Product quality management systems at the enterprise of the organization. Coursework: Product Quality Management System. International quality standards
To obtain a certificate of the implemented quality management system for participation in tenders and competitions, the company often contacts a consulting firm, pays for the order, and the firm prepares the necessary documents and issues a certificate. The company presents the certificate to the customer and continues to work as it did before, without changing anything in its activities. This has a very distant relation to the quality system.
Life cycle in detail
Organization that hosts strategic decision follow the requirements of GOST R ISO 9001, must take into account the following main points and document them.- Everything that happens in the organization in the course of its activities must follow the provisions of GOST R ISO 9001, which should be specifically spelled out in the "Quality Manual", in instructions and regulations describing the design (production) processes. So, internal documents should reflect changes in the size, structure of the organization, changes in the goals of production of goods and services, changing production processes.
- The requirements for the quality management system established in GOST R ISO 9001 are additional to the requirements for manufactured products. (This is very important since the customer's requirements are the main focus.)
- An organization's quality management system can be used internally and externally. For example, certification bodies can use the system to assess whether a company is capable of meeting customer and regulatory requirements.
To compare and analyze a large number of standards and regulations, consider the diagram below (Figure 1). It is an attempt to classify the various formulations of the life cycle (LC) in relation to the development of software and automated systems.
Figure 1. Stages of the life cycle in the development of automated systems in the interpretation of various current standards. The drawing is clickable.
The top two rows represent a list of life cycle stages within the new GOST R ISO 9001-2015 (first row) and GOST R ISO 9001-2001 (second row). Despite some differences in wording, the life cycle stages in these standards are almost identical.
Differences between the standards are manifested only in detailed explanations for each stage of the cycle. Note that the new standard introduced the concept of "Organization Context". Its meaning is to study how the external or internal environment affects the prospects of the enterprise. GOST R ISO 9001-2015 in clauses 4.1 and 4.2 requires identifying external and internal factors and associated risks and opportunities. Thus, the meaning of in-depth analysis or study of the "context" is to collect and analyze data about the external environment and the current state of the business, about the key factors of success (which determines victory and loss), the state of the market sector, its structure, dynamics, etc. ... To decipher this concept and concretize the activity in accordance with this requirement, you need to carefully analyze all possible risks that arise in the process. You can read more about the concept of "context" in the article by R. Ibragimov.
The third row of the diagram shows the stages of the life cycle in software development in the interpretation of GOST 12207, which was created specifically for software development processes. There are also no fundamental differences in the interpretation of the life cycle in comparison with the previous standards.
GOST 12207 is indeed a rather strict standard. It is not an easy task to fulfill all its requirements in software development. But it's important for us to note that a daunting number of quality management system standards and requirements boil down to careful documentation of the entire design, development, and maintenance process.
Let's look at the fourth row of the diagram. Here are presented the life cycle processes in the interpretation of GOST 34 series, published back in 1990. This series of standards was developed so specifically and carefully that it has been used with little or no change to this day. Many customers, when formulating documentation requirements for automated systems, refer mainly to GOSTs of this particular series. Since the stages of the life cycle in the interpretations of ISO 9001, GOST 12207 and GOST 34 series coincide, this means that, by fulfilling the requirements of the last of the listed GOSTs, that is, by presenting the listed documents to the customer, we automatically work in accordance with the quality system according to ISO 9001.
The last row in the scheme is indicative list documents, which is necessary for the organization of the quality system in the company.
I really hope that the above diagram has greatly simplified your life. Since you now have a complete list of lifecycle stages, there is a list of work to be done at each stage, and a list of documents that must complete each stage. Of course, this list, at the request of the customer, can be corrected in the direction of reducing or adding new documents that are not specified in GOST. But this is the right of the customer, and the contractor is obliged to follow his recommendations.
Unfortunately, this is not all. So far we have dealt only with the production component, that is, with the process of software or AS development.
Business processes are the backbone
The following processes remained behind the scenes: contract work, organization and management of the project, and quality assurance itself. This is also an independent organizational process. Describing these processes in text format is a thankless job, all descriptions are already in numerous manuals. Therefore, we will try to display the listed business processes in the form of another diagram (Figure 2).Each of these processes (vertically) is marked in the figure with its own color. The positions completing separate stages or the entire process as a whole are highlighted separately. Intermediate process steps or documents remained colorless. All processes are running in parallel. They are inseparable, as indicated by the arrows-links between the individual elements.
In the diagram, I tried to display a certain generalized version of the process. In each case, of course, there may be nuances and differences.
The contractor, using the above scheme, needs to analyze his specific business processes and identify those elements that require regulation. For example, the products of any IT company are obviously tested. Does your company have a regulation that states what are critical bugs and what are non-critical bugs, and in what time frame do they need to be eliminated? Surely, there are certain instructions in this regard. The approved regulation for this position is the quality management system. Moreover, testing affects both the production area and administration, since the management must track the timely correction of errors.
Having done similar work on all processes, you can prove to the customer what "SMKashnye" and "ISOshnye" you are. It will be even better if the company from the very beginning of the next project draws up a similar scheme for its specific conditions and uses it in its work and for control.
Figure 2. Business processes in the development of automated systems: documenting the quality system. The drawing is clickable.
Moving towards the goal
So, here are the steps you need to take to implement (and not just formalize) a quality management system in an organization.1. Create a department, group or appoint an individualto deal with QMS issues.
2. Design and design Quality program, including the "Quality Manual" for the organization (department, group of developers of a specific project). The program and the Guide should contain the sections listed in GOST R ISO 9001-2015, and the decoding of these sections. They must declare the organization's readiness to meet the requirements of the standard in the specific conditions of that organization or within the framework of a project.
3. Regulate the development and creation of software or automated systems... To do this, you need to draw up organizational standards (or instructions), in which all activities related to the design, development, testing and implementation of the project, organization and management of the project, quality assurance and contract work are prescribed.
4. Regulate reporting and responsibility performers and leadership for each stage of the project life cycle.
5. Submit a package of developed documents to a licensed consulting firm, for inspection of documentation and issuance of an opinion on the conformity of work on the QMS within the framework of GOST R ISO 9001-2015. Correct the comments and get a certificate.
6. Continue the design work, strictly following the developed regulatory documents.
We have not yet touched upon the issues of the annual confirmation of ISO certification, external audit confirming the work on the QMS. Unfortunately, the result of mastering a quality management system is rarely monetary. As a rule, it manifests itself in the stability of the work of the team, the reliability of the results obtained. And this work is worth it.
