Improving the quality of management. Improvement of the product quality management system (on the example of OMZ-Spetsstal LLC). Stages of development of quality systems
Federal Agency for Education
State educational institution of higher professional education
Togliatti State University of Service
Department: "Management"
Course work
"Quality systems at the enterprise"
Student: Levanova Daria Vladimirovna
Group: BMn-301
Teacher: Markova Olga Vladimirovna
Togliatti 2009
Introduction
Chapter 1 Theoretical and methodological foundations of quality management
The role of the quality management system in increasing the competitiveness of an enterprise or business
Stages of development of quality systems
Problems of quality system development in Russia
Chapter 2 Analysis of the quality management system at the enterprise SOK-TRANS LTD.
2.1 general characteristics enterprises
2.2 Review of the effectiveness of the quality system
Chapter 3 Project for improving the quality management system of SOK-TRANS LTD LLC
3.1 Implementation of the process approach of the quality system
3.2 Resource management
3.3 Planning life cycle services provided
3.4 Implementation of a monitoring and transport management system, assessment of the economic efficiency of design solutions
Conclusion
Bibliography
Introduction
In modern conditions of a market economy in Russia, great attention is paid to quality problems. Serious competition led to the development of quality improvement programs. In scientific research and in practice, it became necessary to develop objective indicators to assess the ability of firms to produce products with the required quality characteristics. These characteristics are confirmed by the certificate of conformity for the products. Many manufacturing firms have quality systems that meet international standards... The successful sale of a quality product to the consumer is the main source of livelihood for any enterprise.
Quality is the first priority one in a market economy, where there have been genuine revolutions in this area. It is with the help of modern quality management methods that advanced foreign companies have achieved leading positions in various markets.
Russian enterprises are still lagging behind in the application of modern quality management methods. Meanwhile, the improvement in quality brings truly colossal opportunities. However, quality improvement is impossible without changing the attitude towards quality at all levels. Calls for quality improvement cannot be realized if leaders at various levels do not embrace quality as a way of life.
There is a direct link between quality and production efficiency. Improved quality improves production efficiency, leading to lower costs and increased market share.
A lot of researches of scientists from different countries are devoted to the issues of quality management, considerable experience in the field of quality management has been accumulated. Scientific interest in the problem of quality makes us turn to the analysis of the accumulated theoretical material.
The concept of product quality from the standpoint of its compliance with consumer requirements has developed precisely in a market economy. The idea of this approach to the definition of product quality belongs to the Dutch scientist J. Van Etinger. He developed a special field of science qualimetry - the science of how to measure and quantify quality indicators.
The purpose of this work is to find ways of scientifically based forms and methods of quality management in the practice of Russian enterprises and development of practical recommendations for their application at the enterprise SOK-TRANS LTD.
The implementation of the set goal made it necessary to solve the following tasks:
to consider the theoretical and methodological foundations of quality management of SOK-TRANS LTD;
analyze the quality management system at the enterprise;
to develop measures to improve the quality management system of SOK-TRANS LTD.
The object of the research is the Limited Liability Company SOK-TRANS LTD in its interaction with other business entities.
The subject of research in this work is a quality management system and a quality management process of an enterprise, focused on increasing the competitiveness of an enterprise.
The theoretical and methodological basis of the study was the development, concepts and hypotheses, substantiated and presented in modern economic literature.
The practical basis of the research is analytical data published in scientific literature and periodicals, expert developments and assessments of Russian and foreign scientists-economists, as well as data from a specific enterprise.
1. Theoretical and methodological foundations of quality management
1.1 The role of the quality management system in improving the competitiveness of an enterprise or business
The word "quality" is widely used in everyday life, business communication, in applied and theoretical scientific works... Intuitively, the meaning of the use of this word is clear to any literate person. But nevertheless, the use of the term "quality" in enterprise management requires its discussion.
In a generalized form, researchers distinguish the following methodological approaches to understanding quality, which were used in different eras of scientific knowledge:
substrate, characteristic of ancient cultures, reduced to the characteristics of the main cosmic elements - “the elements of life” (fire, water, earth, air, etc.);
objective, due to the influence of production activities, the formation of scientific and technical disciplines, reduced to the consideration of things and their properties;
systemic, which becomes significant due to the fact that the objects of scientific research and practical activity are education systems;
functional, which expresses a tendency to quantify quality;
integral, which focuses on a synthetic, holistic coverage of all sides, factors.
For modern research in various fields of scientific knowledge (economics, management, psychology, etc.), an integral understanding of quality is characteristic.
An integral understanding of quality originated in the depths of economic science, which was largely facilitated by the development of market relations. A brief description of the main approaches of representatives of various sciences to the interpretation of quality will have a certain value for the research topic.
Thus, many economists understand quality as meeting or exceeding the requirements of consumers at a price that they can afford even when they need a product or service. The following are distinguished as essential quality criteria: compliance with the standard, compliance with the technical indicators of the best analogous products, the degree of accuracy of compliance with all production processes, compliance with quality requirements of buyers, compliance of quality with effective demand. Moreover, all these criteria are equivalent.
A number of researchers (M. H. Mescon, F. Hedouri, M. Albert) consider quality in three critical aspects: quality of compliance with specifications, quality of construction and functional quality. At the same time, quality is formed in a certain sequence, and all the above aspects of quality are equally important.
The successes of economics in the study of quality contributed to the formalization of the definition of quality in ISO (International Organization for Standardization at the United Nations) standards. So, in accordance with ISO 8402, quality is understood as a set of characteristics of an object related to its ability to meet established and anticipated needs.
The ISO 9000 series established a unified, internationally recognized approach to contractual conditions for assessing quality systems and at the same time regulated the relationship between manufacturers and consumers of products. Quality can be represented as a pyramid (Appendix 1).
As SD Ilyenkova et al. Show, at the top of the pyramid is TQM - an all-encompassing, total quality management, which assumes high quality of all work to achieve the required product quality. First of all, this is work related to ensuring
high organizational and technical level of production, proper working conditions. The quality of work includes the validity of the management decisions taken, the planning system. Of particular importance is the quality of work directly related to the release of products (quality control technological processes, timely detection of marriage). Product quality is a component and consequence of the quality of work. Here, the quality of suitable products is directly assessed, the opinion of the consumer, complaints are analyzed.
The importance of product quality lies in the fact that only high-quality products open the export route to solvent markets. Special contests are called upon to play an important role in ensuring the quality of Russian manufacturers' products and their successful competition on world markets.
If you do not pay serious attention to quality, significant funds are required to correct defects. Much greater impact can be achieved by developing long-term defect prevention programs.
Until recently, it was believed that quality should be dealt with by special units. The transition to a market economy necessitates studying the experience of the world's leading companies in achieving high quality, believing that the efforts of all services should be directed to achieving quality.
Studies in a number of countries have shown that in companies that pay little attention to quality, up to 60% of the time can be spent on fixing defects.
In the modern world market, where supply exceeds demand, the buyer dominates, who prefers the products that best meet his expectations and have a price that the buyer is willing to pay for satisfying his needs. Therefore, in order for products to be in demand in the market, that is, to be competitive, their quality should be focused on the consumer, on meeting his needs, requirements and expectations.
Product quality and its competitiveness are certainly related, but still significantly different concepts. Product quality is the main factor in ensuring its competitiveness in the market.
Competitiveness is a characteristic of a product that reflects the degree to which a specific need is being met compared to the best similar product on the market. The competitiveness of any product can be determined only by comparing it with a competitor's products both in terms of the degree of compliance with a specific need and in terms of the cost of meeting it. At the same time, it should be borne in mind that in recent years the quality of products has become the most priority factor in choosing products, and the consumer has begun to give preference to products of the highest quality, refusing cheaper ones, but having worse qualities.
Ultimately, the level of competitiveness of a product can only be judged by the reaction of the market, expressed in terms of product sales. Competitiveness assessments give only the expected, and not the real, competitiveness of products. For the successful sale of products, it is necessary that it meets the needs of consumers in this market, appears on the market in the right quantity and at the right time, and that the consumer is prepared for the appearance of this product on the market. The time factor is very important, because what the consumer needs today may not be needed tomorrow due to changes in consumer tastes, fashion, or the emergence of a new technical solution. Therefore, the market fate of products largely depends on the effectiveness of the marketing service of the product manufacturer.
The need for an integrated approach to quality at the enterprise, drawing up long-term programs, participation of all departments in quality improvement activities indicates that the quality of both products and work must be managed.
Modern quality management is based on the premise that quality management activities cannot be effective after the product has been manufactured; this activity must be carried out in the course of production. Quality assurance activities that precede the production process are also important.
