Quality assessment of management at ojsc "lebedinsky gok". Coursework: Assessment of the quality of management decisions What methods are used by quality management

One of the most common methods of establishing quality is the comparison of the assessed subject with another, taken as a comparison base. As already noted, in relation to management work, management decisions, management influences, due to their unique, non-mass nature, it is difficult to choose a comparison base, since there are no standards to be compared with and by comparison with which the level of quality could be clearly established. Although, strictly speaking, a single manufactured product does not have direct analogs, it can be compared with products that are similar in appearance, type, purpose, and application. The same applies to a certain extent to products management activities, to management work, processes. There are several types of comparison bases that allow, with a certain degree of convention, to identify the quality of management work and its results on the basis of a comparative comparative analysis.

The method of statistical comparisons is based on comparing the parameters (criteria) of the quality of the evaluated work and its results with indicators similar in content that characterize previous works. To this end, based on the accumulated information about previous works statistically ordered aggregates (in the form of, for example, dynamic, time series) of real values \u200b\u200bof quality parameters achieved in previous periods are constructed. Stable tendencies of changes in these parameters are revealed, through a qualitative analysis, the favorable or unfavorable of these tendencies, the desired directions and zones of their further change are established. A judgment about the quality of the evaluated work is formed by considering the place that the indicators characterizing it occupy in the statistical field of their previous values. If the indicator falls into the zone of favorable trends, it testifies to the quality of management work for the given criterion, and vice versa. Quality is determined by the degree to which the assessed parameter corresponds to stable favorable trends in the past, or the degree to which unfavorable trends have changed in the better side by making an assessed management decision. The method of statistical comparisons is used in planning when making judgments about the reliability, tension, progressiveness of the plans, projects, programs being developed by comparing them with previous analogues. This method is preferable to use for quality assessment. management decisions for a fairly close perspective.

The method of comparing planned and actual results is based on comparing planned indicators with those practically achieved as a result of the implementation of planned decisions. In this case, the comparison base forms an information array of reporting indicators on the real results of the implementation of management decisions. The level of quality of work is determined by the measure of compliance of the actual results obtained with those that were outlined in the development and adoption of plans, projects, programs, forecasts, other documents, decisions. Comparison of the planned and actual results provides an objective assessment of the quality of management activities. However, the basis for such a comparison can be formulated only after the practical implementation of solutions, which significantly postpones the time frame for a potential assessment of the quality of work from the period of their implementation.

The method of analyzing experimental results is applicable in cases where the progressiveness and effectiveness of a managerial decision before its widespread dissemination and implementation are tested selectively in experimental conditions on a group of regions, branches of associations, enterprises. The quality of the solutions developed is established by comparing the indicators of the functioning of economic objects under experimental conditions with similar indicators that took place before the transition to the experiment, or with the indicators of the objects that were not transferred to the experimental conditions. This approach has the generality of the original concept with the method of comparing planned and real results, but differs significantly from it in that real results are compared with the past, that is, in essence, a statistical comparison base is used.

The method of comparison with the results of economic and mathematical modeling of the object of management is based on the comparison of parameters and indicators laid down in projects, program plans and other economic decisions with the values \u200b\u200bof similar indicators obtained through mathematical (imitation) modeling of the processes of functioning and development of the object. Basic indicators when using the specified method are formed on the basis of model forecasting, that is, using a scientifically based forecast. Based on the results of several calculations according to different models or carried out by different research organizations, it is possible to establish the predicted values \u200b\u200bof indicators achieved when implementing the strategy of the program plan and other economic decisions. Comparison of the intended results with the indicators determined by modeling (forecasting) makes it possible to judge the quality of draft plans and programs.

A variant of this method deserves special attention, in which the comparison base is formed on the basis of optimization models. In this case, the calculations make it possible to determine the optimal indicators of the development of the object, which can be considered as ideal and to judge the quality of the plans of the projects of the development programs of the object by the degree of their indicators approaching the optimal ones. However, this approach, despite all its attractiveness, has the obvious disadvantage that the optimality criteria (objective functions) used in optimization models are always conditional, and the models themselves do not adequately describe the real development of the modeled object. If with the help of models it was possible to establish with confidence the optimal real indicators, then they should be included in the management decisions taken and direct the object through management strictly in the model channel.

The method of normative comparisons is based on comparing the indicators and parameters of the proposed draft plans, programs of decrees and other management decisions with normative values corresponding indicators, that is, with the rates of resource consumption, technological standards, efficiency standards, rational consumption rates, taxation rates, and bank interest rates. If the regulatory framework for comparison is progressive and scientifically grounded reflects the advanced achievements of technical and technological progress, then the quality of management activity can be judged by how much it directs economic and social development in a normative direction. The difficulty of applying the normative method for assessing the quality of management activity is due to the imperfection or absence of a number of standards, the complexity of their updating. The basis for regulatory comparisons are also standards, including management standards.

A kind of independently allocated form of the regulatory framework is a task to perform a work or a target setting developed by a customer, which determines the desired level or limit boundaries of change in quality criteria characterizing a given work.A work quality assessment is formed as a measure of compliance with the set requirements and conditions. However, most often the task cannot be used as the only comparison base, since in relation to management work it is usually of a general setting nature, does not cover all the parameters of the work and may not have sufficient validity, since the customer is inclined to expect somewhat more from the work than it really can. to give.

