Improving the organization of the quality management system. Improving the organization's management system through total quality management (tqm). Problems of quality system development in Russia

Theoretical foundations, basic indicators, concepts and definitions of product quality. Analysis of the quality management system at the "OMZ-Spetsstal" enterprise, personnel and personnel policy, dynamics and structure of revenue. Human Resources and Infrastructure Management.

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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.

Russia has adopted the standards GOST R ISO 9001-96, GOST R ISO 9002-96 and GOST R 9003-96, which are identical texts of the standards ISO 9001, ISO 9002 and ISO 9003.

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 the international standards ISO 9000 series at their production facilities.

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 implementing the ISO 9000 series standards. True, there are still several hundred of them. According to experts, there are several reasons for this 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.

Domestic quality management systems were 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 a market economy, is not immediately realized 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 individual enterprise. 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 institution of the award Russian Federation 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 on the 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 worthy of attention, where more than 100 enterprises annually participate in the competition for the national quality award, and a brochure with a list of evaluation criteria is sold in 200,000 copies. It turned out that enterprises that did not participate in the competition were 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 of work. 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 by 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 innovate", decided to revise some provisions of the ISO 9000 series standards.

Some weakening of the strict formalization of certain rules and procedures in quality management necessary to obtain a certificate of conformity for a quality system was 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 to 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 company 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. The majority of supporters of this idea.

Practice has shown the need for further improvement of the ISO 9000 series standards in the direction of their specification and even some simplification of presentation. This was done in 1994 (edition of the ISO 9000-94 series), and now a new version is being prepared - ISO of the 9000 family of version 2000. This decision was made after a survey was conducted in 1997 by ISO / TC 176. more than a thousand user companies that have implemented these standards. In the questionnaire sent out, it was proposed to indicate:

attitude to current standards,

requirements for revision of standards,

relationship of ISO 9000 with the environment.

Analysis of the responses showed that most consumers believe that the ISO 9000 series should be aligned with the ISO 14000 series; have general structure based on a quality management process model; ISO 9001 should include requirements to ensure quality improvement and be focused on customer needs and preferences; ISO 9004 should ensure the overall efficiency of the organization and promote mutual interests of customers, manufacturers, suppliers and society at large.

Taking into account these and other wishes and comments, assessing their significance and the feasibility of taking them into action, ISO, represented by TC 176, came to the following conclusions:

1. The ISO 9000 family of standards will consist of four main standards:

ISO 9000 Quality Management Systems. Concepts and vocabulary "(instead of ISO 8402);

ISO 9001 Quality Management Systems. Requirements";

ISO 9004 “Quality Management System. Guidelines";

ISO 10011 Guidelines for the verification of quality systems.

2. Standards ISO 9001, ISO 9002 and ISO 9003 will be included in a single revised standard ISO 9001, and its structure will be based on processes, and not on 20 elements, as it is now. The main clauses of ISO 9001 are expected to be:

management responsibility (policy, goals, planning, quality management system, management review);

resource management (human, information, infrastructure);

process management (customer satisfaction, design, procurement, manufacturing);

measurement, analysis, improvement (checks, process control, continual improvement).

In the title of the ISO 9001 standard new version there is no term “quality assurance”. This is due to the orientation of the standard to the requirements for the quality management system, which prove the possibility of fulfilling the preferences of consumers.

Compatibility with the ISO 14000 series is also provided, for example, in the Plan-Do-Check-Act cycle (planning - execution - control - correction).

It is envisaged to use the standards of the current version of ISO 9001 and ISO 9004 as an "agreed pair" after their revision. This means that they can be used both separately and together, since their structure will be identical, and the areas of application are different. ISO 9004 will continue to be methodical and applied to develop a quality management system that covers all stages of the quality loop. The new version of this standard will be based on eight principles of quality management:

customer orientation,

the role of leadership,

involvement of employees,

approach to quality management as a process,

systematic approach,

continuous improvement,

making decisions based on facts,

mutually beneficial supplier relationships.

Let us consider in more detail the content of these principles.

Principle 1: customer orientation of the organization.

Organizations depend on their customers and therefore must understand their present and future needs, fulfill their requirements and strive to exceed their expectations.

Applying the principle requires:

awareness of all the needs and expectations of consumers, including product quality, delivery mode, price, etc .;

a balanced approach to the needs of consumers and the needs of other stakeholders (owners, shareholders, suppliers, regions and society as a whole);

communicating these needs and expectations to all personnel in the organization;

customer satisfaction measurements and corrective actions;

customer relationship management.

Principle 2: the role of leadership.

Leaders create the unity of the goals of the organization and its management, create and maintain internal environment in which employees are fully involved in achieving the goals of the organization.

Applying the principle requires:

demonstrating commitment to quality by example;

understanding and responding to external changes;

targeting the needs of all stakeholders;

forecasting the future of your enterprise;

creating an atmosphere of trust and work without fear;

providing personnel with the necessary resources and freedom of action within the framework of responsibility;

initiating, recognizing and rewarding everyone's personal contribution;

maintaining open and honest relationships;

training and continuous improvement of personnel;

setting innovative goals and finding strategies to achieve them.

