant" NAVIGATOR "

3 APPROVED AND COMMISSIONED ...

4 INTRODUCED FOR THE FIRST TIME

This standard may not be fully or partially reproduced, replicated and distributed as an official publication on the territory of the Russian Federation without the permission of the Open Joint Stock Company "Plant" NAVIGATOR "

1 area of use. one

3 Terms and definitions. 2

4 Symbols and abbreviations. 2

5 General Provisions. 3

7 Periodic testing. 6

ORGANIZATION STANDARD

Application area

The enterprise standard is an integral part of the enterprise quality management system and is aimed at ensuring the quality of the products developed and manufactured.

The standard establishes the procedure for the presentation and acceptance of products by the Quality Control Department.

The standard was developed on the basis of the requirements of GOST RV 15.307-2002, GOST RV 15.002 and OST 134-1028.

The standard is obligatory for all divisions presenting products of the Quality Control Department.

GOST R ISO 9000-2008 Quality Management System. Fundamentals and vocabulary

GOST RV 15.307-2002 SRPP VT. Testing and acceptance serial products... Basic Provisions

GOST RV 15.002 - SRPP VT. Quality management systems

OST 134-1028 -2006 Requirements for quality management systems of enterprises involved in the creation, production and operation of products

GOST R 1.5-2012 Standardization in the Russian Federation. National standards. Rules for construction, presentation, design and designation

GOST R 1.4-2012 Standardization in the Russian Federation. Organization standards. General Provisions

the federal law dated 28.11.2015 No. 184-FZ On technical regulation

Terms and Definitions

In this standard, the terms of GOST R ISO 9000 and the following terms with the corresponding definitions are used:

test report: A document containing the necessary information about the test object, the methods used, means and test conditions, test results, as well as a conclusion on the test results, drawn up in accordance with the established procedure.

production control: Control carried out at the production stage.

Products: Semi-finished products, parts, assembly units and finished products manufactured by the Company.

acceptance of products: Verification and documentary confirmation of the conformity of products to the requirements of technical documentation and the suitability of these products for delivery and (or) use, carried out with positive results of its quality control.

Symbols and abbreviations

КД - design documentation НД - normative documentation

Society is open Joint-Stock Company"Plant" Navigator "

OVKiS - Department of External Cooperation and Sales

Quality control department - technical control department

TD - technological documentation

TU - technical conditions

General Provisions

5.1 Manufactured products, prior to their shipment or transfer to the customer (consumer), are subject to testing and acceptance in order to certify their suitability for use in accordance with the requirements established in the ND and supply contracts.

5.2 Acceptance of products is carried out by employees of the Quality Control Department.

5.3 For quality control and product acceptance, the following test categories are carried out:

Bearer;

Acceptance;

Periodic.

Bearer tests are carried out in order to control products for compliance with the TU requirements and to determine the readiness of products for presentation to the RF Ministry of Defense.

Acceptance tests are carried out in order to control the conformity of products to the TU requirements and to determine the possibility of accepting these products.

Periodic tests are carried out in order to confirm the possibility of manufacturing products according to the current design documentation and technical documentation.

5.5 To assess the effectiveness and feasibility of making the proposed changes to the design of the manufactured product and (or) the technology of its manufacture, type tests are carried out. The procedure for carrying out type tests is given in GOSTRV 15.307.

5.6 Products presented for testing and acceptance must be fully completed in accordance with the requirements of design documentation. In this case, the quality of the purchased components used must be confirmed by the results of the incoming inspection.

5.7 When testing and accepting products, it is not allowed to use test, measurement and control tools that have not passed metrological certification (verification) within the time frame established by the documentation for these tools.

5.8 The direct executors are responsible for the quality of products presented for testing and acceptance. The heads of the relevant department are responsible for the material, technical and metrological support of the quality control department representatives participating in the testing and acceptance of these products.

5.9 The basis for making a decision on the acceptance of products is the full compliance of products with the requirements of ND, confirmed by the results of its control and tests provided for by ND for these products.

5.10 Accepted products are products that:

Has passed all the tests stipulated by the ND for it,

Completed, preserved and packaged in accordance with the requirements of ND or the terms of contracts for its supply,

Sealed by a representative of the Quality Control Department,

And on which the documents are drawn up, certifying its acceptance.

5.11 It is not allowed to carry out modifications, repairs, elimination of errors in the products accepted by the Quality Control Department.

5.12 Accepted products are subject to shipment to the customer or transfer to the finished product warehouse for safekeeping. After the acceptance of the product by the Quality Control Department, up to its transfer to the customer, the head of the OVKiS is responsible for ensuring the safety of the quality and completeness of the products.

The procedure for presenting products to the Quality Control Department. Bearer tests

6.1 Submission of products to the Quality Control Department for control, acceptance and participation of representatives of the Quality Control Department in product testing is carried out on the basis of the technological process.

6.2 The products are presented by the production site master (or a person authorized by the production manager) through the product presentation log of the Quality Control Department. The journal is drawn up in accordance with Appendix A.

6.3 Bearer tests are carried out by the forces and means of the subdivision - the manufacturer of the products in the presence of employees of the Quality Control Department of the Company.

6.4 On bearer tests and production control, produce products with a complete set design documentation and completed accompanying documents confirming the performance of previous operations on the technological process.

6.5 If the product was modified during the manufacturing process, then if the design document was not corrected, together with it, upon presentation, notifications for changes in the design document or a log of changes are attached.

6.6 Presenter tests of products are carried out in the volume and

the sequences that are provided for in the ND for these products.

6.7 For bearer tests, products are presented that have fully passed the production control provided for by the technological process for its manufacture.

6.8 In case of positive results of presentation tests, the staff of the Quality Control Department participating in the tests must:

Issue accompanying documents;

Fill in the log of product presentation by the Quality Control Department;

Seal products and (or) affix appropriate marks on them, the method of placement and location of which must comply with the TU and technological documentation for these products;

6.9 If, according to the results of the bearer tests, the products did not pass the test, the employees of the Quality Control Department participating in the tests are obliged to:

Make the appropriate notes in the OTK product presentation log;

Make an appropriate entry in the accompanying documents for the product, not tested;

Isolate the product before deciding on its further use.

Periodic tests

7.1 Periodic tests are carried out with the participation of employees of the Quality Control Department. The tests are carried out in the scope and sequence specified in the technical specifications.

7.2 The frequency of tests by the time of production of products (month, quarter, year) or by the number of manufactured products is set in the specifications for the product or in the supply contracts. Products for the next periodic tests are selected by the representatives of the Quality Control Department from the number of products manufactured in the controlled period and having passed the acceptance tests.

7.3 Specific test periods are established in the annual schedule, which is drawn up by the chief metrologist. The schedule must indicate the location of the tests, the timing of the tests, the procedure for issuing documentation based on the test results.

7.4 If the product has passed the periodic tests, then the quality of the products of the controlled period is considered confirmed by tests, and the possibility of further manufacture and acceptance of products according to the documentation on which it was manufactured is considered confirmed. The period for which the results of the periodic tests apply,

indicate in the act. Periodic test protocols are attached to the act. Forms of acts and protocols of periodic tests are indicated in Appendices 8, 9 GOST RV 15.307.

7.5 If the product has not passed the periodic tests, the decision on further release, shipment and the need to rework previously released products is made in accordance with the OST.