The method of comparison with the level of world achievements is based on the fact that the indicators that characterize the quality of work determined in the process of performing the evaluated work are compared with indicators similar in content achieved in world practice. The comparison should be made taking into account the dynamics of the level of the highest world achievements and trends in its change during the period of implementation of the planned management decisions. Thus, this comparison method is combined with the predictive comparison method. The possibilities of its use are limited by two circumstances. First, this requires a fairly complete and representative database on the level of world achievements, the formation of which is an independent problem. Secondly, in view of the specifics of the functioning and development of economic objects, formally homogeneous indicators turn out to be incomparable if they relate to different social, economic, natural conditions, therefore, the highest achievement obtained in some conditions is inappropriate to be considered a target benchmark for other conditions.

The method of comparison with similar works is based on comparing the results or other qualitative properties of this work with those obtained when performing similar or similar works, the latter were carried out earlier or are carried out in parallel with the evaluated one in a competition. Even in the presence of analogous works performed by other organizations and performers, their comparison is feasible for a limited number of quality indicators due to the fact that the conditions of work and the staff of performers are not the same.

The method of variant comparisons is a natural, widespread technique for establishing the quality of management work, carried out by forming a comparison base based on the development of several options for projects of management decisions and comparing them with each other. This approach is convenient in that it does not require a search for a comparison base external to the given work. In addition, with the variant analysis, one can not only establish the comparative quality of the variants, but also the best wayapproaching optimal. However, the need for special formation of many options significantly complicates the work.

All the described methods of establishing quality ratings based on comparison are focused on the formation of ratings for local indicators. But along with local, single estimates, it is of interest to use generalized estimates, including complex and integral ones.

Comprehensive assessments of the quality of work are formed by combining other, similar in content, single assessments into one generalized, synthetic one, or by evaluating a whole range of qualitative characteristics of work with one complex indicator.

Integral is usually called a single assessment, expressed by one indicator, which is of the most general nature and accumulates all the basic qualitative properties of the evaluated work.

On the basis of periodicity, the assessment can be divided into continuous and discrete, periodically, in stages. Quality assessment periods can be pre-agreed according to the milestones. In addition, selective periodic evaluation is possible as a means of unprogrammed control, the dates of which are unknown to the performers of the work. Often, the periods of time-controlled evaluation of work are associated with the planned reporting dates for their implementation. Continuous or close to continuous assessment that accompanies work is more typical for self-assessments and, to a certain extent, for assessments by the work manager, while the establishment of quality by the customer, higher authorities, and commissions is deliberately periodic.

Methods of quality management in a project Method (from the Greek. Methodos - a way of research or cognition, theory, teaching) - a set of techniques and operations of practical or theoretical mastering of reality, subordinate to the solution of a specific problem Method - a way of cognition or achievement of any goal, solution of a specific problem

Methods of quality management in a project 1. 2. 3. 4. 5. 6. 7. 8. Functional-cost analysis Functional-physical analysis Structuring of quality functions Analysis of consequences and causes of failures Comparative analysis Cost-benefit analysis Quality value and cost analysis (value chain analysis) Quality control methods Quality assurance methods

Methods of quality management in a project 1. Functional-cost analysis of the FSA is a method of systematic study of the functions, performance of various objects and the costs of their implementation. The most widely FSA is currently used for technical objects-products, their parts and components, equipment, production processes, as well as organizational and management processes. The main purpose of the analysis is to identify reserves for reducing costs for R&D, production and operation of the facilities under consideration. Since only 20 -30% of the cost of any object relates to the performance of its main functions related to meeting needs, and about half is spent on performing various auxiliary functions, and 5 -12% of the cost of an object is not needed at all, because they are not associated with required functions.

Methods for quality management in a project 1. Functional and cost analysis of the FSA is a system of views, methods and procedures that provide an unconditional reduction in the cost of performing the required functions by an object or system with a mandatory increase (preservation at the initial level) of the consumer properties of these objects. FSA is one of the value-adding methods that allows you to choose the best technical solutions and optimize the cost of the project.

Methods of quality management in a project When conducting VAS, the functions of elements of a technical object or system are determined and the costs of the implementation of these functions are assessed in order to reduce these costs, if possible. Conducting FSA includes the following main stages: l 1st stage: the stage of sequential construction of models of the FSA object (component, structural, functional); models are built either in the form of graphs, or in tabular (matrix) form; l 2nd stage: the stage of researching models and developing proposals for improving the object of analysis.

Methods of quality management in the project During the analysis, various technical solutions are considered that will add value to the project: l eliminate duplicate objects, l reduce excess equipment capacity l reduce product and project costs, l improve equipment reliability, etc. evaluating proposals on two criteria: ease of implementation and estimated savings. This assessment allows us to highlight the most interesting proposals, which will be further developed by the team, and, possibly, further implemented.