Principle 3: involvement of employees.

Applying the principle requires:

• * initiative and responsibility of staff in solving problems;
• * active search for opportunities for improvement;
• * transfer of their experience and knowledge to team members;
• * focus on creating additional value for consumers;
• * getting job satisfaction.

Principle 4: approach as a process.

Application of the principle is associated with:

development of a process for achieving the desired result;

identifying the beginning of the process and determining the method for evaluating its result;

determining how the process interacts with the functions of the enterprise;

an assessment of the risks, consequences and impact of the process on consumers and other interested parties;

establishing clear rights, powers and responsibilities in managing the process;

identifying customers, suppliers and other interested parties;

coverage of all components of the process during its design.

Principle 5: systematic approach to management.

The effectiveness and efficiency of an organization is enhanced by defining, understanding and managing a system of interrelated processes in accordance with a stated goal.

Applying the principle requires:

system analysis of the organization's management from the point of view of the effectiveness of the process of achieving the goals and internal capabilities of the organization;

understanding the interdependence of processes in the system;

continuous improvement of the system through analysis and evaluation.

Principle 6: continuous improvement.

Continuous improvement should be an ongoing goal of the organization.

Applying the principle requires:

the formation of the need for each employee of the enterprise in the constant improvement of products, processes and the system as a whole;

developing concepts for continuous improvement in “small steps and breakthroughs”;

periodically evaluating the process to identify opportunities for further improvement;

continuous improvement of the efficiency of all components of the process;

knowledge by each employee of methods and means of continuous improvement;

defining criteria and targets for improvement.

Principle 7: making decisions based on facts.

Applying the principle requires:

collecting and analyzing data and information related to the task;

proof of the reliability and accuracy of data and information;

use of proven methods of data and information analysis (statistical, etc.);

making decisions based on analysis of facts, experience and business intuition.

Principle 8: mutually beneficial supplier relationships.

An organization and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both parties to create value.

Applying the principle requires:

selection of major suppliers;

establishing relationships with suppliers based on a balance of short-term and long-term goals of the enterprise and society;

organizing clear and open communications;

initiating joint innovation;

understanding by both parties of the needs of the consumer;

exchange of information and long-term plans;

recognition of achievements and improvements in supplier enterprises.

One of the tasks of the new version of ISO standards is to create conditions for a painless transition to new standards for those organizations that have already implemented ISO 9000. For this, special guidelines are being developed.

It is necessary to note other directions of development of standardization in the field of product quality management - the concept of TQM (Total quality manegment) * and QS 9000 (Quality system 9000). But both of these concepts do not contradict international standards ISO 9000 series and can be considered as a further development and detailing of quality management systems.

* The Russian translation "total quality management" does not reflect the essence of this concept.

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).

The basic principles of TQM are minimization of production costs, delivery of products just in time and continuous quality improvement.

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 Truck, 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;

sectoral that 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) manual;

Measurement System Analysis (MSA) manual;

Prospective Product Quality Planning (APQP) manual;

Failure Modes and Effects Analysis (FMEA) manual.

PPAP procedure is aimed at minimizing losses characteristic of the initial stage of 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 sub-supplier is formed, i.e. in essence, he 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);

evaluation by the second party (consumer);

third party (certification body) assessment;

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, the QS 9000 standard has been declared mandatory for all sub-suppliers of the above eight companies and will be mandatory for all who join 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 as well. 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 QS 9000 standard in foreign countries reflect the growing demand for these services.

Today, improving the product quality management system at any enterprise is the key to its successful development and the basis for the competitiveness of the products or services provided. With the development of reforms in the field of market relations in the countries of Eastern Europe and the former Soviet Union problems began to arise with the certification of product quality and its competitiveness in international market... Moreover, at that time there was a sharp decline in domestic demand, which significantly complicated the already not very strong position of Russian enterprises. As a result, domestic manufacturers were forced to compete with competitors from far abroad in two directions at once - in their own country, fighting for the attention of domestic consumers, and in world markets, trying to find a free niche and the opportunity to sell their products. But the situation was complicated by the fact that the quality of the offered products was insufficient to successfully compete with Western manufacturers.

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Competitiveness and high quality - these are potential and real opportunities for enterprises to manufacture and sell goods (in existing conditions), which, in terms of its price and quality characteristics, would be more attractive to the consumer than its competitors.

Obviously, the main criterion here is quality. Hence, improvement of the product quality management system should be at the forefront of any enterprise, and all efforts should be concentrated on this. Quality improvement is the improvement of the characteristics and properties of products or services that enable them to fully meet specific needs. Wherein a prerequisite improving the quality management system is a comprehensive and continuous analysis of the operation of the economic conditions of market relations, as well as the laws of the enterprise regarding the competitiveness of products.