1.2 Stages of development of quality systems
The concept of "quality management" covers those aspects overall function guidelines that define quality policy, objectives and responsibilities, planning, quality assurance and improvement. The most effective implementation of quality management functions allows the introduction of a quality system that permeates all areas of the enterprise. The quality system, therefore, plays a special role, so far it has not been possible to come up with a tool that would be as simple and effective in an attempt to achieve the main goal - to reduce the cost of manufactured products or services while unconditionally satisfying all the whims of the consumer.
The competitive struggle of enterprises today is increasingly turning into a rivalry between their quality systems. Often, preference is given to the supplier who has a certified quality system, and for successful operations in the foreign market, the presence of such a certificate is an indispensable condition.
The practical significance of studying the problem of systemic quality management is that the implementation and certification of the quality system, as a set of organizational structure, procedures, processes and resources necessary for the implementation of general quality management, are tools for the self-preservation of any enterprise in an unstable external environment, a guarantee of competitiveness, as in the external and internal markets, and all personnel from top management to an ordinary employee should be involved in the work in the quality system.
The problem of quality is the most important factor in improving the standard of living, economic, social and environmental security. Quality is one of the most complex and multifaceted categories that a person has to face in life. It permeates all spheres of material production and social relations.
The experience of countries with successfully developing market economies shows that quality is the main tool that allows:
optimally spend all types of resources;
reduce production costs and increase labor productivity, thereby contributing to the successful operation of the organization;
comply with all requirements for products;
to embody consumer expectations in products;
ensure mutual understanding and interaction along the entire chain from the manufacturer to the consumer of the product;
continuously improve production, service and management processes;
to ensure the satisfaction of both producers and consumers of products.
In accordance with the existing philosophy of entrepreneurial activity, the entire responsibility for the quality of the products manufactured and the services provided lies with the entrepreneur. With the development of production, the forms and methods of organizing quality work changed.
In the history of the development of documented systems of quality, motivation, training and partnerships, five stages can be distinguished and presented in the form of five quality stars (Appendix 2).
The first star corresponds to the initial stages of the systems approach, when the first system appeared - the Taylor system (1905). It established requirements for the quality of products (parts) in the form of tolerance fields or certain templates set for the upper and lower tolerance limits - through and non-through gauges.
To ensure the successful functioning of the Taylor system, the first quality professionals were introduced - inspectors (in Russia - technical inspectors).
The incentive system included fines for defects and defects, as well as dismissal.
The training system was reduced to vocational training and training to work with measuring and control equipment.
The relationship with suppliers and consumers was built on the basis of the requirements established in the technical specifications (TU), the fulfillment of which was checked during acceptance control (input and output).
All the features of the Taylor system noted above made it a quality management system for each individual product.
Second star. Taylor's system gave an excellent mechanism for managing the quality of each specific product (part, assembly unit), but production is a process. And it soon became clear that it was necessary to manage the processes.
Quality systems have become more complex as they include services using statistical methods. The quality problems faced by designers, technologists and workers became more complex, because they had to understand what variation and variability are, and also know what methods can be used to reduce them. A specialty appeared - a quality engineer who must analyze the quality and defects of products, build control charts, etc. In general, the emphasis from inspection and detection of defects was shifted to their prevention by identifying the causes of defects and their elimination based on the study of processes and their management ...
Labor motivation has become more complex, since now it was taken into account how accurately the process is set up, how certain control charts, regulation and control charts are analyzed.
The supplier-consumer relationship has also become more complex. In them, standard tables for statistical acceptance control began to play an important role.
Third star. In the 50s, the concept of total (total) quality management - TQC was put forward. Its author was the American scientist A. Feigenbaum. TQC systems have evolved in Japan with a strong emphasis on the use of statistical methods and the involvement of staff in quality circles.
At this stage, marked with the third star, documented quality systems appeared, establishing responsibility and authority, as well as interaction in the field of quality of the entire management of the enterprise, and not just quality service specialists.
Motivation systems began to shift towards the human factor. Material incentives decreased, moral incentives increased.
The main motives for quality work were teamwork, recognition of achievements by colleagues and management, the firm's concern for the future of the employee, his insurance and support for his family.
Supplier-customer relationship systems are also beginning to provide for third-party product certification. At the same time, the quality requirements in contracts have become more serious, and guarantees of their fulfillment have become more responsible.
Fourth star. In the 70-80s, the transition from total quality management to total quality management (TQM) began. At this time, a series of new international standards for quality systems appeared: ISO 9000 standards (1987), which had a very significant impact on management and quality assurance.
The TQM system is a comprehensive system focused on continuous quality improvement, minimization of production costs and just-in-time delivery. The main philosophy of TQM is based on the principle - there is no limit to improvement. When it comes to quality, the target is 0 defects, costs 0 overhead, and just-in-time deliveries. At the same time, it is realized that it is impossible to reach these limits, but one must constantly strive for this and not stop at the achieved results. This philosophy has a special term - "continuous quality improvement".
One of the key features of the system is the use of collective forms and methods of searching, analyzing and solving problems, constant participation in improving the quality of the entire team.
In TQM, the role of human and personnel training is significantly increased.
Motivation reaches a state where people are so passionate about work that they give up part of their vacation, stay late at work, and continue to work at home.
Training becomes total and continuous, accompanying employees throughout their entire labor activity... The forms of education are changing significantly, becoming more and more active. So, business games, special tests, computer methods, etc. are used.
Learning also becomes part of motivation. For a well-trained person feels more confident in a team, is capable of the role of a leader, and has career advantages. Special techniques for developing the creative abilities of employees are being developed and used.
In the relationship between suppliers and consumers, the certification of quality systems for compliance with ISO 9000 standards has been very thoroughly included.
Fifth star. In the 90s, the influence of society on enterprises increased, and enterprises began to take into account the interests of society more and more. This led to the emergence of ISO 14000 standards, which establish requirements for management systems in terms of environmental protection and product safety.
Certification of quality systems for compliance with ISO 14000 standards is becoming no less popular than for compliance with ISO 9000 standards. The influence of the humanistic component of quality has significantly increased. The attention of enterprise managers to meeting the needs of their personnel is increasing.
The implementation of ISO 14000 and ISO 9000 standards, as well as self-assessment methods based on the European Quality Prize models, is the main achievement of the stage characterized by the fifth star.
1.3. Problems of quality system development in Russia
The experience of implementing TQM in Russian business indicates a lot of problems and mistakes that today impede an adequate perception of the new business philosophy.
1. An evolutionary gap of 50 years. In the West, the philosophy of quality has consistently gone through the stages of rejection, quality control, quality assurance and took the form of total quality management. Moreover, the main driving force behind this development has been and remains the consumer. It was the struggle for the consumer that forced managers to look for new approaches in business in order to satisfy the needs of their customers with the highest quality as much as possible. In the administrative-command system of the Soviet Union, supply and demand were the subject of state planning, there was no competition between producers. The consumer could not "vote with the ruble" for this or that manufacturer, because he actually had no choice and had to buy what they sell. Artificial modeling of the market not only did not contribute, but, on the contrary, contradicted the philosophy of quality. The legacy of the Soviet system can also be overcome only in an evolutionary way. The advantage of the present position of Russia is that this path can be much shorter, because the accumulated world knowledge, experience, as well as mistakes and failures are already known. In addition, Russia has an extensive theoretical and methodological base in the field of quality of the Soviet period.
2. Placement of accents in the understanding of quality. It should be noted that systematic work in the field of improving product quality has been carried out in the USSR since the mid-50s. The development of quality systems in the Soviet Union was of a regional nature, therefore the proposed approaches were associated with the place of their development: BIP - Saratov, KANARSPI - Gorky, SBT and KSUKP - Lvov, NORM - Yaroslavl, KSUKP and EIR - Dnepropetrovsk, KSPEP - Krasnodar. During this period, the domestic school of quality was still keeping pace with the times. However, the listed systems were created and used mainly at the enterprises of the military-industrial complex. In the production of consumer goods in a planned distribution system, quality meant conformity to the standard. This understanding has firmly settled and still prevails in the minds of Russian managers and makes them think that quality parameters are set either by the regulatory authorities or by the manufacturer. This is a serious mistake today. Fostering a culture of quality based only on standards, especially in political and economic systems, carries with it certain risks. Such psychology in the market system can lead to the fact that the company will produce products of high quality from its point of view, which will not find demand.
3. Quality specialists. During the Soviet period, a whole army of quality specialists was trained. Many of them today are participating in the creation of a new philosophy of quality for Russia. These professionals have a technical background, and this is a problem - a problem that is not entirely obvious. The approach to quality as to compliance with an established standard has exhausted itself, modern quality management has long gone beyond mathematics and statistics, and the requirements for a quality specialist are knowledge of economics and management. However, to this day, the sphere of interests and competence of Russian quality specialists is often limited to reducing the number of defects, increasing the reliability of products, that is, the technical component of production. Such a direct and indirect association between quality management and standardization determines the fairly wide popularity of ISO 9000 standards in Russia. However, not everything is smooth here for the same reason, since the standardization of the enterprise management system is perceived by its creators not as an approach to improvement, but as compliance with formal requirements.