Methods of quality management in a project 2. Functional-physical analysis is a technology for analyzing the quality of technical solutions proposed by a designer, principles of operation of a product and its elements. FFA is conducted for developed products and processes. Its purpose is to analyze the physical principles of action, technical and physical contradictions in technical objects (TO) in order to assess the quality of the adopted technical solutions and propose new technical solutions. The use of FFA improves the quality design solutions, to create in a short time highly efficient samples of equipment and technologies and thus provide a competitive advantage of the enterprise.

Methods of quality management in a project 3. Structuring of quality functions QFD (deployment of quality functions) is an expert method using a tabular method of data presentation, and with a specific form of tables, which are called "quality houses". The main idea of \u200b\u200bthe RFK is to understand that between consumer properties ("actual quality indicators" in the terminology of K. Ishikawa) and normalized in the standards, technical conditions product parameters ("auxiliary quality indicators" in the terminology of K. Ishikawa) there is a big difference.

Quality management methods in a project Ancillary quality indicators are important to the manufacturer, but not always essential to the customer. The ideal case would be when a manufacturer could control the quality of products directly from actual indicators, but this, as a rule, is not possible, so he uses auxiliary indicators. RFK technology is a sequence of manufacturer's actions to transform actual product quality indicators into technical requirements for products, processes and equipment. RFK tools. - a table of a special type, called "quality house". This table displays the relationship between actual quality indicators (consumer properties) and auxiliary indicators ( technical requirements).

Quality management methods in the project RFK tools. - a table of a special type, called "quality house". This table displays the relationship between actual quality indicators (consumer properties) and auxiliary indicators (technical requirements). The main stages of the RFK technology: 1. 2. 3. Development of a quality plan and quality project. Development of a detailed quality project and preparation of production. Development of technical processes.

Methods of quality management in a project 4. Analysis of consequences and causes of failures (Failure Mode & Effect Analysis - FMEA-analysis) is a technology for analyzing the possibility of defects and their impact on the consumer. FMEA analysis is performed on products and services under development in order to reduce the consumer's risk from potential defects.

Quality management methods in the project FMEA analysis does not provide for the study of economic indicators, including the costs associated with low quality. The purpose of FMEA analysis is to identify defects that pose the greatest risk to the consumer, determine their potential causes and develop corrective actions before these defects appear and, thus, prevent the cost of correcting them. The objects of FMEA-analysis of processes can be: - Product design; - Manufacturing process; - Business processes (document flow, financial processes, etc.); - The process of using the product.

Project Quality Management Techniques 5. Cost-Benefit Benchmarking The main benefits of meeting quality requirements can be: l reduced rework, l increased productivity, l reduced costs, l increased stakeholder satisfaction in the project. IN business case for each quality action, the cost of the corresponding quality measure is compared with the expected benefit.

Methods of quality management in a project 6. Value and cost analysis of quality (analysis of value chains and value creation) The cost of quality is the total cost of all activities during life cycle product aimed at improving quality, ensuring compliance certain requirements, as well as the prevention of factors that can cause a decrease in quality and its non-compliance with requirements (revision). Costs due to defects are often divided into internal (identified by the project) and external (identified by the customer). Costs due to defects are also referred to as “low quality costs”. In fig. several examples are provided for consideration from each area.

Quality management methods in a project Quality cost (quality system costs + error elimination costs)

Methods of quality management in the project 7. Methods of quality control in the project: - - - - - checklists, brainstorming, process diagram, Pareto diagram, cause-effect diagram, time series, control chart, histogram, scatter plot, sample estimates. Most of these methods are statistical.

Methods of quality management in a project A checklist (table of checks) is a convenient documentary form for collecting and analyzing information, used to determine the frequency of occurrence of an event. Checklists are used at all stages of the project. They provide data for analysis using more sophisticated statistical methods.

Quality Management Techniques for a Project Before using the checklists, you must ensure that all the people who are going to complete them have the same understanding of the terms used in them. It is better if there is a checklist for each employee and for each study day of work. One summary checklist can also be kept by the controller, foreman or foreman.

Methods of quality management in the project Employee Number of defects from 1 to 5 June 1 2 3 Total 4 5 per week Ivanov I I I I I I 23 Petrov I I I I I I 24 Sidorov I I I I I I I 22 Yashin I I I I I I 22 Total 18 20 20 17 Fig. Controller's checklist 16 91

Methods of quality management in a project. Brainstorming This method is used to develop a group of ideas on some issue. As a rule, this is the question “why? ", "as? ”Or“ what? ”. For example, “why is the delivery time missed? ”, Or“ how to avoid interruption of delivery time? ”And so on. The question should be formulated and equally understood by all participants in the brainstorming session.

Methods of quality management in a project Basic rules of brainstorming: 1. All ideas expressed should be recorded, no matter how silly or unrealistic they may seem. The more ideas the better. It is best to write on a whiteboard or flipchart so that everyone can see the ideas already expressed. 2. It is forbidden to criticize or evaluate the ideas expressed, even with negative grimaces. Brainstorming is about generating, not evaluating, ideas. The facilitator must strictly enforce this rule. 3. It is forbidden to discuss ideas. Discussion will be later. 4. You can develop ideas already expressed. 5. It is better if the idea is written down verbatim, as expressed by the author.

Methods of quality management in a project Recommended time for brainstorming is 5-15 minutes. Expressing ideas can be done in two ways: 1. Orderly in turn, when the facilitator addresses each one in sequence. At the same time, only one idea is expressed at a time. If there are no ideas, then the person skips his turn. 2. Disordered when ideas are expressed as they arise.