Literature
1. GOST R ISO 9001-2015. Quality management systems. Requirements. - M .: Standartinform, 2016.2. GOST R ISO 9001-2001. Quality management systems. Requirements. - M., Standartinform, 2001.
3. Ibragimov R., ISO 9001: 2015 and practical analysis of the "context" and building strategies. - Management, No. 2 (34), 2015. - S. 13-18.
4.GOST R ISO IEC 12207 Information technology... Software life cycle processes. - M .: Gosstandart of Russia, 1999.
5. Information technology. A set of standards and guidelines for automated systems. - M .: Publishing house of standards, 1991.
6. Gludkin OP, Gorbunov NM and others. Total quality management. Textbook for universities. Ed. O. P. Gludkina. - M .: Hotline - Telecom, 2001 .-- 600 p.
7. Kruglov M.G. An innovative project. Quality and performance management. - M .: RANEPA, 2011 .-- 350 p.
Introduction
Chapter 1. Theoretical aspects product quality as an economic and social category
1.3 Economic characteristics of the development of services in Russia and its regions (on the example of consumer services for the population)
Chapter 2. Practical solution of quality management problems at enterprises of the Russian Federation
Chapter 3. Application of statistical methods in quality management on the example of JSC "YaShZ"
Conclusion
Bibliographic list
Introduction
Quality is the main factor in the social structure and activities of people, and is also fundamental to the development of society.
The desire to manage quality originally arose as a result of society's need for high-quality products and advanced technologies, and then there was a need to create a decent quality of life.
At the beginning of the 20th century, quality problems were mainly perceived as engineering and technical. In the middle of the last century, the theory and practice of quality management developed thanks to a systematic approach. This period was characterized by the formation and development of foreign and domestic schools of quality management. Among the foreign scientists who have dealt with the problem of quality management and contributed to its solution, the most famous are W. Deming, A. Feigenbaum, J. Juran, F. Crosby, G. Taguti and others.
Russian specialists did not lag behind their leading colleagues foreign countries... Among domestic scientists who have made a huge contribution to the development of the theory and practice of quality management, it is necessary to note G.G. Azgaldova, V.V. Boytsova, A.V. Glicheva, A.I. Subetto.
The relevance of this topic lies in the fact that the strategic decision of senior management to deploy effective system quality management (quality management of work aimed at the fullest satisfaction of customer needs), allows you to implement the following TQM principles:
"there is no limit to improvement";
"striving for the absence of defects";
"zero overhead" (Quality Cost Analysis);
"delivery just in time".
Thus, the cost of production is reduced, there are no cases of providing low-quality services, product failure or inconsistencies in their production and, as a result, the cost of product quality is reduced.
The goal is to study product quality as an economic and social category that determines the direction of the strategy for improving the enterprise.
Achievement of this goal required the formulation and solution of the following tasks:
· To reveal the theoretical essence of the concept of "product quality";
· Consider the structure of the product quality management system;
· Explore the experience of product quality control on the example of a particular enterprise;
· To propose directions of the strategy for improving the product quality management system.
OJSC “Yaroslavl Tire Plant” was chosen as the object of the study. The research was carried out by the student together with the manager of the quality service of the plant in 2009. Also, the practical part of the work was based on a study by the analytical center of CJSC Linkor in Yaroslavl, carried out in 2009.
The theoretical and methodological basis of the study is the works of domestic and foreign authors, legislative and regulatory acts. The information base was the data published in the economic literature and periodicals.
Chapter 1. Theoretical aspects of product quality as
economic and social category
1.1 The essence of product quality
In Russian dictionaries and in the more recently existing regulatory documents, quality is traditionally associated with the suitability of the corresponding product for specific purposes. Therefore, in our country, almost exclusively attention was paid to quality based on the requirements of regulatory documents (standards) - standard quality. However, in world practice, the concept of quality has long been interpreted differently. Currently, quality is interpreted as "compliance with the requirements of interested parties and, above all, as compliance with the requirements of consumers."
Quality - the degree to which the inherent characteristics of an object meet the requirements (characteristic is a permanent distinctive property, an object is everything that can be individually considered and described)
A quality requirement is a need or expectation that is established (customer requirements), usually assumed (public requirements) or mandatory (government requirements).
System is a set of interrelated and interacting elements.
Process - a set of interrelated or interacting activities that transform "inputs" and "outputs".
Products are the result of a process.
The distinguishing characteristic of a product, process or system arising from requirements is called a quality characteristic.
Compliance with the established requirements, in ISO terminology, is called conformity. To ensure that certain products (process, system) comply with this regulatory document, it is possible to perform an action independent of the supplier and consumer (the so-called third party), which is called certification of conformity or, in short, certification. Through the development of norms (standards) with subsequent certification of conformity based on them, the state ensures that the requirements of society are met.
Based on the above, we will try to formulate the concept of product quality, moving away from the "dry" formulation of ISO.
The quality of a product is a set of properties of a product that determine its suitability to meet certain needs in accordance with its purpose. A product property is an objective feature that manifests itself during its creation, exploitation or consumption.
Depending on the manifestation of one or another property that makes up the quality of the product, its assessment changes. The degree of manifestation of each property of a product is assessed by means of characteristics called quality indicators. Quality indicator is a quantitative characteristic of the properties of products that are part of its quality, considered in relation to certain conditions of its creation, operation or consumption. The name of the indicator determines the property being characterized: strength, power, reliability.
The coordinated activity of directing and controlling an organization in relation to quality is called quality management. According to ISO 9000: 2000, activities in this area typically include:
· Development of quality policy and objectives;
· Quality planning;
· quality control;
· quality assurance;
· Quality improvement.
A quality policy is the overall quality intentions and direction of an organization, as formally articulated by its top management. Generally, the quality policy is consistent with general policy organization and provides the basis for setting quality objectives. Goals are the results of activities, the achievement of which is desirable and possible in the foreseeable future. Unlike goals, tasks are results of activities, the achievement of which is calculated and planned within a certain time frame.
The part of quality management that focuses on setting quality objectives and identifying the operational processes and associated resources necessary to achieve these objectives is called quality planning.
Quality management is a part of quality management aimed at fulfilling quality requirements.
Quality assurance is a part of quality management aimed at the awareness of confidence that quality requirements will be met.
Quality improvement is part of quality management that aims to increase the ability to meet quality requirements.