4. Using modern methods of improvement. As mentioned above, many approaches to improving the organization's management system and increasing its competitiveness are based on the principles of TQM. Some of the modern approaches are already being used in Russian business. This is ISO 9000, quality awards, self-assessment. How effective are these methods and tools on Russian soil? The answer cannot be unambiguous. Improvement approaches arise evolutionarily and have a methodological and practical basis. Managers of Western companies perceive customer orientation, continuous improvement, process approach, employee involvement and interest, social responsibility of business, as integral principles of doing business. In Russian business, these principles are introduced artificially, so the problem of adapting Western approaches comes to the fore. On the one hand, managers understand that it is necessary to change the philosophy, on the other hand, there are many barriers: ignorance of how and what to change, employee resistance, misunderstanding of colleagues and business partners.
Organizational self-assessment is an effective tool that firmly takes its place among modern approaches to management. However, in Russia, self-esteem has not realized even a small part of its potential. Apart from financial performance, Russian leaders have little value in the organization. There are several reasons for this. First, the lack of criteria for assessment or lack of knowledge of self-assessment techniques. Second, there is a serious distortion of data when middle managers and employees are involved in the self-assessment process. - The desire to embellish the existing state of affairs in order to please the leader, the fear of pointing out mistakes and miscalculations, as well as the Russian folk wisdom "the initiative is punishable" - all this interferes with an objective assessment of the organization. Thirdly, the leaders of large business companies shift all quality assessment activities to the appropriate divisions of the company, while in small businesses, managers know the areas for priority improvements and do not see the point in "a useless waste of time and effort, in their opinion."
Benchmarking or benchmarking has become one of the most effective and recognized tools for improving an organization in the past ten years. modern business and in recent years has been one of the three most popular management tools among top managers of large companies (according to BAIN & Co). Firms that use benchmarking are emerging in Russia, but so far there are only a few such companies, and mostly they are representatives of large business who have business contacts with foreign partners. For most leaders of small and medium-sized enterprises in Russia, "benchmarking" is an unfamiliar word, and benchmarking is perceived not as a management method, but as a simple competitor analysis or market research. In addition, the development of benchmarking in Russia is hindered by the "secrecy complex" of domestic business.
Analyzing any of the improvement tools, we come to one conclusion that the lack of a basic TQM culture hinders the effective implementation and application of these tools in Russian business. You cannot improve something that does not yet exist. First, the formation of a culture of quality - and only then its improvement.
5. Customer Satisfaction. Consumer opinion has become important to Russian companies when I had to fight for it. Russian companies have already quite well mastered the skills of market research and attracting new customers. However, customer satisfaction does not just mean the ability to impose your product, customer satisfaction is the art of giving the consumer what he expects and even more. It is important for Russian managers to feel the logical chain from the point of view of the consumer: purchase - satisfaction - repeat purchase. For foreign companies, the task is not so much to find new clients as to retain existing ones, i.e. increase the share of regular customers.
2. Analysis of the quality management system at the enterprise
2.1. General characteristics of the enterprise
Society with limited liability SOK-TRANS LTD was established on October 22, 2002 in accordance with Civil Code RF 1, Federal law"On Limited Liability Companies" 2.
The Company has a Articles of Association approved by Decision of the Founder No. 1 dated 28.10.2004.
The founder of the Society is individual... To ensure the activities of the Society, authorized capital in the amount of 10,000 rubles at the expense of the founder's contribution in cash.
The Company has no branches and representative offices. Subsidiaries and dependent societies no.
Ownership: private.
Full corporate name of the Company: Limited Liability Company SOK-TRANS LTD.
Location of the Company: 445043, Samara Region, G Togliatti, Ul Severnaya, D 29.
The purpose of the Company is to make a profit.
The company carries out any types of activities not prohibited by law, including the subject of the company's activities are:
transportation of goods by road and rail;
passenger transportation, baggage, cargo luggage and cargo transportation;
services by road construction machines, car services;
transport and forwarding, loading and unloading, rigging, warehousing and services;
activities for maintenance and repair of vehicles carried out at commercial basis, including: services for the maintenance and repair of cars and trucks, buses, bodies, working bodies, equipment and accessories for special and specialized vehicles;
The company has a number of licenses Appendix 3
The main development criterion for SOK-TRANS LTD is:
improving the quality of customer service of the company;
an increase in the fleet of its own rolling stock and delivery speed;
reduction in the cost of services.
There is no joint activity.
Main sales markets:
Togliatti
Samara;
Samara Region;
Ulyanovsk region;
Saratov region;
Orenburg region.
The main competitors of the enterprise:
SIGMA, OOO
SPETSAVTOTRANS, LLC
SPECIALIZED ROAD TRANSPORT, CBM
ST 1, OOO
ST 2, OOO
ST 3, OOO
ST 4, OOO
CONSTRUCTION AND COMMERCIAL ENTERPRISE VOLGASTROY-INDUSTRIAL, LLC
STROYTRANS, OJSC
SYZRAN FREIGHT AUTOMOTIVE WORKS, OJSC
SYZRANGRUZAVTO, LLC
TATISHCHEV, OOO
TOAZ-TRANS, OOO
TRADE AND INDUSTRIAL COMPANY TITAN-SERVICE, LLC
The average number of employees is 34 people.
The founder (member) of the Company is an individual citizen Russian Federation.
The supreme governing body of the company is the general meeting of the company's participants.
2.2. Analysis of the effectiveness of the quality system
The production process at SOK-TRANS LTD is as follows.
The dispatcher reviews and accepts applications from clients, prepares a draft contract. Clients sign a contract with the CEO.
Further, the dispatcher transmits applications to drivers who directly organize transportation. In addition, drivers monitor the condition of vehicles, and timely carry out maintenance together with locksmiths.
Locksmiths ensure the good condition of vehicles, carry out routine maintenance approved by a mechanic, unscheduled repairs. All the necessary materials, spare parts are purchased in the warehouse through the storekeeper.
Operational management of the production process, which is entrusted to the mechanic and the dispatcher, includes the functions of scheduling and dispatching production, ordering work and monitoring the timing of their implementation. Operational management of production includes determining the volume of traffic per day, issuing work orders, placing orders for materials, monitoring the timing of execution and completion of the provision of services.
In the process of conducting a diagnostic audit, the effectiveness is comprehensively analyzed production activities enterprises, weaknesses, the volume and reasons for the provision of services with inconsistencies, the costs of preventive measures and control in the production process are identified.
A typical cost allocation that may arise from such an analysis is as follows (Appendix 4).
As follows from the above diagram, the costs of services with inconsistencies (internal and external) can reach 80%. Moreover, this set of costs includes not only the cost of the inappropriate services itself, but also excessive production time, redistribution of work, compensation for damages on claims, consideration of complaints, etc. allocate the above additional costs and do not take them into account, writing them off to various cost items, as a result of which there is an unreasonable rise in the cost of processes, which falls out of control and becomes a working standard.
As a general trend, it was revealed that the company does not conduct systematic work to improve and stabilize the quality of services provided, the preventive actions taken, including to ensure the stability of technological indicators, are rather episodic and relative. Information about the services provided with inadequate quality in most cases was not properly taken into account and not analyzed, which led to a distortion of the nature and distribution of costs for quality assurance. In some cases, these services, identified prior to completion of the workflow, were not recorded in any reports.
Also, regularities were revealed in the distribution of costs for services with inconsistencies due to the reasons for their occurrence (Appendix 5).
In most cases (up to 38%) there is a weak level of route planning, fulfillment of applications, lack of awareness of the location, condition of vehicles and cargo.
The second most significant cause of inconsistencies (up to 22%) lies in the lack of personnel knowledge. Workers often do not know the purpose and technological properties of raw materials, materials, cannot "see" the prerequisites for inconsistencies, work "blindly" following the orders of the mechanic, perceiving the measures necessary to ensure the safety and quality of services as a whim of their bosses or as unreasonably difficult working conditions (in first of all, the work of drivers of long-distance routes). Dissatisfaction of the working personnel, their low qualifications and lack of interest in the operations carried out inevitably leads to negligence in the performance of their duties.
Thus, in conditions when the share of costs for preventive actions at the enterprise is extremely small and relatively little attention is paid to the system of measures aimed at preventing the occurrence of inconsistencies in the enterprise, costs for services of inadequate quality appear and grow.
Chapter 3. Project for improving the quality management system of SOK-TRANS LTD.