Methods of quality management in the project Process diagram. There are 4 types of process diagrams: l drop-down diagram, l detailed diagram, l flow diagram, l application diagram. A detailed diagram is a more detailed drop-down diagram that takes into account all the activities of a process. It takes a long time to build and only applies if the effort is justified.

Methods for managing quality in a project A flow chart is a pattern of movement of something in a process under consideration. For example, for optimal placement of employee rooms on a floor, a diagram of the movement of employees when performing their functions on the floor during the working day can be built. The rooms are then distributed to minimize this movement. An application scheme is a table in which rows correspond to the actions performed within the process, and the columns correspond to the executors of these actions. At the same time, different icons can be placed at the intersection of rows and columns to distinguish who is performing this action, who is checking the correctness, etc.

Methods for managing quality in a project A drop-down diagram is a step-by-step schematic picture used to identify the main stages of a process or describe the process under investigation. It shows the sequence of actions in the process and ensures consistency of understanding and terminology among team members analyzing the process. With a process flow diagram, the team can identify the locations of potential or existing failures and develop measures to prevent them. The dropdown diagram can also be used to describe a new (modified) process that is going to be implemented to improve quality.

Methods of quality management in a project To build a drop-down diagram, you must: 1. Define the main stages of the process under study. There should be no more than 6 -7 of them (otherwise the analysis is difficult). 2. Write them out in the form of a sequential diagram in one line at the top of a sheet of paper or blackboard. 3. Then, under each stage, list the main actions included in this stage (again, no more than 6 -7). In fig. an example of a drop-down process diagram is provided.

Methods of quality management in a project Pareto chart It is used when it is required to assess the relative importance of the identified problems. A Pareto chart (histogram) is a graph where problems (for example, defects) are located on the horizontal axis, and their relative importance, assessed by any parameter common to all of them (for example, the cost of damage, or the frequency occurrence). Problems are listed in descending order of importance. The data for building a Pareto chart can be taken, for example, from checklists. The Pareto chart is named after the Pareto principle, according to which 80% of the damage causes 20% of the problems. Pareto charts allow analysts to make decisions about which problems should be solved and which ones will have little effect, as well as develop a sequence for solving problems.

Methods of quality management in the project Cause and effect diagram. It is also called Ishikawa diagram or fish skeleton diagram. A causal diagram allows you to identify and visually represent the factors that affect the appearance of a problem or result, and the relationship between these factors. It is used to study processes, identify the causes of problems and, in planning, to highlight what affects the quality of the result. As a rule, the identified factors are located on the left, and the result - on the right.

Methods of quality management in a project The procedure for constructing a cause-effect diagram: 1. Describe in detail the problem (situation or result), its features, where it occurs, when it manifests itself and how far it spreads. 2. Identify and write down all possible problems and factors influencing the result (on the occurrence of the problem). Problems and factors are usually divided into 5 categories: equipment, personnel, methods, materials, external conditions. Describing the problem and the factors influencing the outcome can be done through brainstorming. 3. Build a causal diagram based on the problem and factors described. When building a diagram, try to keep all the wording as concise as possible. 4. Try to interpret all the relationships.

Methods of quality management in a project A time series allows you to visualize the change in a control value over time. It is a graph of the dependence of this value on time. The data for its construction can be taken, for example, from checklists. After building it, you can identify in what period something happened that influenced this value, and determine what it was. For example: equipment wear, change of subcontractor, use of different material, recruitment of new employees, etc. When analyzing the schedule, it is important to separate insignificant changes that are normal for the process under study from significant ones. It is best to use a time series to identify changes in the mean. When plotting the graph, it is important not to mix up the sequence.

Quality management methods in a project Control card Displays the results of the project over time. It can be used to monitor any type of output (for example, to observe deviations in cost and time of work, errors in project documents, etc.). The control charts indicate the values \u200b\u200bof the controlled parameter. The most common use of these graphs is when observing repetitive jobs.

Methods of quality management in the project The control chart is the same time series on which the upper and lower control limits (VKP and NKP) are plotted. The upper and lower control limits are calculated from the time series data using special formulas from statistics. The control chart shows the degree of deviation of the investigated value from the mean.

Methods for managing quality in a project When collecting data to build a control chart, process conditions should not change. The control chart allows you to distinguish fluctuations associated with process characteristics (which are difficult to change, they are determined, for example, by characteristics production equipment) from deviations caused by any additional reasons. It is assumed that these additional causes can be identified and eliminated. If all measurements are within the upper and lower control limits, then there is no need to worry. If any data has gone beyond these limits, then you need to look for a failure in the process.

Quality Management Techniques in Design Upper and lower control limits should not be confused with equipment specifications. They are determined statistically. Figure: Checklist of weekly losses of working time

Methods of quality management in a histogram project. It is used to study the distribution of the measured value over possible intervals of values. For its construction, the range of values \u200b\u200bthat the investigated value can take is divided into several intervals. After that, for each interval, the number of measurements is determined, the values \u200b\u200bof which lie in this interval, and a column whose height is proportional to the received quantity is plotted on the graph. An example of an investigated value would be the thickness of a manufactured part. If the distribution has a maximum, then it is called critical.