Control, a procedure for assessing conformity by observation and judgment, accompanied by appropriate measurements and testing, should also be considered as an integral part of quality management activities.
Testing is the determination of one or more characteristics according to an established procedure.
Quality management in the modern world is considered in the context of two approaches: total quality management or total quality management (TQM) and standards for quality systems ISO 9000.
The TQM concept was formed, first of all, as the development of E. Deming's ideas and generalization of the experience of their implementation in industry. It is believed that the impetus for the formation of the concept in the 70s. the last century became the need to protect the American and european markets from Japan's economic expansion.
A huge contribution to the formation of TQM was made by the work of the American Armand Feigenbaum, in the 40-50s. XX century which developed the systemic principles of quality management, called Total Quality Control (TQC) and which later formed the basis of TQM.
Total quality management assumed that quality issues within the framework of internal management should be dealt with by all employees without exception: from the bottom to the top.
However, if they say that everyone is engaged in quality, in most cases this means that no one is involved in quality. Therefore, to implement TQC, it is necessary to clearly establish and distribute three elements of system management:
· Responsibility (duties);
· Powers;
· Interactions.
This should be reflected in the relevant documents describing the quality management system and at all stages of the product life cycle.
Thus, the quality of products in the conditions of modern production is the most important component of the efficiency and profitability of an enterprise, and therefore it must be given constant attention.
1.2 Economic indicators of products
Economic indicators characterize not the quality itself, but the costs in its development and manufacture associated with improving the parameters of the product. They also characterize the economic efficiency of the product. The composition of economic indicators, in particular, includes the cost of a unit of production or work performed using a product of improved quality, separate items of operating costs (wages of maintenance personnel, the cost of electricity consumed, the amount of depreciation, etc.).
The indicators under consideration will make it possible to give an economic assessment of a product at all stages of its life cycle, including development, manufacturing, circulation and sale, operation or consumption. From the general set of economic indicators, it is necessary to single out the most often used in planning and assessing the quality of products, namely:
· Production cost;
· The price of products;
· Reduced costs per unit of production;
A relative economic indicator of product quality, determined by the ratio of the costs of the base sample to the corresponding costs of the evaluated product.
Economic indicators should be considered as a special type of indicators when assessing the level of product quality, since they are closely interconnected with almost all classification groups of indicators (purpose, reliability and durability, manufacturability, standardization and unification, ergonomic, aesthetic, economic, safety and transportability). That is why, when assessing the level of quality using economic indicators, it is possible to reflect not only the costs of development, manufacture and operation, but also other properties of the product. With the help of economic indicators, for example, the maintainability of products, their manufacturability, the level of standardization and unification are assessed.
Economic indicators are also taken into account when determining complex (integral) quality indicators. The economic indicator plays an important role in determining and analyzing in detail the costs of ensuring the quality of a product at different stages of its life cycle. In the most general case, the composition for quality assurance includes the costs of the enterprise for:
· Market research to identify the main consumer requirements for the quality of products;
· Carrying out research work to identify opportunities and directions for improving the quality of products in accordance with market requirements;
· Development of the necessary design and technological documentation for the release of improved quality products;
· Preparation of production;
· Manufacturing process;
· Carrying out tests of new and modernized product samples, implementation of technical quality control;
· Prevention of marriage, prevention of defects;
Analysis possible reasons the occurrence of defects and defects;
· Carrying out various activities to ensure quality.
Economic indicators are used not only in planning and analyzing the listed costs, but also in justifying the level of quality, as well as in assessing the economic efficiency of various options for increasing, ensuring product quality.
1.3 Economic characteristics of the development of services in Russia and the regions
(on the example of consumer services for the population)
The modern service sector is a set of activities, the functional significance of which in the system of social production is expressed in the implementation of the needs of the population in services.
The growing role of services is a global trend in the development of a market economy. The quality, range and availability of the services provided is an essential component of the formation of a high quality of life for the population.
The service sector in Russia lags significantly behind the service sector of the most developed post-industrial countries of the world. In the 1990s. the service sector of the west has become the largest sector of the nation state (62-74% of GDP), accounting for 63-75% of the total number of employed and exceeding 50% of the total. This indicates the need for capital investments, improving the forms and tools for regulating the development of the service sector in Russia.
The services provided to the population are extremely diverse and include different kinds activities - from very simple, not requiring high qualifications, to complex, the implementation of which requires special education, knowledge of technology, equipment.
The All-Russian Classifier of Services to the Population (OKUN) defines more than 4000 types of services. In addition, activities in the service sector are determined by the All-Russian Classifier of Economic Activities (OKVED).
Services provided by consumer services enterprises are usually divided into three main groups:
· Services related to the creation of new use values;
· Services related to the restoration of previously created use values;
· Services of a personal nature, directed to a person or to the environment and not fixed in commodities.
Sometimes consumer services are called traditional and even "science-prestigious", but the importance of consumer services is growing, which is determined by two factors:
Firstly, its social orientation, a significant contribution to the creation of favorable living conditions for the population in the region;
Secondly, its wide participation in the mechanisms of regulation of employment of the population;
The issue of social and economic significance of consumer services is relevant for any region. AT last years in large cities of Russia there is an overflow of labor resources from the industry to the service industry: - trade, public catering, consumer services, and the financial sphere.
Consumer services for the population is one of the most specific and socially significant sectors of the sphere paid services... The selectivity of needs is greatly influenced by the economic conditions of life, customs and traditions, the social status of the population, its professional level, occupation, place of residence, etc.
Household services occupy an important place among the population's expenses in all constituent entities of the Russian Federation. According to the Ministry of Economic Development of Russia, in 2003, in 26 regions out of 79, the share of consumer services was 5% higher than the average for Russia. At present, the development of the market for consumer services can be both industrial and socio - cultural. Many household services have such a payback period (from six months to a year) and are available for not too independent investors. In pursuit of easy profits, some entrepreneurs do not comply with the established norms, which leads to a loss of quality, a decrease in the level of safety and an increase in prices for services. At the same time, a number of services require serious capital investments and have a long payback period (3-5 years), which raises concerns about the feasibility of investments.