3.1. Implementation of the process approach of the quality system
The basis for the success of an enterprise in a market economy is a high level of organization of production, the core of which is a clear awareness and realization by each employee of his responsibility and his role in achieving high-quality end results by the enterprise. Therefore, it is proposed to introduce and certify the quality system at SOK-TRANS LTD according to the standards of the ISO 9000 series.
As a positive point, it should be noted that the very presence of an international certificate of the quality management system can be of decisive importance in attracting investments, since it increases the level of reliability and confidence in the enterprise on the part of potential investors, significantly reduces the risks when providing investment support to the enterprise and is a kind of guarantor for investment companies.
3.2. Resource management
To ensure and maintain the quality management system in working order, implement the Quality Policy at the enterprise, the necessary resources should be allocated: human; infrastructure; work environment; financial.
Determination of the need for resources must be determined at the beginning of the year in organizational and technical measures and additionally based on the results of corrective, preventive actions, analysis of the quality management system.
Resource management should be carried out by the management of the enterprise to increase the maximum satisfaction of customer requirements through the implementation, operation of the quality management system, continuous improvement of effectiveness and efficiency.
Human resources. To carry out the tasks and functions entrusted to structural units enterprises, employees are selected with the appropriate education, qualifications, personal qualities, fit for health reasons, who use their knowledge and abilities to achieve goals.
Requirements for the competence and awareness of personnel are defined in job descriptions and must be confirmed by the results of attestation.
Personnel training is aimed at training all categories of workers in the techniques and methods necessary for high-quality work at a specific workplace.
Training and advanced training of personnel, including new employees, contributes to the understanding of the Quality Policy, as well as the development of methods and means that ensure the full participation of personnel in the functioning of the quality management system.
Infrastructure. To achieve compliance with the established requirements for services, the enterprise has and maintains an infrastructure that is provided with the necessary resources. Infrastructure includes:
buildings (repair and construction site);
equipment for processes;
informational resources.
Work environment. To ensure production conditions, the enterprise monitors the state of the production environment in accordance with the requirements of sanitary rules and regulations.
Responsibility for resource management rests with the heads of divisions under the direction of the CEO for:
financial support - chief accountant;
infrastructure, production environment and their support - mechanic, safety engineer;
information support - chief accountant;
provision of human resources - General Director.
3.3. Planning the life cycle of the services provided
Process management includes their planning, creating conditions for high-quality execution of technological processes, control, analysis and adjustment of processes based on the results of control.
Identified deviations from the norms are brought to the attention of all interested departments and are eliminated or corrected.
Identification and traceability in the process of providing a service is necessary in order to determine, if necessary, the place and time of the occurrence of a nonconformity and to determine appropriate corrective and preventive actions.
The status of control and testing allows you to distinguish a verified service from an unverified one, establish the fact of acceptance and determine who is responsible at this stage.
During the production process, work is underway to maintain the equipment in working order, to comply with technological discipline.
3.4. Implementation of a transport monitoring and management system and assessment of the economic efficiency of design solutions
Based on the analysis, it was revealed that the services provided did not meet the established requirements due to a weak level of route planning, execution of applications, poor awareness of the location, condition of vehicles and cargo.
In order to eliminate these negative factors, it is proposed to introduce the AutoTracker transport monitoring and control system, operating via the Internet, using the resources of GSM cellular networks and the GPS satellite navigation system. The system at the modern level resolves the issues of separation of access rights and information security, uses the latest achievements in the field of communications, implements advanced approaches in the field of transport management.
On the technical side, AutoTracker is a special device installed in a vehicle, which, receiving information from GPS satellites, determines the location and speed of the vehicle, reads out the readings of additional sensors, and stores this data with reference to time. At a certain frequency, the packet of accumulated data in encrypted form is transmitted through the GSM mobile network to the dispatch center, where this data is stored on the server and used to generate reports for the client.
Reporting data superimposed on an electronic map of the area (city, region, country, continent), allow you to track the route of movement vehicle, places and duration of stops, status of additional sensors. Additional sensors can be installed on any components and assemblies of the car, from a sensor for opening the door of the passenger compartment, trunk or cargo compartment (in the case of a truck) and up to video surveillance of the passenger compartment.
At the same time, the dispatcher of SOK-TRANS LTD LLC, in case of emergency, can send commands to turn on the alarm, close the doors, block the engine or stop the fuel supply.
A comprehensive assessment of the economic effect of quality management at the enterprise allows you to choose the measures, the implementation of which will give the maximum effect in the real conditions of the enterprise's development.
Assessment of possible risks. Potential risks of SOK-TRANS LTD LLC are represented by production, commercial, financial risks and risks associated with force majeure.
Production risks are associated with various disruptions in the production process or in the process of supplying raw materials. Measures to reduce production risks are effective control over the course production process and increasing influence on suppliers by duplicating them.
Commercial risks are associated with the sale of products on the commodity market (a decrease in the size and capacity of the market, a decrease in effective demand, the emergence of new competitors, etc.).
Measures to reduce commercial risks are:
systematic study of market conditions;
Financial risks are caused by inflationary processes, all-embracing non-payments, fluctuations in the ruble exchange rate, etc. They can be reduced by creating a financial management system at the enterprise, working with suppliers, on pre-delivery, with customers - on prepayment.
Risks associated with force majeure are risks caused by unforeseen circumstances (natural disasters, change in the country's political course, strike, etc.). The measure of their reduction is the work of the enterprise with a sufficient margin of financial strength.
Overall project risk plan.
|
Risk type |
Risk weight |
Average probability of risk occurrence% |
Negative impact on the expected profit from the project implementation (probability of value) |
|
Unforeseen costs, including those due to inflation |
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Late execution of the order |
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Supplier's dishonesty |
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Demand volatility |
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The emergence of an alternative product |
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Reduced prices by competitors |
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Increased production from competitors |
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Tax rise |
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Insolvency of the customer |
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Rising prices for raw materials, supplies, transportation |
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Dependence on suppliers, lack of alternatives |
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Flaw working capital |
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Difficulty recruiting skilled labor |
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Strike threat |
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Attitude local authorities |
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Insufficient level wages |
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Deterioration of equipment |
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Unstable quality of raw materials |
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The probability of a project failure is 16.5%.
Main characteristics of the project
Initial data for determining the profitability of the project, thousand rubles
|
Indicators |
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1. Costs for the purchase of equipment and its delivery |
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2. Costs of personnel training |
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3. Equipment operation period after commissioning, year |
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4. Guaranteed volume of services |
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5. Operating costs |
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6. Conditionally fixed costs |
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acquisition of fixed assets |
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7. Project risk level,% |
Determination of one-time costs, thousand rubles
2006: 60, 00
2007: 65, 00
2008: 79, 00
Determination of proceeds from the project at the end of the year, thousand rubles
2006: 7074 - 6966 + 4.5 = 112.5
2007: 8064 - 7811, 9 + 9, 4 = 261.5
2008: 9193 - 9004 + 15.3 = 204.3
Rice. Diagram of financial flows of an innovative project
The basic formula for calculating the discount factor (d):
where a is the accepted price of capital, b is the risk level of this project, c is the level of risk of working in the foreign exchange market.
d = 0 +0, 165+ 0 = 0, 165
The project's net discount income (NPV) is determined by the formula:
where D i - incomes of the i-th period, k i - costs of the i-th period.
Calculation of the net discounted income for the project, thousand rubles
The profitability index (ID) is the ratio of the total discounted income to the total discounted costs:
ID = 503.4 / 177.4 = 2.838
Average annual project profitability P = ID / n * 100% = 2.838 * 100% / 3 = 94.58%.
Payback period of the project T ok = 177.4 / 362 = 0.49 years.
Conclusion
At present, the situation with quality in all spheres of the Russian economy is extremely difficult, the gap in the quality of products of Russia and the leading industrialized countries is catastrophically increasing. If we do not want to be on the sidelines of the road along which all civilized countries are moving towards progress and prosperity, we need to look for ways to overcome the gap in quality and, within the next ten years, get as close as possible to the level of product quality in countries with highly developed economies.
This will allow Russia to enter the world market with technically complex, science-intensive products, rather than oil, gas, timber, other raw materials and products of their primary processing, to join the European Union and the World Trade Organization.
All over the world, product quality has become the main lever for the economic development of individual organizations and states as a whole. In many countries, achieving high quality products that meet customer requirements has become a key element of economic strategy and an important factor in market and financial success.
The quality system is important when negotiating with foreign customers, who consider it a prerequisite for a manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body. The quality system should take into account the characteristics of the enterprise, ensure the minimization of costs for product development and its implementation. The consumer wants to have confidence that the quality of the supplied products will be stable and sustainable.