Methods of quality management in a project When determining the number and length of intervals, it is necessary to take into account: Ø the number of measurements made, Ø the accuracy of the measurements, Ø the idea of \u200b\u200bthe result of the analysis (that is, so that the assumed facts can be identified). Some processes are inherently asymmetrical, so that not necessarily every distribution will be a coliform curve. If the histogram has two peaks, it means that the data is collected from several different sources, for example, different craftsmen, shifts, machines, etc.

Methods of quality management in a project Scatter chart (scatter) A scatter chart is used to determine the dependence of two quantities on each other.

Methods of quality management in the project Selective assessment. Sampling involves selecting a portion of the population of interest to test (for example, randomly selecting ten engineering drawings out of seventy-five). The frequency and size of samples should be determined during the quality planning process so that the cost of quality takes into account the number of tests, the expected waste, etc. There is an extensive body of knowledge on sampling. In some application areas, the project management team may need to become familiar with a variety of sampling techniques to ensure that the sample truly represents the population of interest.

The emergence of a variety of methods and tools for quality management creates difficulties in choosing for further use in the company, this problem is primarily associated with the improvement of ideas and concepts in the field of quality management. Therefore, it is necessary to systematize all the accumulated methods in quality management, for a clear understanding of their essence.

Quality management methods - methods and techniques by which the subjects (bodies) of management influence the organization and elements production process to achieve the set quality goals.

Let's consider the most complete presentation of methods and means of quality management used in the methodological and educational literature (Fig. 1, Fig. 2).

Figure: 1. "Classification of means and methods of quality management"

This classification of methods consists of four groups: theoretical basis, concepts and foundations, complex methods, individual methods. Individual methods are subdivided into control methods social systems, information, equipment on the target.

Figure: 2. "Classification of quality management methods"

* Tomohova IN, Ryzhova NA: "Classification of means and methods of quality management", 2008, p. 88.

This paper discusses the most applicable quality management systems in enterprises. Consider a well-known quality management system - Total Quality Management (TQM), which has been successfully implemented in many companies. Comprehensive quality management implies flawless performance in all processes of the company, as they may include design, production, logistics, marketing, service and active participation, both employees and customers, suppliers within the framework of the developed and implemented quality system. Consider the values \u200b\u200bof the TQM system that are the foundation of effective implementation.

First of all, this philosophy implies customer orientation, i.e. customer needs come first and are met immediately. It is very important to actively participate and support from the management, thereby setting an example, all employees of the company will be involved in the process. Such participation must be supported corporate training, empowerment, motivation and bonuses. The TQM concept includes continuous efforts to identify and eliminate unnecessary activities, and continuous improvement of the processes to create a product or service. Also includes education, training and staff development. The company is managed only on the basis of reliable facts and data. Moreover, business planning is integrated into the overall business strategy. And, of course, partnerships and alliances with suppliers, customers, educational institutions and other organizations are important points. They all interact and form a common system. An organization will not fully realize the benefits of TQM if only some of the above characteristics are selected and implemented. They should be used in combination.

To achieve long-term success in the development of the company, a systematic approach is at the heart of TQM. The plan-do-check-action (PDCA) cycle is a general pattern of continuous improvement (Figure 3).

Figure: 3. "Cycle diagramPDCA»

* Tikhonova E. A .: "Continuous improvement of quality", 2008, p. 352

The cycle has four components. The first is planning. It is necessary to define goals, i.e. you need to know exactly what needs to be achieved. It is impossible to improve everything at once, therefore, it is necessary to set priorities, as well as clearly understand how, in what time frame and with the help of what they will be achieved.

The second step is to implement the plan itself. However detailed the adopted plan may be, its implementation will require changes to existing working methods. Consequently, it is necessary to explain to the performers what is changing and why, and also to teach them new methods of activity. Only after the personnel training has been carried out can the planned changes be implemented.

Next comes the evaluation of the results. In order for the assessment to be objective, the goals set must be quantified. The last step is to apply corrective action. All changes must be made immediately. The cycle "plan - do - check - fix" can serve as a blueprint for improvement at any level. It is most suitable for gradual small-scale changes at the workshop or production site level.

After the advent of TQM, the standardization of companies gained in popularity. Over the past twenty years of world quality management practice, ISO 9000 standards have been used, which are based on a process approach to management. However, it should be noted that this took a very long time. D. Juran, W. Schuhart, E. Deming, F. Crosby were the first to express an opinion on the importance of quality assurance issues and focused on the role of management in making decisions about quality. Thus, it took more than 40 years to realize the need for systematic approach in questions about the quality of products or services.

In 1946, 25 countries created the International Organization for Standardization (ISO) as a worldwide federation of national standards organizations. One of the founders of ISO and a permanent member of the governing bodies was Soviet Union... Twice a representative of Gosstandart was elected chairman of ISO. Russia became a member of this international organization On September 23, 2005, she joined the ISO Council.