In a market economy, the problem of quality is the most important factor in improving living standards, economic, social and environmental security. Quality is a complex concept that characterizes the effectiveness of all aspects of activity: strategy development, production organization, marketing, etc. The most important component of the entire quality system is product quality. In modern literature and practice, there are different interpretations of the concept of quality. International Organization on standardization defines quality (ISO-8402 standard) as a set of properties and characteristics of a product or service that give them the ability to satisfy conditioned or implied needs. This standard introduced concepts such as "quality assurance", "quality management", "quality spiral". The quality requirements at the international level are defined by the ISO 9000 series. The first edition of the ISO 9000 series international standards came out in the late 1980s and marked the entry of international standardization to a qualitatively new level. These standards invaded directly into production processes, management and set clear requirements for quality assurance systems. They initiated the certification of quality systems. An independent direction of management emerged - quality management. Currently, scientists and practitioners abroad link modern methods quality management with the TQM methodology (total quality management) - general (all-encompassing, total) quality management.
The ISO 9000 series established a unified, internationally recognized approach to contractual conditions for assessing quality systems and at the same time regulated the relationship between manufacturers and consumers of products. In other words, ISO standards are a rigid customer focus.
1.4 Product quality management system
International standards ISO 9000 proceed from the continuity and mutual influence of all activities in the management system - a systematic approach to the activities of the organization.
First, customer focus: organizations depend on their customers and therefore must accept current and future needs, fulfill their requirements, and strive to exceed their expectations.
Leadership second: leaders establish unity of purpose and direction for the organization; they should create and maintain internal environmentin which employees can become fully involved in solving the assigned tasks.
Third, employee involvement: people at all levels are the backbone of the organization, and their full involvement enables the organization to benefit from their abilities.
Fourth process approach: the desired result is achieved more efficiently when activities and associated resources are managed as a process.
Fifth systems approach: identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
Sixth Continuous Improvement: Continuous improvement of the overall performance should be seen as an enduring goal.
Seventh factual decision making: Effective decisions are based on the analysis of data and information.
Eighth mutually beneficial supplier relationships: An organization and its suppliers are interdependent, and a mutually beneficial relationship between them enhances the ability of both parties to create value.
Product quality is of paramount importance to consumers, as it is the quality that determines its consumer value. At the same time, an increase in product quality is often equivalent to an increase in its quantity; in addition, quality improvement is usually achieved at less cost than increasing output.
With the highest value of the integral indicator of product quality, the highest useful effect is obtained for each ruble of costs, that is, the maximum efficiency for the company.
Product quality management is the achievement of a certain (necessary) level of products by establishing, ensuring, maintaining. An important role in this is played by economic methods, which cover such systems of production activities as planning, incentives, pricing.
Planning for quality improvement, establishing reasonable targets for the release of products with certain values \u200b\u200bof indicators that must be achieved by a given moment or for a given period of time.
The level of product quality consists of the technical level of the product or the quality of the model. For example, for machinery and equipment, the quality level is determined by: equipment performance; standardization and unification of models, reliability, simplicity and safety in use, as well as technical novelty and patent purity, durability, service life without repair.
In assessing the level of product quality, both technical and economic data are used. Justification of the choice of the nomenclature of quality indicators is made taking into account:
· Purpose and conditions of use of products;
· Analysis of consumer requirements;
· Tasks of product quality management;
· Composition and structure of the characterized properties;
· Basic requirements for quality indicators.
Quality assessment is made on the basis of indicators reflecting functional properties, fashion, style, reliability, maintainability, preservation.
Product quality analysis includes:
· Characteristics of quality according to established indicators / plans;
· Study of the main factors affecting quality;
· Calculation of the impact of quality on the volume of products in monetary terms.
Among economic indicators, the price of consumption is of particular importance, which is made up of the selling price and the costs associated with the consumption of the product for the entire service life of the buyer.
Complex indicators are used in various levels of company management in the economic support of measures to improve product quality, assess the competitiveness of their own and other people's products.
Generalizing quality indicators are used at the level of national economies and calculations. As such, the share of competitive products in the total volume of industrial production in the country is used. On the basis of product quality indicators, their values \u200b\u200bare compared for individual products and their aggregates with reference (base) values.
In addition to product quality indicators, labor quality indicators are used that do not directly reflect the quality of products in the economic sense of this category, but characterize the level of their manufacture in comparison with the requirements fixed in the normative and technical documentation. These indicators are: the percentage of detection of defective products in the factory; percentage of products with manufacturing defects identified during the operation of the products. The thing is that this concept, like many other ideas that have flooded our business, such as Six Sigma, Five Cs, TQM (Total Quality Management System), TPM (Total Production Assurance System), JIT (just in time), KANBAN and others like it, are components of a huge coherent Japanese management system Kaizen (continuous improvement), based on the ideas of Deming, Juran, Feigenbaum and their Japanese colleagues Taguchi and Shingu. A careful study of other concepts, passed off as a new last word in building effective management, set forth in many books that have filled domestic shelves, such as BSC (balanced scorecard), ABC (process-based accounting), BPR (business process reengineering ), Agile Manufacturing System, and Synchronous Manufacturing System turn out to be less efficient implementation of the same ideas. That is, these are just systems that facilitate the transition from centralized rigid business management to a business based on employee involvement and the prevalence of horizontal approaches to management over vertical ones. From this point of view, the various classic MRP and ERP options also provide support for ineffective business concepts that are becoming a thing of the past. They are being replaced by various versions of Kaizen presentation, one of the most important components of which is Lean Production.
The concept is based on the optimization of processes by ranking them according to the characteristics defined by the concepts of Muda. These concepts mean processes that do not add value to customers, or reduce it.
The concept can be implemented in two ways: either to obtain a one-time result, or to create a constantly improving business.
In the first case, a set of one-time events resembles what is done when reengineering business processes. In the second case, creating lean manufacturing actually means mastering almost all the elements of Kaizen.
Such mastering is realized in several sequential and parallel steps.
It all starts with putting things in order and clearly demonstrating the inconvenience caused by large stocks. To do this, it is necessary to introduce the concept of 5C (S), so that each worker can understand and feel the need for self-organization and exclusion of exceeding a certain reasonable minimum.
In parallel, it is necessary to carry out a great deal of work on delegation of authority and bringing strategic goals from the highest level to the workers, in accordance with their qualifications and abilities. This work is combined with marketing staging and customer-focused internal customer and supplier chains.
Internal customer and supplier chains need to be transformed into process sequences. This will make it possible to form streams of value creation, both for internal and external consumers. These flows need to be extended to suppliers, which will minimize discreteness and one-time supply volumes as close as possible to the real needs of the processes. In fact, we are talking about preparing for the implementation of lean manufacturing across all enterprises and supplier networks. The transformation of supply chains into flows also means the continuity of the movement of processed resources in the processes in the rhythm set by consumers (another fashionable concept is Supply Chain Management) based on the pull principle. Thus, a just-in-time system is automatically obtained. All this leads to the creation of a total system for involving employees in the processes of creating values \u200b\u200bin accordance with the goals of the enterprise.