Modern quality management is based on the fact that quality management activities cannot be effective after the product is manufactured, this activity must be carried out during the production of products. Quality assurance activities that precede the production process are also important.
Quality is determined by the action of many random, local and subjective factors. To prevent the influence of these factors on the quality level, a quality management system is required. At the same time, not separate isolated and episodic efforts are needed, but a set of measures of constant influence on the process of creating a product in order to maintain an appropriate level of quality.
The problem of ensuring a consistently high quality of manufactured products is complex. It cannot be solved by holding separate and even large, but disparate events. Only through a systematic and complex, interconnected and simultaneous implementation of technical, organizational, economic, legal and social measures on a scientific basis can the quality of products be improved quickly and sustainably.
To overcome the gap in quality, it is necessary in the coming years not only to bring the technical equipment of domestic organizations, technology and production culture to the level of leading industrialized countries, but also to solve the problems of training quality professionals (quality specialists, quality system managers, quality auditors ) and mass training of employees of all levels - workers, specialists and heads of organizations - in the methods of modern quality management.
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Belokorovin E.A., Maslov D.V. Small business: ways of development. - Arkhangelsk: M "art, 2003.
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Total quality management (TQM) / Ed. O. P. Gludkina. - M .: Lab. basic knowledge, etc., 2001.
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Hegel G.V. F. Encyclopedia of Philosophical Sciences. - M., 1974.
Enhancement qualityAbstract >> Economic theory
Formalized policy activities enterprises in the area of quality is primary when creating systems quality on the enterprise(Figure 1.4). The main ...
In Russia, work is underway to certify quality systems for compliance with the requirements of ISO 9000 international standards. There are already dozens of enterprises that have implemented ISO 9000 standards and received the appropriate certificates.
In 1994 standards appeared new series 0 $ 9000 Developed by the US Automobile Firms - General Motors, Rord-Kray-Sler. Along with the requirements found in ISO 9000 standards, the $ 0 standards contain a number of additional requirements specific to the automotive industry. All subcontractors of the named firms, and not only them, go to work in accordance with the requirements of standards 0 $ 9000. The difference between standards 9000 and ISO 9001 is in additional requirements stipulated in contracts with subcontractors in each individual case, as well as in specific industry requirements. beyond the requirements of ISO standards.
The activity on certification of quality systems for compliance with the requirements of QS 9000 standards has already begun to find application in Russia.
In the early 70s. XX century. in Europe, a company-wide ("total") quality management system has developed, denoted by the abbreviation TQM ("Total Quality Management").
TQM is a comprehensive system that provides for a comprehensive, targeted and coordinated application of quality management methods in all areas of activity from research and development to after-sales service with the active participation of managers at all levels and with rational use technical capabilities. The system is focused on continually improving quality, minimizing production costs and delivering products on time. This approach is termed "quality improvement".
It has now become apparent that TQM is a broader approach to quality management than ISO 9000 systems. There is a trend towards TQM as an approach to improving the business in general.
In Europe, the recognized model that reflects the principle of TQM is the model of the European Quality Award (model of excellence in doing business).
The movement for quality awards is widespread throughout the world as an incentive for the creation of effective quality systems in enterprises. The most famous and authoritative are the Deming Prize in Japan, the M. Baldrige Prize in the USA, and the European Quality Prize. In Russia, the quality award of the Government of the Russian Federation was introduced.
The ISO 9000 family currently contains 20 standards, which causes confusion for their users. Given this circumstance, ISO decided that in the 2000 version the family will consist of four basic standards and a number technical reports... At the same time, the main provisions contained in all currently valid standards will be integrated into the basic standards, which include:
ISO 9000 "General quality management systems. Concepts and vocabulary";
ISO 9001 General quality management systems - Requirements; ISO 9004, General quality management systems - Guidelines;
ISO 10011, Guidelines for the verification of quality systems.
The new standards will be more flexible in terms of their scope. In addition, the new standards are characterized by the compatibility of quality management with management in other areas of activity, and above all in the field of environmental protection - we are talking about the compatibility of ISO 9000 version 2000 standards with ISO 14000 series standards.
Quality management at the enterprise is carried out on the basis of enterprise standards regulating system-wide issues information support, the procedure for the development, registration, approval and implementation of enterprise standards, as well as the implementation of state and industry standards; holding "quality days"; the work of various commissions (on the culture of production, a permanent commission on quality and others). Special standards establish the quality characteristics of raw materials, materials, components, which increases the responsibility of suppliers. They fix the technical and operational parameters of manufactured products, determine test methods, rules for product acceptance. Enterprise standards define a quality management mechanism, which includes the following stages: collection, processing and analysis of information on product quality, as well as analysis of information on product quality, as well as on the progress and state of technical and other processes that affect product quality; comparison of the actual results of the activities of various divisions of the enterprise in the field of product quality with the requirements of standards; preparation and decision-making on quality improvement issues; organization of planned preventive measures.
The standards of the enterprise contain provisions on stimulating the quality of products, recommendations on the development of forms and methods of material and moral encouragement of the collective and individual employees of the enterprise. The indicators laid down in the standards make it possible to correctly assess the contribution of each contractor to the solution of the problem of improving the quality of products and thereby provide the basis for the correct remuneration of employees who deliver high quality products.
The standards of the enterprise oblige all employees of the enterprise to constantly improve their skills, enable the enterprise to use all material and labor resources with the greatest efficiency, in a timely manner to focus the attention of workers, engineering and technical workers on the use of additional reserves of production. Enterprises are obliged to produce products in full compliance with the standards, the enterprise is responsible for the release of products with deviations from the standards.
Functional quality systems are the performance by management and all departments of their functions and tasks in order to ensure product quality. This is the content side of the system's activity, that is, what it is intended for.
At the same time, practically all divisions of the enterprise are involved in the implementation of the functions of the quality system to one degree or another, each of which solves its own problems.
In this regard, it becomes necessary to perform auxiliary tasks for servicing the quality system itself. These tasks include: conducting internal audits and the implementation of the system, coordination and methodological support of the work of subdivisions in the quality system, organization of the activities of quality circles, as well as certification of products and quality systems.
The weight of the content activity in relation to the maintenance of the system itself shows how rationally the quality system is organized. Therefore, one should beware of the excessive proliferation of auxiliary activities. In sociology, this phenomenon is known as "the expression of bureaucracy," when a system is locked into self-service, to the detriment of performing the technical functions for which it was created.
In accordance with the recommendations of ISO 9000 standards, a representative of the company's management should lead the quality system and be responsible for its effective functioning. As a rule, he is directly subordinated to the quality service and uniting the quality management department, departments technical control, metrological service, central plant laboratory and standardization service.
The responsibilities of the quality service include how to fulfill
other tasks, quality service:
Organization of work on quality - development and improvement of the quality system
Policy development and quality planning
Quality control of development, manufacture and testing of finished products
Metrological support of production
Carrying out work on standardization and control standards
Introduction of claim work
Preparation of measures and organizational and administrative documents in the field of quality, control and analysis of their implementation.
Examination functional system quality
Organization of works on certification of products and quality system
Methodological guidance in training personnel on quality issues
It goes without saying that the enterprise during production may experience quality problems - defects. This is sometimes unavoidable in some situations, but dedicated quality control departments are currently struggling with this problem quite successfully.
Of course, with an increase in the cost of quality management, the cost of marriage will decrease. However, this does not mean that the company should infinitely increase the cost of quality. It is necessary to constantly analyze the costs of quality management, the costs of marriage and the total costs of the enterprise, because with an unreasonable increase in quality costs, an increase in total costs is possible.
Quality control costs and scrap costs can be plotted on the same graph, as in Figure 1.3.
Rice. 1.3
The point of intersection of these two curves is usually the point of minimum cost. But in practice, it is not easy to get even a rough estimate, since there are many other variables to consider. However, this task is the most important task for leadership. Many firms do not make such calculations, although calculating quality costs can be a source of huge savings.
Ongoing management of quality systems
The current management of quality systems is associated with the control of technological processes. The control parameters of the technological process are determined. Going outside the acceptable range of control parameters can lead to the release of defective products. Deviations of parameters occur under the influence of random factors. Statistical methods are used to control the quality of technological processes.
The quality system is created and implemented as a means of ensuring the implementation of a certain policy and the achievement of the set goal.
The quality policy of the enterprise is formed by the top management of the enterprise.
The quality system includes: quality assurance; quality control; quality improvement. It is created by the management of the enterprise as a means of implementing the quality policy.
A customer (consumer) and a supplier (manufacturer) function in the quality system.