Thus, improving the quality management system for products or services provided is a constant management activities organization aimed at improving the technical level of goods, the quality of their manufacture, improving the elements of production, as well as the quality management system itself. In the face of tough competition, each company is interested in the results obtained in the field of quality significantly exceeding the originally established requirements. Therefore, ensuring the optimal functionality of the QMS is the key to the competitiveness of products.

General guidance to ensure acceptable quality assumes strategic management, which includes:

• objectives, policies and responsibilities for quality assurance;
• event planning and quality system management;
• ensuring the highest possible quality and improvement common system management.

Improvement of the product quality management system involves carrying out all previously planned and systematically conducted activities, as well as actions to confirm quality (if necessary) to assure the end user that the manufacturer will fully comply with the quality requirements.

The ultimate goal of improvement is to maximize profits by increasing the competitiveness of products and services, entering new sales markets, and, quite naturally, strengthening the position of the company. Simply put, improvements financial situation Any enterprise can be achieved if we seriously tackle the improvement of the quality of goods (after all, with the growth of quality, its cost also grows), implement a policy of saving resources, and expand programs for the production of competitive goods. It should be noted that any actions aimed at improving these activities will undoubtedly be reflected in increasing profits and strengthening the financial position of the manufacturing company.

• Improving the product quality management system will increase its competitiveness
• The quality management system in construction should be based on the requirements of standards

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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 a certificate of conformity for 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 methods of measuring and quantifying 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 the development of practical recommendations for their use 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 epochs of scientific knowledge:

substrate, characteristic of ancient cultures, reduced to the characteristics of the main cosmic elements - “the elements of being” (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 activities are education systems;

functional, which expresses the tendency to define quality in terms of quantitative indicators;

integral, which focuses on a synthetic, holistic coverage of all sides, factors.

An integral understanding of quality is characteristic of modern research in various fields of scientific knowledge (economics, management, psychology, etc.).

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 terms 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 of technological processes, timely detection of defects). Product quality is a component and consequence of the quality of work. Here, the quality of suitable products, the opinion of the consumer are directly assessed, 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. Transition to 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 conducted 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 the products to be in demand in the market, that is, to be competitive, their quality must be oriented towards the consumer, to meet 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 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 products can only be judged by the market reaction, 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 they meet the needs of consumers in this market, appear 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 a supplier that has a certified quality system, and for successful activities 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 matches initial stages system 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 big role the standard tables for statistical acceptance control began to play.

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 responsibilities and authorities, 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 high-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: the 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 advantages in a career. 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 from a security point of view. environment 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, and there was no competition between producers. The consumer could not "vote with the ruble" for this or that manufacturer, since 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 regional in 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 motivation, and corporate social responsibility as integral principles of doing business. These principles are introduced into Russian business 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 current 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 over the past years has been one of the three most popular management tools among top managers of large companies (according to BAIN & Co). Firms using benchmarking appear 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 customers 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 of the 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 services.

In the process of conducting a diagnostic audit, the effectiveness of the production activity of the enterprise is comprehensively analyzed, 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 the 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 reason for 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 in SOK-TRANS LTD according to the ISO 9000 series standards.

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 maximize the 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 certification.

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.

The 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 in charge at this stage.

In 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 vehicle monitoring and control system, operating via the Internet, using the resources of GSM cellular networks and 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 a 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.

In this case, the dispatcher of SOK-TRANS LTD LLC, in emergency cases, 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 activities, the implementation of which will give the maximum effect in the real conditions of the enterprise 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 violations in production process or in the process of supplying raw materials, materials. Measures to reduce production risks are effective control over the course of the production process and increased influence on suppliers by duplicating them.

Commercial risks are associated with the sale of products at 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
Late execution of the order
Supplier's dishonesty
Demand volatility
The emergence of an alternative product
Reduced prices by competitors
Increased production from competitors
Tax rise
Insolvency of the customer
Rising prices for raw materials, supplies, transportation
Dependence on suppliers, lack of alternatives
Flaw working capital
Difficulty recruiting skilled labor
Strike threat
Attitude local authorities
Insufficient level wages
Deterioration of equipment
Unstable quality of raw materials

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
1. Costs for the purchase of equipment and its delivery
2. Costs of personnel training
3. Equipment operation period after commissioning, year
4. Guaranteed volume of services
5. Operating costs
6. Conditionally fixed costs
acquisition of fixed assets
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 lag in the field of 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 professional quality workers (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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State standard of the Russian Federation GOST R ISO 9004-2001 "Quality management systems. Recommendations for improving performance": adopted by the Resolution of the State Standard of the Russian Federation of August 15, 2001 N 334-st. - M .: Publishing house of standards, 2002.

State standard of the Russian Federation GOST R ISO 9000-2001 "Quality management systems. Basic provisions and vocabulary": adopted and put into effect by the decree of the State Standard of the Russian Federation of August 15, 2001 N 332-st. - M .: Publishing house of standards, 2003.

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