In the late 1970s, early 1980s. the experts collected and analyzed all the accumulated knowledge and practical experience, studied national standards for quality assurance systems. So, in 1987, the first version of the ISO 9000 series of seven fundamental standards was introduced: ISO 8402: 1986; ISO 9000: 1987 (four documents); ISO 9001: 1987; ISO 9002: 1987; ISO 9003: 1987; ISO 9004: 1987 (three documents); ISO 10011: 1987 (three documents).

The listed documents are the quintessence of the experience accumulated at that time in the field of creating quality assurance systems. Standards

ISO 9001, ISO 9002 and ISO 9003 were intended for certification purposes. In the process practical work With the ISO 9000 series standards, additional documents were developed to help users work with the system, as well as new versions of the standards. Thus, the ISO 9000 series standards issued in 1994 served as the basis for the development of international regulatory and governing documents for environmental management systems (ISO 14000 series standards), industrial safety and health management (OHSAS 18001 and OHSAS 18002).

ISO standards the 9000 series is a set of common international standardsdescribing the QMS used by organizations of any type, size, which:

• supply material products (equipment or parts) - Hard;
• supply software - Soft;
• supply processed materials - Materials;
• provide services - Service.

The main cases of application of the standards, as well as the tasks that are solved using the ISO 9000 series, are presented in table. one.

Table 1.

Main use cases of standardsISO series *

* Comp. according to the book: Serenkov P.S. "Methods of quality management", Minsk, 2014, p. 36.

The ISO 9000 series of standards addresses various aspects of quality management and provides guidance and tools for organizations that want their products and services to meet customer requirements and to continually improve quality. At the moment, the ISO 9000 series includes the following standards: ISO 9001: 2015 sets the requirements for the QMS; ISO 9000: 2015 contains basic concepts and vocabulary; ISO 9004: 2009 focuses on how to make the quality management system more effective and efficient; ISO 19011: 2011 is a guide to conducting internal and external audits QMS.

ISO 9000 standards define the methodology for the functioning of the quality system, which must ensure high level products or services produced. The need to use international standards is important as many organizations operate in a global economy, selling or buying goods and services outside the domestic market. So, ISO 9001 defines basic principles quality management that the company must apply, thereby demonstrating the ability to deliver products (services) on time, which in turn will affect customer satisfaction and loyalty.

ISO 9004 is used to increase the positive effects obtained after applying ISO 9001 for all parties concerned or affected by the company's actions (employees, owners, suppliers, partners and society at large). This standard is recommended as a guideline for companies whose top management plans to continuously improve the performance of all processes in the company. ISO 19011 covers the areas of quality and environmental management systems auditing, which provides guidance on auditing, both internal and external. This standard provides an overview of how an audit system should operate and operate.

Let's consider the scheme of application of the ISO family of standards based on the process approach (see Fig. 4).

Figure: 4. "Application of ISO family standards"

* GOST ISO 9000-2011: http://docs.cntd.ru/document/gost-iso-9000-2011

There are five main directions in the standard that determine the company's actions when implementing the system:

1. General requirements for the quality of the management system and documentation;
2. Management responsibility for its actions, policies, planning and goals;
3. Resource management and allocation;
4. Product implementation and process management;
5. Measurement, control, analysis and improvement.

It can be concluded that the use of process-oriented management provides the following benefits: first, it is a clear understanding of customer needs. Secondly, the clarity and unity of the company's goals, which contributes to the efficiency of the continuous improvement process. Thirdly, it becomes possible to track the dynamics of changes in the company, as well as the effectiveness of the goals. Fourthly, strategic goals are implemented taking into account the views of all employees, thanks to this, the team is united on the basis of common values \u200b\u200band corporate culture.

Bibliography:

1. GOST ISO 9000-2011 [Electronic resource]. - Access mode: http://docs.cntd.ru/document/gost-iso-9000-2011 (date of access: 13.04.16)
2. Polkhovskaya T. M. "Standardization of management systems: past, present, future" // Quality Management 01 (01) 2008
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9. R. Nat Natarajan “Total Quality Management”. P. M. Swamidass Encyclopedia of Production and Manufacturing Management 10.1007 / 1-4020-0612-8_997 © Kluwer Academic Publishers 2000

Today there is a huge number of interpretations of the concept of "quality", the most popular is the definition fixed in ISO standards, according to which quality - a set of properties and characteristics of a product or service that give them the ability to satisfy conditioned or implied needs.

Quality controlAre methods used to achieve a level of quality that meets design, contract and other requirements.

Quality management should be systematic, i.e. in the organization, the firm must operate a product quality management system, which is an organizational system that accurately allocates responsibilities, operations, tools and materials needed for quality management.

Quality system- aggregate organizational structure, schemes, processes, tools and materials required for joint product quality management. The quality system applies to all stages of the product life cycle, creating a so-called “quality loop”.

Quality loop- a model of interrelated activities that affect quality at various stages - from identifying needs to assessing their satisfaction.

Modern QM proceeds from 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 manufacturing 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, we need not separate isolated and episodic efforts, but a set of measures of constant influence on the process of creating a product in order to maintain an appropriate level of quality.

Today, in quality management, the presence of certified quality management system , which is a guarantee of high stability and sustainability of product quality. The certificate for the quality system allows you to maintain competitive advantages in the market.

In accordance with the accepted terminology quality management method - this is a method and a set of methods of influencing the means and products of labor, aimed at achieving the required quality.