The quality system that ensures the company's policy and the achievement of the quality goal includes:
1. Marketing, search and market research.
2. Design and / or development technical requirements, product development.
3. Material and technical supply.
4. Preparation and development of technical processes.
5. Manufacturing.
6. Control, testing and inspection.
7. Packing and storage.
8. Implementation and distribution
9. Installation and operation.
10. Technical assistance in service.
11. Disposal after use.
Primary is the formation and documentation of the quality policy by the management of the firm (enterprise).
When forming a policy, there can be the following directions:
Improving the economic situation of the enterprise by improving quality;
Expansion or conquest of new sales markets;
Achievement of the technical level of products exceeding the level of leading enterprises and firms;
Defectiveness reduction, etc.
The quality policy should be set out in a special document, drawn up in the form of a program.
The overall quality management system may have subsystems for certain types products or activities of the company.
Quality assurance activities include:
Planning and design;
Design of technological processes and preparation of production;
Manufacturing;
Quality checking;
Prevention of deterioration in quality;
After-sales service;
Receiving information from the consumer;
Quality assurance system check.
Modern methods of quality management are increasingly being used at Russian enterprises. However, there is still a lag behind foreign firms.
The first editions of the International Standards ISO 9000 series are out. By the beginning of the 90s, the certification of quality systems abroad had become widespread. In Russia, the first certificate for the quality system was issued in 1994.
Since the mid-90s, specialists and practitioners abroad have been linking modern methods quality management with the TQM methodology - universal (all-encompassing, total) quality management.
Certification of a quality system consists in confirming its compliance with certain requirements that the manufacturer has established and assumed (independently or under the influence of external circumstances, for example, at the request of the customer).
Quality requirements defined An international organization for standardization (ISO or ISO) - eng. International Standard Organization - ISO. Requirements for quality systems are contained in the ISO 9000 series:
1. ISO 9000 "General quality management and quality assurance standards. Guidelines for selection and use."
2. ISO 9001 "Quality system. Model for quality assurance in design and / or development, production, installation and service".
3. ISO 9002 "Quality system. Model for quality assurance in production and installation."
4. ISO 9003 "Quality system .. Model for quality assurance in final inspection and testing."
5. ISO 9004 "General quality management and quality system elements. Guidelines".
The State System of Standardization of the Russian Federation (GSS) is based on five standards:
1. GOST R. 1.0-92 "State system of standardization of the Russian Federation. Basic provisions.
2. GOST R. 1.2-92 "State system of standardization of the Russian Federation. Development procedure state standards."
3. GOST R. 1. 3-92 "State system of the Russian Federation. Procedure for coordination, approval and registration of technical specifications."
4. GOST R. 1.4-92 State system of the Russian Federation. Enterprise standards. General provisions. "
5. GOST R. 5 - "State system of the Russian Federation. General requirements to the construction, presentation, design and content of standards.
There are three state quality standards in Russia:
1. GOST 40. 9001-88 "Quality system. Model for quality assurance in design and (or) development, production, installation and maintenance"
2. GOST 40.9002-88 "Quality system. Model for quality assurance in production and installation."
3. GOST 40.9003-88 2 Quality system. Model for Quality Assurance in Final Inspection and Testing ".
The work on certification of quality systems in Russia is carried out by the regional bodies of Gosstandart, the All-Russian scientific - Research institute certification, the Russian Maritime Register of Shipping and a number of other independent bodies and associations. In Europe - the correspondence of the organization of Great Britain, Denmark, France, Switzerland, Germany, Finland and other countries, which united into the European network, and then grew into the International network. This ensures the mutual recognition of certificates and makes it possible for enterprises to avoid unnecessary repeated assessments of quality systems by different organizations. Certification of products and quality systems has become firmly established in the world practice of trade relations in this regard, for Russian enterprises carrying out external economic activity, certification of products and quality systems, becomes essential for the admission of their products to the external market. When choosing a body for certification, the main criterion should be its international authority, so that the certificate received from it provides wide recognition of the high quality of products in the sales markets. Thus, compulsory certification allows for legal grounds supply products to sales markets, and voluntary certification of products and systems, quality gives the enterprise an advantage in the competition and contributes to an increase in the price and volume of sales of its products. Certification of products and quality systems, monitoring and strict implementation of the current legislation in the field of quality are important areas of work in the process of product quality management.
Products subject to mandatory certification cannot be sold without certificates that meet the mandatory requirements of standards. Such products cannot be advertised and imported into Russia without a certificate. Voluntary certification of products and quality systems increases the competitiveness of products in the sales market. Without organizing work on compulsory certification of products without knowledge and compliance with quality legislation in force in Russia and in countries - importers of manufactured products, as well as international regulations successful activity enterprises in the domestic and foreign markets is impossible, because when selling products, the enterprise will constantly encounter very serious and sometimes insurmountable obstacles.
One of the most important directions in the activities of enterprises for quality management is monitoring and unconditional implementation of the current legislation in the field of quality. Responsibility for violation of the law is primarily due to the presence of socially significant mandatory requirements for the safety of products for the population and the environment, as well as legal rules for the relationship between consumers and suppliers in the field of quality.
Law of the Russian Federation "On Protection of Consumer Rights"
This law requires the seller (manufacturer) to ensure that the product is safe and meets the mandatory requirements of the standards and the terms of the contract.
When selling goods with defects, the consumer has the right to demand from the seller either free elimination of defects, or replacement with a similar product. The seller is obliged to satisfy the requirements of the consumer, if he (the seller) does not prove that the defects in the goods arose through the fault of the consumer.
This law provides for mandatory certification of products if safety requirements for the population and the environment are established for it.
The Law "On Protection of Consumer Rights" except general provisions includes sections:
Protection of consumer rights when selling consumer goods
Protection of consumer rights "On the performance of work (provision of services)".
Law of the Russian Federation "On ensuring the uniformity of measurements"
Many quality indicators exist in the form of specific quantitative characteristics, therefore, the unity and accuracy of measurements of these characteristics is of paramount importance in quality management, when the results are expressed in legal units and measurement errors do not go beyond the established boundaries. This law just establishes the order, ensuring the uniformity and accuracy of measurements and aimed at protecting the rights of citizens from unreliable measurement results.
The law provides public administration the uniformity of measurements on the part of the Gosstandart of Russia establishes metrological services, the State Metrological Control and Supervision, the procedure for checking measuring instruments, their calibration and certification.
Since July 1 of this year, the laws "On certification of products and services" and "On standardization" are canceled. They were replaced by the Law “On technical regulation". This law abolishes compulsory certification for most goods, since the previous system did not provide sufficient security. food products... Declarations of conformity are now being introduced, for which manufacturers will be responsible. Requirements for the safety of goods will be contained in the "Technical Regulations". They will be developed within 7 years. And until they come into force, the previously adopted normative documents will continue to operate. The Law "On Technical Regulation" assumes that the manufacturer bears full responsibility for its quality. GOSTs formally did not have the force of law, technical regulations after their approval by the State Duma will have it. These regulations will define the product safety requirements. State standards will remain, but will be of a recommendatory nature. The trade inspection, FMC, sanitary and epidemiological supervision will identify dangerous goods. If there is a suspicion that the product may be dangerous to the life and health of consumers, the manufacturer will have to present the test reports. Their manufacturer can carry out either on their own or in an accredited laboratory.
Thus, quality control will now be at the stage of goods circulation. Although there will be no mandatory certification, according to the developers of the law, it makes no sense for the manufacturer to risk their money, because a product recall can ruin him. The law provides for the possibility of voluntary certification - to increase the brand's prestige.
The Law "On Manufacturer's Responsibility for the Release of Defective Products" The most important legal act aimed at protecting the EU countries from the spread of substandard products was the Law "On Manufacturer's Liability for the Release of Defective Products" adopted on July 25, 1985 (hereinafter referred to as the Law). All EU member states were instructed, within three years from the date of its publication (07/30/85), to bring their legal and administrative acts concerning liability for the release of defective products in accordance with the said Law. This Act established the presumption of the manufacturer's guilt for damage resulting from a defective product. The injured consumer no longer has to prove that the product was manufactured with violations, it is enough for him to indicate the presence of a defect in the product and a causal connection with the damage suffered, as well as the amount of damage. The manufacturer knows his production well and if he fails to prove his innocence (and the jurisdiction makes very high demands), then he is liable for the resulting damage. Thus, in accordance with Article 3 of the Law, such a situation is not possible when, in the event of damage or harm to persons due to defective products legally produced or supplied in the EU, there would be no person responsible for the defective product and who is at the same time the subject of the right to the territory of the EU.