The next steps to create lean production are actually being carried out with the help and on the basis of total initiatives to improve quality and reduce costs. Cleverly guiding these initiatives towards maintaining continuous flow through infrastructure (equipment and optimally planned premises) leads us to TPM (Total Productive Maintenance) technology.
This sequence of actions leads to the fact that a system of total quality assurance and cost reduction begins to work at the enterprise. Workers, engineers and managers, directing their efforts to eliminate the causes of inconsistencies and unnecessary and harmful costs, as part of periodic measures for breakthrough improvements, are able to jointly create Lean Manufacturing as the highest form of effective business. Naturally, all of the above applies not only to production, but also to other processes at the enterprise.
In lean production, information support is of particular importance, which also takes on the character of a universal tool that maintains the continuity of flows and their efficiency. However, the requirements for the efficiency of information support itself are also growing. Therefore, it is imperative that the system has a clear management accounting that provides users with only relevant information, which is always reliable, timely and objective. In addition, the information should be presented in a form that is understandable to the consumer, in a form that allows very quickly to make the right decision.
Chapter 2. Practical solution to quality management problems at
enterprises of the Russian Federation
2.1 a brief description of object of research
The open joint-stock company OJSC "YaShZ", which is the largest Russian enterprise in the tire industry, was chosen as the object of research on quality management problems. The company was established in 1971 as a core tire manufacturer.
Products of JSC "YaShZ":
· Tires for trucks and cars;
· Truck tires;
· Passenger car tires;
· Agricultural tires.
In 2007, a certification audit was carried out at YaShZ OJSC. The enterprise was certified by the certification body TUV SERT (Germany). There are enough certifying firms in the world, but TUV SERT is one of the five world leaders, and it is prestigious and responsible to have a Certificate of Quality Management System Compliance with the requirements of the international standard ISO 9001: 2000.
The effectiveness of the quality control system is confirmed by the certificate of conformity of the quality system to the International standard ISO 9001: 2000. The certificate of EMS compliance was obtained in relation to the design and production of tires for various types of transport and agricultural machinery with the requirements of the international standard ISO 14001: 2004. The certificate is a recognition of the enormous work that JSC YaShZ "conducts in the field of environmental protection and environmental safety.
Product quality is ensured not only by strict final control, but by control of all stages of tire creation, including the stages of tire design, work with suppliers of raw materials, ensuring the accuracy and stability of technological processes, as well as storage and shipment of finished products.
The enterprise has a testing base sufficient for a complete and objective assessment of the quality of its products. The central plant laboratory is certified by the TatCSMS, and the tire testing laboratory is accredited by the State Standard of Russia for technical competence. The effectiveness of the quality control system is confirmed by certificates of conformity of the quality system to the International standard ISO 9001. Compliance of tires with state standards and international requirements confirmed by certificates of conformity in the GOST and UNECE system. JSC "YaShZ" has great creative potential in the person of highly qualified engineers and technicians, specialists and workers, thanks to whose efforts the enterprise is able to produce tires for any operating conditions.
About 20% of the Company's products are exported to the countries of near and far abroad. JSC "YaShZ" has been working for 7 years in a quality management system that meets the requirements of international standards ISO 9001.
Constantly modernizing the existing production, the Company pays great attention to the construction of new modern lines and production facilities. The organization of the production of highly efficient passenger radial tires and the construction of a new preparatory production facility with the introduction of the latest technologies from the world's leading tire manufacturers indicate that the products meet the most stringent consumer requirements.
One of the main priorities of the Company is environmental protection and ensuring production and industrial safety.
JSC "YaShZ" is a socially oriented enterprise. Patronage assistance to educational institutions, charitable assistance to public organizations of veterans and disabled people, educational and health care institutions, sponsorship assistance to athletes, cultural and artistic workers, financial assistance to pensioners - this is not a complete list of areas social policysold by the Company.
2.2 Analysis of the enterprise product quality management system
Currently, the company is implementing a project of OAO TATNEFT for the production of highly efficient passenger tires based on the Pirelli technology with a capacity of 2 million units per year.
Employees of JSC "YaShZ" strictly comply with the requirements of customers, regulations and documents for all types of management and production activities. This position creates a solid foundation for the efficient operation of the enterprise, the well-being of employees, shareholders, investors and mutually beneficial cooperation with subcontractors (subcontractors). The strategy of YaShZ OJSC following from this position is based on the following principles:
The first is customer orientation for the long term and implies understanding not only current, but also future customer needs and striving to fulfill them as early as possible. The principle of customer orientation also applies to the relations of departments (employees) within the enterprise;
The second is leadership: the orientation of the management vertical that permeates the entire enterprise towards the implementation of its policies, the setting of global goals and their decomposition across all levels and directions of development. The principal decisions of the management on the construction and improvement of the quality management system (QMS) of the enterprise are concretized and developed by purposeful and coordinated actions of the QMS department and other divisions. Management staff creates a creative atmosphere in which all employees become fully involved in achieving their goals;
Third involvement of employees in the creation of products (services) required quality, in the search and implementation of all opportunities for improving the enterprise's QMS. Any research and testing is aimed at finding ways to improve, and not at punishing the guilty;
The fourth process approach: any activity in the enterprise QMS is considered as a process in which the input, output and sequence of actions are defined, which is provided necessary resources, and which is managed according to certain performance criteria;
The fifth system approach to management: coordinated distribution of functions (tasks, responsibilities) and powers between interrelated processes (elements) of the QMS and system management in order to optimize the use of resources for the stable release of products of the required quality;
Sixth, continuous improvement: the focus of all employees on the search and implementation of opportunities for continuous improvement of the QMS (an enterprise that does not improve the QMS cannot be competitive);
Seventh, decision-making based on facts: all decisions in the QMS are made on the basis of quantitative, logical and expert analysis of objective information and data;
Eighth mutually beneficial relationships with suppliers: JSC "YaShZ" interacting with suppliers, creates a basis for mutually beneficial cooperation.
For the efficient and effective functioning of the enterprise, the management of the JSC determines and manages numerous interrelated activities. The act of using and managing resources to convert inputs to outputs is considered a process. Often, the output of one process forms the direct input of the next. A simplified process approach is shown in Figure 2.1.