Consider the classification of quality management methods.

Quality management methods are divided into:

Organizational

Socio-psychological

Economic

Organizational and technological

Statistical

Organizational quality management practices are necessary in order to facilitate such an organization of the controlled subsystem that will provide the required quality.

Socio-psychological methods of quality management- this is a set of ways to influence the spiritual interests of workers, the formation of their motivations associated with ensuring the appropriate quality. Their importance is paramount. The arsenal of using such methods is wide - from education and propaganda (patriotism towards the company, self-respect of oneself as an employee) to individual forms moral incentives.

Economic methods of quality managementdetermine the methods of influence based on the use of economic incentives and the creation of material interest in achieving a given goal in the field of quality.

Organizational and technological methods of quality managementIs a special group of quality management methods.

Organizational and technological methods are divided into two groups: quality control methods and quality control methods.

Statistical Methods quality management:

1) DelaminationIs one of the simplest statistical methods.

If it is assumed that deviations are related to the manufacturing conditions, then a comparative study of the measured indicators should be carried out for separate layers - separately for machines and equipment, separately for each operator, separately for feedstock, separately for teams, separately for day and night shifts, etc. etc.

2) Charts- make it possible not only to assess the state at the moment, but also to predict a more distant result according to the tendencies of the process that can be found in them.

There are several types of graphs: a graph expressed by a broken line, a bar graph, a pie graph, a strip graph, a Z-shaped graph, a map for comparing planned and actual indicators.

3) Pareto chart.In the activities of firms, enterprises, all kinds of problems constantly arise, the solution of which can be facilitated by Pareto diagrams.

In the complex economic life of a firm (organization), problems can arise at any time in any department. It is always advisable to start the analysis of these problems with a Pareto diagram. With their help, you can analyze a wide range of problems related to almost any area of \u200b\u200bactivity in the firm, such as:

Financial sector

Sales area

Scope of material and technical supply

Scope of production

Sphere of office work.

4) Causal diagram (Ishikawa diagram).

In Japan, for workers of the first line of production, the process is represented as an interaction of 4 M: Material - Equipment (Machine) - Operator (Man) - Method (method).

The most effective is the group method of analysis of the causes, called "brainstorming".

You can apply cause and effect diagrams to any organization, from manufacturing to service.

5) Bar chart -allows you to assess the state of quality. Histograms are a bar graph based on the certain period data that is split into multiple intervals. The number of data falling into each of the intervals is expressed by the column height.

The histogram is mainly used for analyzing measured values, but it can also be used for calculated values.

The information obtained as a result of the analysis of the histogram can be easily used to construct and investigate the cause-effect diagram, which will increase the validity of the measures planned to improve the process.

6) Scatter plotis used to study the relationship between two types of data, for example, to analyze the dependence of the amount of revenue on the number of calls to the seller.

The scatter chart, like the stratification method, is used to identify the cause-effect relationships of quality indicators and influencing factors when analyzing the cause-effect diagram.

7) Control chartsare used in the form of graphs obtained during the technological process. Graphs reflect the dynamics of the process. Various control charts are applied.

98. Qualimetry as a science, its role, methods and areas of practical application

Attempts of a scientific approach to quality assessment have been made for a long time. Many scientists, such as K. Kommentz (Germany), J. Van Ettinger (USA), J. Sittig (Netherlands), A.V. Glichev, G.G. Azgaldov (Russia) devoted their work to various aspects of quality assessment and optimization.

Formed a new scientific direction - "Qualimetry". This word comes from a combination of Latin terms "Qualitas" - quality and "Metro" - measure . Respectively, qualimetry -is the science of how to measure and quantify quality of products and services.

Qualimetry proceeds from the fact that quality depends on a large number of properties of the product in question. In order to judge the quality of a product, only data on its properties are not enough. It is also necessary to take into account the conditions in which the product will be used.

The main goal of qualimetry is the development and improvement of methods that allow expressing the quality of a concretely assessed object with one number that characterizes the degree of satisfaction of the object of social or personal needs.

Qualimetry subject - both quantitative and non-quantitative methods for assessing quality (tasty - tasteless, more or less pleasant smell, etc.).

Scope of application of the qualimetry toolkit is quite broad, since qualimetry allows one to assess not only the quality of diverse objects, but also the quality of labor, as well as the effectiveness of management decisions.

From the point of view of the objectives and used for the assessment of indicators, methods for assessing the level of quality are classified into two types: direct counting methods and parametric methods.

Direct counting methods that provide the final economic resultallowing you to make an economically sound decision.

In turn, 2 approaches to assessing the economic result are possible.

1 approach, from the position economic efficiency for the subject creating quality.

In this case, the useful economical effect for the manufacturer, associated with the creation and implementation of the evaluated quality of the object. Further, the costs required to create and implement the resulting effect are calculated based on the comparison of the specified effect with the costs of achieving it.

The 2 approach to quality assessment by the direct counting method is fundamentally different. At the same time, the beneficial effect for the consumer from the created and realized quality ( from the standpoint of economic efficiency for an entity consuming quality).