According to the fundamental principles of the New Concept, the Council of Europe issues directives on harmonization, in which it establishes minimum requirements to the products, as well as the procedure for putting them into circulation. An EU directive is a piece of legislation that requires all EU member states to bring their national legislation in line with the requirements of this directive. The member states are obliged to implement the EU directives into national legislation. The harmonization directives pursue the goal that, thanks to the issuance of a single legal act, to immediately get the opportunity to resolve the problems of moving a certain group of products in the EU by introducing uniform requirements for all member countries without their constant mutual coordination. The introduction into circulation of products falling under the EU directive (and, therefore, automatically under the national legislation of each of the participating countries) is unacceptable without observing the fundamental requirements of the relevant law. If a product, in whole or in part, falls under an EU directive, it is said that the product falls within a legally regulated area. The manufacturer of such products, when placing them into circulation in the EU, declares under his sole responsibility that these products comply with all the provisions of the directives and marks these products with a sign.
The focus of improving the current product quality management system should be such as to ensure its functioning on the basis of a real quality management mechanism, focused on the manufacture of competitive products that meet the requirements of existing and potential customers. At the same time, it is necessary to focus on the use of the following fundamentally important provisions in the product quality management system:
The priorities in the quality management system of structures should be set so that the quality of the product comes first in the name of the consumer. In every enterprise, all workers and employees need to know and strive to make products "better and more." The management of the enterprise must clearly, on the basis of an economic justification, bring to the production units that in the first place is the task of quality assurance, and the volume of production - only in the second and insist on the implementation of this approach. This approach should not be limited to appeal and command.
Everywhere and constantly reinforce the above approach by conducting a new investment and innovation policy, moving from the traditional increase in production volumes to reconstruction, re-equipment and renewal of fixed assets and the products themselves, which provide a significant increase in product quality.
An enterprise must necessarily have and implement a rational system for collecting, accounting, processing, analyzing and storing information data on product quality for a certain period.
To ensure the required quality of each type of product, the enterprise must operate a separate product quality management system.
Improving material and technical supply should be carried out by skill, finding the right suppliers, increasing the interest of each supplier and establishing close contacts with them of a multifaceted nature.
Management actions should be effective and applied to all stages of the structure's life cycle.
The product quality management system can be considered effective when the manufactured products meet the requirements of the consumer and the availability effective system product quality management is recognized by the consumer.
Creation of a system of continuous training in the field of product quality management and education of all workers (students, students, craftsmen) in the spirit respectful attitude to consumers, customers. The product quality management system should be clear to everyone. For education at the national and regional level, it is advisable to connect funds mass media, including radio, television, print. It is necessary to organize the publication of mass magazines on the quality of products for various categories of students (workers, foremen, engineers). It is necessary to create specialized centers for training and advanced training in the field of management and improvement of product quality, various schools and quality courses, in which specialists from other countries can also teach. After all, it is well known that high quality products can only be created by highly qualified specialists.
Attracting a much wider circle of workers to quality groups and increasing their activity and work efficiency.
Expansion and implementation of a whole range of measures to ensure the implementation of the human factor in industrial and social relations.
The use of professionals in the field of product quality management in carrying out all work to improve the product quality management system.
It is necessary to introduce a quality management system at the enterprise.
In accordance with this, ways and means of achieving a given level of quality should be sought.
Achieve the commitment of senior management.
Creation governing body to improve quality.
Involvement of the entire management team.
Ensuring collective participation in quality improvement.
Ensuring individual participation in quality improvement.
Creation of groups for improving systems, regulating processes.
More complete involvement of suppliers in the fight for quality.
Measures to ensure the quality of the functioning of the management system.
9. Short-term plans and long-term strategy for improving performance.
Creation of a system of recognition of merit.
These comparisons reflect the essence of the organizational - economic foundations quality management at the enterprise.
Conclusion
Analysis of the development of forms and methods of organizing work to improve quality, identifying the possibility of applying principles to work on quality general theory management, development of quality management mechanism schemes, determination of the nature of needs, the state of the market environment as an initial element of product or service quality management, a critical examination of the definitions of fundamental terms indicates the following:
The modern organization of work in terms of quality is theoretically permissible, but it is practically expedient and effective to build not on general global control, but on the principles of general management theory based on schemes of product quality management mechanisms.
Modern management product quality should be directly focused on the nature of needs, their structure and dynamics; capacity and market conditions; incentives due to economic and technical competition, characteristic of market relations.
Modern quality management at an enterprise, regardless of the form of ownership and the scale of production activities, should optimally combine actions, methods and means that ensure, on the one hand, the manufacture of products that meet current demands and market needs, and on the other, development new products able to meet the future needs and future demands of the market.
The conceptual diagram of the quality management mechanism should organically interact with marketing research and include a quality policy development unit.
The creation of management systems at the enterprise, as their analysis shows, led to a significant expansion of tasks to improve the quality of products and the redistribution of functions between their departments and services.
The need for this is due, in particular, to the emergence of such new tasks as planning and assessing the quality of labor, analyzing product quality, monitoring performance discipline, operational planning improving product quality, etc.
It represents the next, higher level of organization of work in terms of quality. This stage is characterized by the transition from decisions made on the basis of intuition and practical experience individual managers, to scientific, formalized methods of management based on taking into account the cause-and-effect relationships of the formation of the quality of products. An integrated product quality management system is a complex hierarchical man-machine system. It provides for the use, along with heuristic methods, and algorithmic rules necessary for the use of computers.
The focus of improving the current product quality management system should be such as to ensure its functioning on the basis of a real quality management mechanism focused on the manufacture of competitive products that meet the requirements of existing and potential construction customers.
The set of principles of quality management formulated here should not be considered as mandatory for any enterprise, regardless of the degree of technology perfection, industry affiliation and type of product. This is a set from which, when forming a quality policy, each enterprise can extract for itself a certain number of principles that are relevant to it, depending on the goals in the field of quality, the perfection of the quality management system, and the type of product.
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Today, the ISO 9000 series standards are recognized by almost all countries of the world, adopted as national and implemented by many companies. The lack of a certificate for the quality system is increasingly becoming the main obstacle for a company to enter the foreign market. Multinational companies require their sub-suppliers to implement mandatory manufacturing enterprises international standards ISO 9000 series.
The spread of these standards in the world is evidenced by the figures characterizing the dynamics of certification of quality systems for compliance with their requirements. So, if in 1993 about 50,000 systems were certified in the world, in 1995 - 100,000, then by the beginning of 1997 - 250 thousand.
Realizing that obtaining a certificate for a quality system, although not entirely sufficient, was very necessary condition civilized existence in modern world, Russian enterprises are also introducing ISO 9000 series standards. True, there are only about 40 of them so far. According to experts, there are several reasons for such a lag. First, the "footprint" left by the former domestic economy (and also the political system) is still clearly visible in enterprises, both in the understanding (concept) of quality and in management methods. Our domestic quality management systems have been rigidly blinkered strictly mandatory requirements state standards and had to ensure their implementation. Modern approaches to quality management, and the very concept of this concept associated with market economy, is not immediately recognized by the heads of enterprises. The few enterprises that have implemented the ISO 9000 series standards and received certificates for the quality system, as a rule, were somehow forced to do this under pressure from foreign partners, i.e. these are the participants foreign economic activity... Secondly, the implementation and certification of the quality system is an expensive business and in today's conditions many Russian enterprises cannot afford it.
Of course, there are other reasons that are specific to each enterprise separately. Apparently, effective incentives for participants are required economic activity to the implementation of international standards for quality systems. Such work in Russia began in the 90s and is being carried out in several directions. First of all, this is the establishment of the Russian Federation Prize for Quality. The quality award exists internationally, regionally, nationally and corporate levels... Among the criteria for evaluating the applicant enterprise is the state of the functioning product quality management system. For Russia it is the new kind activities in the state regulation product quality, and the provision for a quality award was created on the basis of the accumulated international experience... According to experts, the Russian criteria for evaluating an enterprise are close to the European regulation on quality awards.
The company must know the criteria for evaluating its work. In this regard, the experience of the United States is noteworthy, where more than 100 enterprises annually participate in the competition for the national quality award, and a brochure with a list of evaluation criteria has a circulation of 200 thousand copies. It turned out that companies that do not participate in the competition are eager to learn the criteria and use them for self-assessment. This makes it possible for enterprises not only to evaluate themselves, but also to compare with the leaders, moreover, in specific areas, i.e. to establish for yourself certain areas of improvement. This self-assessment has become so popular that many firms require subcontractors to provide not only a certificate for the quality system, but also proof of their use of a self-assessment mechanism.
Another way to stimulate Russian enterprises can be considered a competition for the title " Best manager on quality. "Apparently, the main criterion here should be precisely the state of the quality system, which means the introduction of ISO 9000 series standards and system certification.
The standardization of the quality system should not turn into a formality, otherwise it will become an obstacle to improving quality management at the enterprise. Thus, the 40th Congress of the European Organization for Quality, held under the motto "Quality Management - an Incentive to Innovation", decided to revise some of the provisions of the ISO 9000 series standards.