Figure 2.1 - Simplified diagram of the process approach
On the left - the inputs are shown that set the characteristics to which the objects must correspond. They must ensure that the process is configurable and that it runs smoothly to meet the output requirements. On the right - the outputs are shown, which contain confirmation of the compliance of the characteristics of the process results with the established requirements.
If the output of the process is a commercial product (service), then these requirements are contained in the contract, standard, technical conditions or specification;
Above - control actions are shown;
Bottom - Providing resources are shown.
All flows entering the process are identified in order to obtain information necessary for workers. Information can be presented on any media and in various types of forms: text, graphs, tables, acts, reports, etc.
The advantage of the process approach is the presence of control, which is provided at the interface between individual processes within the system of processes, as well as their combination and interaction. Applying a process approach emphasizes the importance of:
· Understanding and meeting requirements;
· The need to consider processes in terms of adding value;
· Achieving results in process performance and efficiency;
· Continuous improvement of processes based on objective measurement.
Complex processes reflecting the types of activities are outlined in the standards of the enterprise with the inclusion of process maps showing the relationship between departments, the role of the executor of a particular department. The process map reflects the double subordination of the employee:
· The immediate head of the functional unit;
· The head of the process.
The specified information is used in the development of the section of the relationship between departments and is reflected in the regulation on structural unit... When developing regulations on a structural unit, the identification of processes is provided, a structural diagram of the relationship between processes is given with the appointment of managers responsible for the proper functioning of the processes assigned to them or part of the processes. A graphic model of processes can be presented to the regulation on the plant (management). The final decomposition of processes with identification, interconnection, reference to control documentation, types of records, deadlines is disclosed in the job descriptions of employees of YaShZ JSC in the "Responsibility Matrix".
One of the strategic objectives of the management of YaShZ OJSC is the implementation of the QMS through the implementation of international standards MS ISO 9000 and 8 principles of quality management. The main document defining the responsibility and authority for the director of the plant is the "Regulations on the plant", on the basis of which Regulations for executives, job descriptions of specialists and employees of the department are developed in accordance with the structural diagram of the plant and the staffing table.
The structure of the quality management system of JSC "YaShZ" is developed at the plant and approved by the director of the plant. Within the framework of the quality management system and environmental management, the responsibility of the heads of the plant's departments is documented.
Managers of different levels are involved in drawing up and communicating quality goals, environmental aspects, targets and targets in the field of environmental management to the personnel.
Obligations to communicate and implement the company's policy in the field of quality and ecology are defined in the job descriptions of the plant's employees. Implementation of the policy is the responsibility of every employee of JSC "YaShZ".
The most important success factors in the implementation of the goal set for the plant (obtaining stable profits through the production of competitive products in demand in the market for the production of goods) are:
· Determining the needs and expectations of consumers;
· Study and use in the production of world experience in the production of chemical products;
· Implementation of economically feasible projects into production;
· Development of technological regulations and instructions for the production of products;
· Training;
· Carrying out technological operations in accordance with the approved regulations and instructions;
· Implementation of a system of continuous improvement based on the analysis of activities.
The management of the plant of JSC "YaShZ" is constantly studying the world experience in the production of tire products, analyzing the demand for products, both now and in the future, studying the degree of customer satisfaction with the quality of products, on the basis of this, the plant's management makes decisions on further directions of strategic development of production. A system of continuous improvement based on performance analysis is in place. Long-term development programs are being developed under the leadership of the plant director with the participation of plant specialists.
The classification of quality costs is one of the main tasks, on the correct solution of which the determination of their composition and requirements for the organization of accounting, analysis and evaluation depends. The main requirement for the classification is the most complete coverage of all costs associated with product quality and affecting it, as well as their complete description, reflecting the complexity and multifactorial nature of the quality formation process.
Product quality should guarantee the consumer satisfaction of his needs, product reliability and cost savings. These properties are formed in the course of all reproductive activity, at all its stages and in all links. Together with it, the value of the product is formed, which characterizes these properties from the planning of product development to its implementation.
To reduce costs in terms of production costs, to obtain a stable profit, the plant conducts an analysis of quality costs, identifying the reasons for the deviation of product quality from the specified requirements of technical conditions and an analysis of the lost benefit (failure to fulfill the production plan).
Economists of the planning and economic department of JSC "YaShZ" quarterly calculate the costs (lost profit) for the past quarter.
The data of the analysis report in all areas of the plant's activities are transferred to the quality group of the technical management of JSC "YaShZ" for the analysis of the quality system.
Primary activity joint stock company is aimed at improving the financial and economic condition of the enterprise (making a profit), reducing the cost, improving the quality of products and increasing the volume of production of commercial products, developing new sales markets.
At the moment, the following picture can be observed at the enterprise:
OJSC "YaShZ" is focused on different strata of consumers of its market, both in the assortment provided and in high-quality products, and in the pricing policy, which allows ensuring a stable income for the enterprise;
The development of new market segments and the attraction of new consumers is growing due to the mastered new technology tires and market promotion. The attractiveness of the company grows by consumer market due to quality products, assortment portfolio, and flexible pricing scheme.
Quality policy of JSC "YaShZ". The purpose of the production activity of JSC is to produce tires that meet the mandatory requirements and meet the requirements and expectations of consumers. The ultimate goal: increased customer satisfaction. Quality objectives of JSC are developed based on the Policy for 2009-2010:
The first is to start the reconstruction and modernization of the SP-1 ZMSh procurement and assembly equipment.
Second, to increase the output of the range of tires and meet customer demand, to carry out R&D work on 10 tire sizes (during 2009).
The third is to design 4 tire sizes (according to the tire development and development schedule) to increase the production of the range of tires and meet customer demand.
Fourth, ensure the PPM level of tires supplied for the complete set:
· Freight - no more than 500 PPM;
· Passenger radial - no more than 50 PPM;
· Light trucks - no more than 100 PPM.
Fifth, to certify the QMS in accordance with ISO / TU 16949 in accordance with the requirements of consumers - automobile plants. Term: 4th quarter 2009
Sixth, to update the model range, to ensure the development of the production of new tires in accordance with the "Schedule for the development and CCI of new tires for serial production in 2010".
Seventh, to maintain the quality management system in working order, to ensure the implementation of the "Program for improving the quality management system for 2010".