The final assessment of quality here is carried out by comparing this effect not with the costs of the creator of quality and his seller, but with the total costs of the consumer of this quality, including both the purchase and sale price and all costs of the consumer associated with the use of the object for its intended purpose.

Parametric methods.

Taking into account the specifics of the estimated parameters, these methods are subdivided into calculated and expert .

Calculation methodsallow you to more accurately assess the level of quality of objects, however, they can be used to assess the so-called hard parameters.

These parameters include those that can be measured by appropriate instruments and calculated on the basis of formulas that reflect objective laws. For example, the average service time in a restaurant is a tough parameter because it can be obtained from measurements using a conventional clock.

Expert methodsquality level assessments are used to assess the so-called soft parameters quality.

These parameters include those that cannot be measured by instruments and are calculated using formulas that reflect objective laws.

An example of such parameters is aesthetic parameters that characterize appearance object.

Along with the assessment of soft quality parameters, these methods are most widely used to solve the problems of determining weight coefficients and ranking a priori information. (A priori - not based on knowledge of facts, purely speculative)

Ranking is called the arrangement in a number of factors, phenomena, properties, quality indicators, objects of labor, etc. (hereinafter ranking objects) in ascending or descending order of any characteristic inherent in them by assigning them a certain rank.

The accuracy or reliability of ranking depends on many factors, including the professional and qualimetric competence of experts, their objectivity, efficiency, interest in the ranking results, as well as the number of ranked objects.

Also, the reliability and accuracy of the ranking is determined by the degree of consistency of expert opinions. The greater the consistency, the more reliable and accurate the ranking results are. The information received from experts during the ranking should be subjected to mathematical and statistical processing in order to determine the degree of consistency of their opinions.

Calculation of the degree of consistency of the opinions of experts, the calculation of the weighting coefficients of the ranked objects without the use of modern computing means requires a lot of time. Currently, mathematical calculations are usually carried out using a computer.

The considered methods for assessing the level of quality can be applied both individually and in various combinations.

The most versatile and widely used is comprehensive assessment quality level.

Since the assessment of the quality level is a set of operations related to the determination of the numerical value of the quality level of objects, quality assessment can be considered as a special type of management function aimed at forming value judgments about the object of assessment.

TOPIC: 3 Quality and efficiency of management Quality management "Economics and management at the enterprise" "Organization management" "Marketing" Institute of Law and Management, dept. Management Rukavitsyna Maria Nikolaevna

Content: 1. The essence of quality management. 2. Principles for assessing the quality of management. 3. Methods of comparative analysis of management quality. 4. Groups of management quality criteria. 5. The essence of the management efficiency indicator. Topic 3. Quality and efficiency of management

Management quality, types of assessment, assessment of the quality of management activities, self-assessment, peer assessment, level assessment, management quality criteria, target criteria, management efficiency. Key concepts: Topic 3. Quality and efficiency of management

3.1. The essence of management quality Management quality reflects the level of perfection of management processes Management is not a product, but a type of activity, which ends with the creation of a specific product - a management impact, a management decision. Quality of management - quality of functioning of the object of management - quality of the product created by the object of management (chain of cause-and-effect relationships) Quality of management is determined by the measure in which it directs economic objects and processes to achieve socio-economic goals in accordance with the needs of the economy and society Topic 3. Quality and efficiency of management

Principles of management quality assessment Complexity of quality assessments Combination of quantitative and qualitative analysis Combination of objective and subjective assessments Combination of internal and external quality assessment Continuity and staging of quality assessments 3.2. Principles for assessing the quality of management Topic 3. Quality and efficiency of management

Types of assessment and assessments of the quality of management activities Assessment by the head Self-assessment Individual assessment by experts, controllers, auditors, auditors Assessment by customers Topic 3. Quality and efficiency of management 3.2. Principles for assessing management quality

3.3. Methods of comparative analysis of management quality Methods of comparative analysis of management quality: method of statistical comparisons; method of comparing planned and actual results; method of analysis of experimental results; method of comparison with the results of economic and mathematical modeling of the control object's activity; method of normative comparisons; method of comparison with the level of world achievements; method of comparison with similar works; method of variant comparisons. Topic 3. Quality and efficiency of management

3.5. The essence of the management efficiency indicator Efficiency is the effect per unit of resources spent in order to obtain the achieved result Efficiency Management efficiency management Costs for management Effectiveness Result Costs for obtaining results Topic 3. Quality and efficiency of management

Questions for self-examination: 1. What is the relationship between the concepts of quality and management? 2. What are the basic principles for assessing the quality of management. 3. Describe the essence of internal and external assessment of management activities and self-assessment. 4. List the methods of comparative analysis of management quality. 5. What is the scheme of the process for assessing the qualityj of management work? 6. What is the essence of management efficiency and what methods of calculating it? Topic 3. Quality and efficiency of management

Recommended reading: Gerasimov B.I. Quality control. - M .: KNORUS, - 272 p. Mironov M.G. Quality control. M .: Omega-L, - 664 p. Okrepilov V.V. Quality control. - M .: Publishing house Economics, Shubenkova E.V. Total quality management. –M .: Exam, 2995. - 256 p. Evans James. Quality management / per. from English; ed. EM. Korotkov. - M .: UNITI-DANA, - 671 p. Topic 3. Quality and efficiency of management