Some weakening of the strict formalization of certain rules and procedures in quality management necessary for obtaining a certificate of conformity for a quality system is recognized as especially relevant. It is important that the enterprise (firm), which has decided to implement a quality management system, realizes that the ISO 9000 series standards are a kind of methodical instruction what to do, but how to do it is up to management to decide. Foreign experts note that firms that chose the ISO 9001 standard for purely formal reasons in order to "wave a piece of paper in front of the consumer" share the opinion of those who do not consider the ISO 9000 series standards to be a guarantee of high quality. But if the firm chooses this complex normative documents for strategic reasons, it views the quality management system as a means to improve not only products, but also all of its activities. And the majority of supporters of this idea.
Practice has shown the advisability of further improving the ISO 9000 series standards in the direction of their specification and even some simplification of presentation. This was done in 1994 (edition of ISO 9000-94 series), and another updated version is being prepared. The ISO technical committee dealing with this problem connects its concept of updating standards with a more complete integration of the components of the quality assurance system with the system general management organization. It also touches upon the ISO 10,000 series standards related to quality assurance technology. In general, attention is focused on the following aspects: process management (taking into account personnel, communication with the consumer, sales of goods); administration and preventive measures.
IN new edition of standards supposed to include eight principles of quality management, which are determined by the technical committee:
Organizational structure established in accordance with customer requirements;
Personnel management;
Staff involvement;
Process orientation;
Systematic approach to management;
Continuous improvement;
Actual approach to decision making;
Mutually beneficial relationships with sub-suppliers.
These principles are essentially the rules for quality management, taking into account its continuous improvement. The consumer remains the main one in this process. The degree to which the firm manages to satisfy its demand depends on its success. And this is associated with the study of consumers to identify, evaluate and anticipate their expectations and needs. In second place are people who create goods, and, as we can see, not technology, therefore a large role is assigned to training, encouragement and active participation personnel in the process of meeting consumer preferences. The process orientation takes into account the relationship of all work with servicing both internal and external consumers: the interaction between the divisions of the firm itself is built according to the "supplier-consumer" scheme. Supplier partnerships, as discussed above, take place as part of the quality system in ISO 9000, but in new edition this issue is supposed to be brought closer to the management of a firm (enterprise).
The standardization of quality systems stimulates a clear organization of the enterprise's work to improve quality, but at the same time, the standards must recognize the possibility of innovations that contribute to improving product quality and improving the systems themselves, i.e. recognize the new components of the system as "legal" and do not interfere with its certification.
The fact that currently there are new concepts of quality management does not diminish the importance and popularity of the international standards ISO 9000 so widely recognized in the world. But they are getting a new sound, as it were. The ever-increasing degree of competition in the world commodity markets forces companies to improve product quality not only in technical, but also in economic aspects, and in quality systems
the importance of such a component as "quality costs" is increasing. New concepts have appeared, which are already widely known abroad. These are TQM (Total quality manegment) 1 and QS 9000 (Quality system 9000).
But both of these concepts do not contradict the international standards ISO 9000 series and can be considered as further development and detailing of systemic quality management.
TQM system aims to achieve full consistency of quality assurance approaches functional services and divisions of the company, as well as its sub-suppliers. The main economic effect from the introduction of TQM is a significant reduction in costs associated with defects in finished products: the level of defectiveness in them is expressed by the number of defects per million products.
QS 9000 standard is essentially an industry-specific in nature, as developed and adopted by three mechanical engineering giants: Chrysler, Ford and General Motors. They were joined by five more firms - truck manufacturers: Freitliner, Mack Trucks, Navistar International, Pakkar, Volvo GM Heavy Truck. The QS 9000 standard is based on ISO 9000, but contains requirements developed by these companies, which are both industry-wide and more specific for each company.
Requirements for quality management systems are defined by the main document of the QS 9000 series of standards - the QS 9000 industrial standard "Requirements for quality systems", according to which three groups of requirements can be distinguished:
general, conforming to the ISO 9000 series, namely the ISO 9001 standard;
industry, which complement and concretize the general ones;
specific, presented to their sub-suppliers by Chrysler, Ford and General Motors, as well as truck manufacturers. In addition to the specified industry standard, the QS 9000 documentation includes:
Description of the procedure for coordinating quality assurance methods with manufacturers of components and assemblies (PPAP procedure);
Methodology for assessing the current quality system (QSA);
Statistical Process Control (SPC) Handbook;
Manual "Measurement Systems Analysis" (MSA);
Prospective Product Quality Planning Manual (APQP);
Failure Modes and Effects Analysis (FMEA) Manual.
PPAP procedure aims to minimize losses inherent in initial stage production of a new product. The PPAP document considers eleven situations in which the coordination of the production process between the sub-supplier and the consumer of the components provided by him is mandatory before the start of production. Also included is a list of documents that the sub-supplier must provide to his consumer for each product in any of these situations.
Based on the results of the PPAP procedure, an attitude towards the subsupplier is formed, i.e., in essence, it is chosen as a partner or a refusal to cooperate:
Production approval;
Temporary approval;
Deviation.
QSA Document is intended to assess the quality assurance system operating at the enterprises of the owner-company and establishes possible options for the assessment procedure:
First-party assessment (self-assessment);
Second party (consumer) evaluation;
Third party assessment (certification body);
Audit of a potential supplier when choosing him (before concluding a contract for the supply of components).
SPC Leadership contains clarifications on statistical methods management of the production process and pursues the goal of preventing failures, analyzing their causes for continuous improvement of production.
MSA Leadership is devoted to the issue of ensuring the reliability of assessment results finished product and the manufacturing process, which is defined as “quality of measurement results”.
APQP Leadership is intended to unify the quality planning process for subsuppliers and consumers in order to meet the needs of the latter. It proposes six stages of planning the quality of promising products, with each stage corresponding to the specific interests of the consumer, on the degree of satisfaction of which the quality of the product will depend.
FMEA manual describes methods of analysis possible failures in relation to the development process of production technology.
Since 1997, this QS 9000 standard has been declared mandatory for all sub-suppliers of the above eight companies and will be mandatory for all who subscribe to it. The standard quickly went beyond the industry standard and its popularity and adoption is expanding in the United States, and interest is shown in other countries. For example, some European, Japanese and Korean car companies have announced their interest in and focus on the QS 9000. Offers of consulting, training and certification of quality systems for compliance with the requirements of the QS 9000 standard in foreign countries reflects the growing demand for these services.
All this indicates the further development of standardization in the field of systematic product quality management.
The quality assurance system is developed and implemented at the enterprise after the formation and documenting quality policy of the enterprise management.
Peculiarity modern system quality management, as follows from the ISO 9000 standards, is aimed at ensuring the quality of specific products. Therefore, at an enterprise that produces several types of products, there must be subsystems that differ in certain elements. For example, the Finnish company Nokia has several autonomous quality assurance systems ("cables", " consumer electronics" and etc.).
The quality assurance system should operate at all stages of the quality loop, and according to the nature of the impact in the system, three areas can be established: quality assurance, quality management, quality improvement (Fig. 6.2). Each of these influences has a characteristic content. Product quality assurance consists of planning and systematic implementation measures that must create such conditions for the implementation of each stage of the quality loop so that the quality of the product meets the specified requirements.
The planned activities are usually included in a quality assurance program (for example, targeted scientific and technical programs to improve product quality). The program is developed for specific products and contains tasks related to the technical level and quality of products, requirements for providing the quality loop with the necessary resources (equipment, raw materials and auxiliary materials, components, measuring instruments, production personnel, etc.). Measures to implement the established requirements should also be considered.
Systematically carried out quality assurance measures consist of those works that are constantly or periodically performed by enterprises (market research, advanced training of employees, continuous education of personnel, etc.). Prevention of certain deviations is of decisive importance in these measures.
Suspend production if, according to the production conditions, the product cannot be manufactured without defects;
Inform the foreman (foreman) about defective products and unsatisfactory production conditions;
To carry out preventive maintenance of equipment at the beginning of the shift and control measurements of the first items after preventive maintenance, etc. ".
Responsibility - the powers and nature of the interaction of personnel should be established in the process of designing a quality assurance system, and already at this stage it is necessary to determine which divisions of the enterprise or individual employees by the nature of their work directly affect the quality of the goods produced. For example, for the quality of workmanship, it is advisable to assign the greatest degree of responsibility to the worker, foreman, shop manager, deputy. production director, not employees and the head of the quality control department. The responsibility for researching demand lies with the sales department (or marketing department).
Development of a document establishing degree of responsibility for the performance of work related to quality, it is necessary to create at the enterprise a system of incentives for personnel for high quality products.
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