Eighth, to improve production efficiency, carry out cost optimization measures in the amount of 42.1 million rubles, ZMSh-1, ZGSh-5, PLRM, including:
· ZMSh - 23.2 million rubles;
· ZGSh - 13.5 million rubles;
· Workshops and services of JSC - 2.3 million rubles;
· UGT - 3.1 million rubles.
Ninth, with the aim of replicating the technology f. Pirelli to improve the quality and performance of tires, to ensure the implementation of works on the reconstruction and modernization of SP-1 ZMSh in the amount planned for 2009.
The tenth to improve the working conditions of 2355 people.
Eleventh to ensure the coefficient of personnel involvement in rationalization work at a level of at least 1.4.
Achieving quality objectives can have a positive impact on product quality, operational efficiency and financial performance, and therefore on the satisfaction and confidence of interested parties. A model of a quality management system based on a process approach is shown in Figure 2.2.
JSC "YaShZ" operates on the principles of complete economic independence, self-financing, self-sufficiency. Let's analyze the volume of production of JSC "YaShZ" and study the dynamics of gross and marketable output, as well as calculate the indices of their growth and growth.
Figure 2.2 - Model of the quality management system of JSC "YaShZ"
Table 2.1 - Structure of production and sales of products in JSC "YaShZ" for the period 2007-2009
Table 2.1 shows that over three years the volume of production increased by 46.5%, and the volume of sales - by 45.3%. In 2007, the volume of production was 9693194 million rubles, and the volume of sales was 10260587 million rubles, then in 2009 the volume of production was 14202917 million rubles, and the volume of sales was 14918708 million rubles, which indicates a positive trend in the pace growth. The dynamics of production and sales of products in JSC "YaShZ" for the period 2007-2009 is shown in Figure 2.3
Figure 2.3 - Dynamics of production and sales of products in JSC "YaShZ" for the period 2007-2009
The figure shows that over all previous years, the growth rates of production and sales were approximately the same. This suggests that the products manufactured by the enterprise did not stale, but were in demand, both in the external and internal markets.
The level of competitiveness of JSC "YaShZ", its financial position depends on the quality of the products.
Product quality is an indicator that characterizes the totality of product properties that allow the most complete satisfaction of the needs of society in accordance with the purpose, while ensuring the economy of enterprise resources.
Based on the data obtained, it is possible to calculate the average annual growth rate and increase in marketable output. The average annual growth rate of production at YaShZ is 33.3%, and sales of products - 32.43%. The operational analysis of the production output of JSC "YaShZ" based on the calculation is presented in table 2.2
Table 2.2 - Analysis of production at JSC "YaShZ" for 2007-2009
| Production volume, pcs. | Deviation of actual production output | ||||||||
| 2007 | 2008 | 2009 | 2008 to 2007 | 2009 to 2008 | 2009 to 2007 | ||||
| +,- | % | +,- | % | +,- | % | ||||
| Freight | 3720287 | 3928822 | 4055934 | 208535 | 5,6 | 127112 | 3,2 | 335647 | 9 |
|
Household |
249051 | 241070 | 288780 | -7981 | -3,2 | 47710 | 19,8 | 39729 | 16 |
| Cars | 6706047 | 6974573 | 7047545 | 268526 | 3,4 | 72972 | 1,0 | 341498 | 5 |
| "Euro" | - | 102920 | 618955 | 102920 | - | 516035 | 501,4 | 618955 | - |
| Total | 10675385 | 11247385 | 12011214 | 572000 | 5,4 | 763829 | 6,7 | 1335829 | 12,5 |
Analyzing the data in the table in 2008. compared to 2007 by 5.4%, in 2009. compared to 2008 by 6.7% and in 2009 compared to 2007. by 12.5%. According to the table, we will draw up Figure 13, which reflects the share of various types of tires in the total production volume for 2009 (Figure 2.4).
Figure 2.4 - The share of various types of tires in the total production for 2009
According to the figure, it can be determined that in the total volume of production, the largest volume is occupied by passenger tires 59%, and in second place are trucks 34%, "Euro" 5%, and agricultural only 2%. Consider the volume of product sales for 2005-2007 in table 2.3
Table 2.3 - Volume of sales of products for 2007-2009
For three years, the enterprise has seen a stable growth in production. Thus, the growth of production in kind in 2009 compared to 2007 amounted to 721,420 units. tires.
The main production volume falls on passenger tires, and there is also a tendency to increase production volume since 2008. This is due to the fact that the company has expanded the range of products.
The structure of production costs in JSC "YaShZ" is shown in table 2.4
Table 2.4 - The structure of costs for the production and sale of products of the main activity for 2007-2009
| Name of cost elements | 2007 year | 2008 year | year 2009 |
| Raw materials and materials,% | 69,6 | 69,2 | 69,6 |
| Auxiliary materials,% | 2,9 | 3,0 | 2,2 |
| Works and services of a production nature performed by third-party organizations,% | 2,2 | 1,5 | 1,7 |
| Fuel,% | 0,2 | 0,4 | 0,3 |
| Energy,% | 7,0 | 6,9 | 6,6 |
| Labor costs,% | 8,5 | 8,3 | 8,0 |
| Social contributions,% | 3,1 | 2,9 | 2,1 |
| Depreciation of fixed assets,% | 1,9 | 1,6 | 1,4 |
| Other costs,% | 4,6 | 6,2 | 8,2 |
including agent's costs,% |
1,5 | 3,0 | 3,0 |
| lease payments,% | 0,0 | 0,2 | 2,0 |
| specialist. route,% | 0,6 | 0,7 | 0,7 |
| security management services,% | 0,4 | 0,5 | 0,4 |
| voluntary medical insurance,% | 0,3 | 0,3 | 0,3 |
| Total costs of production and sale of products of the main activity,% | 100 | 100 | 100 |
| Proceeds from the sale of products of the main activity, in% of the cost price | 102,7 | 104,4 | 103,5 |
Table 2.4 shows that the largest amount of costs falls on the item materials and raw materials, so 69% of the total cost structure. Within three years, the cost structure has changed. These changes are associated with the transition of the OJSC "YaShZ" to a tolling scheme of work. Proceeds from the sale of products of the main activity in 2007 accounted for 102.7% of the cost price, and in 2009 - 103.5%.
Chapter 3. Application of statistical methods in quality management
on the example of JSC "YaShZ"
The objectives of the analysis of the quality of manufactured products of JSC "YaShZ" are: fulfillment of the plan for the level of quality indicators of manufactured products; studying the dynamics of quality indicators; the reasons for the change in quality indicators; the impact of improving product quality on the cost indicators of the enterprise.
Types of quality: high - the product surpasses analogues in its characteristics, the price of the product is high; competitive - the product corresponds to the quality characteristics of its analogues, the price is average; low - the product is inferior in quality to analogs, the price is low; uncompetitive - the quality of the goods is either outdated or does not meet the standards, it is necessary to remove the goods.
Product quality is recorded in the following regulatory documents: state standards (GOST); industry standards (OST); regional standards (PCT); enterprise standards (SP); technical conditions (TU); standards of scientific and technical societies; international standards and regulations.
The purpose of improving the quality of the goods of JSC "YaShZ" is to increase its consumer value.
A high level of product quality contributes to an increase in demand for it and an increase in the amount of profit not only due to sales volume, but also due to higher prices.
To assess the fulfillment of the quality plan, it is necessary to calculate the share of products of each grade in the total production volume; average grade ratio; average share of a product in comparable conditions (table 3.1.).
Table 3.1. - Assessment of the product quality of passenger tires for 2007-2009
Let's calculate the losses from marriage for the period 2007-2009.
In 2007, the cost of rejected products amounted to 260.648 thousand rubles; the cost of correcting the marriage was in the amount of 36.5 thousand rubles; the cost of marriage at the price of possible use was 75.59 thousand rubles, and the amount of deductions from the guilty persons was 7.8 thousand rubles.
In 2008, the cost of rejected products amounted to 188.4 thousand rubles; the cost of correcting the marriage was in the amount of 26.38 thousand rubles; the cost of marriage at the price of possible use amounted to 54.64 thousand rubles, and the amount of deductions from the guilty persons was 5.7 thousand rubles.
In 2009, the cost of rejected products amounted to 134.9 thousand rubles; the cost of correcting the marriage was 18.89 thousand rubles; the cost of marriage at the price of possible use was 38.12 thousand rubles, and the amount of deductions from the guilty persons was 4.1 thousand rubles.
Thus, the losses from marriage in 2007. amounted to 213.8 thousand rubles; in 2008. amounted to 154.4 thousand rubles, and in 2009. - 110.6 thousand rubles.
The main reasons for losses from defects at YaShZ OJSC were:
· Poor quality of raw materials;
· Low level of technology and organization of production;
· Low level of qualifications of workers, quality of equipment;
· Arrhythmia of production.
To determine the loss of marketable products, you should know the actual level of profitability.
Thus, the loss of marketable products in 2007. amounted to 143.3 thousand rubles; in 2008. amounted to 86.5 thousand rubles, and in 2009. they were 51 thousand rubles.
For the analyzed period 2007-2009. the highest level of losses from marriage was in 2007, its amount was 213.8 thousand rubles. and loss of marketable products 143.3 thousand rubles.
In 2008, losses from rejects were reduced to 154.4 thousand rubles, and losses of marketable products were also reduced to 86.5 thousand rubles. In 2009, the lowest level of losses for a three-year period was recorded, which amounted to: losses from marriage - 110.6 thousand rubles. and the loss of marketable products - 51 thousand. rub. The decrease in losses at YaShZ OJSC is due to the fact that the volume of marketable products increased due to the production of EURO tires.
Thus, in JSC "YaShZ" within three years, the volume of production increased by 12.5%, and the loss of defective products was reduced due to the fact that the company is planning product quality.
Planning to improve the quality of products at the OJSC "YaShZ" should be based, first of all, on a thorough study of the current and prospective demand for its products, analysis of consumer feedback on products in operation, elaboration of contracts with customers. Quality improvement plans should also take into account the results of product certification, progressive requirements of current standards and specifications, results of scientific research, patent materials, licenses, scientific and technical information data, consumer requirements.
The enterprise JSC "YaShZ", which has its own research and development departments, carries out not only current, but also long-term planning of the quality of its products, as well as its forecasting. At the same time, the sources of information are actual indicators of product quality and efficiency, regulatory and technical documentation, patents, scientific developments and materials of expert assessments. Depending on the time period, tasks and type of product, various forecasting methods can be used: modeling, expert assessments, mathematical statistics, extrapolation, etc.
The planned tasks and obligations to improve the quality of products at the OJSC "YaShZ" enterprise must be coordinated with other sections of the enterprise plans, as well as provided with the necessary material, labor and financial resources. The planned changes in the cost of production, profit, profitability of production, the number of employees, their wages, the amount of capital investments, etc., associated with the implementation of measures to improve the quality of products, must be confirmed by appropriate calculations. In order to ensure the improvement of the quality of its own products envisaged in the plans, YaShZ OJSC should demand from its suppliers a corresponding improvement in the quality of supplied raw materials, materials, semi-finished products, components, assemblies, spare parts and other components of the final product. It is also necessary to provide a variety of assistance to supplier enterprises to improve the quality of their products. The forms of such assistance, as well as the costs of providing it, should be the subject of quality improvement planning in the enterprise.
The plan of JSC "YaShZ" to improve the quality of products may include both individual indicators and whole sets of measures aimed at improving quality. The basis of the plan to improve the quality of products at JSC "YaShZ" is lean production.
Lean Manufacturing is a management concept created at Toyota, based on a relentless commitment to eliminating all kinds of waste. Lean production involves the involvement of each employee in the business optimization process and maximum customer focus. The goals of lean manufacturing are:
Reduction of labor costs,
Shortening the development time for new products
Shortening the time of product creation,
Reduction of production and storage areas,
Guarantee of delivery of products to the customer,
· Maximum quality at minimum cost.
The concept of lean thinking and production is one of the fashionable directions of management development, which has become another channel for Western consultants to penetrate the Russian market. A systematic presentation of this concept in the Russian translation of the book "Lean Manufacturing" by Wumek and Jones appeared on Russian book shelves only in 2004.
In the plan of measures at JSC "YaShZ" to improve the quality of the company's products, a special place should be given to planning the implementation of a quality management system.
Therefore, it is very important for workers to observe the principle of visual awareness of the state of affairs in the nearest points of the flows. The information should be displayed in a form accessible for observation by almost everyone working within this current part of the flows. Thus, the presence of a central plan is relevant only in marketing and in the financial structure, because all other participants in the flow work on the basis of visualization, and for them situational information about the movement of flows is more important than an adjusted centralized plan.
All of the above can significantly reduce the complexity and cost of MRP and ERP systems, while significantly increasing their efficiency.
Thus, consistent work on the implementation of a full-fledged management system based on Kaizen concepts and aimed at creating lean manufacturing allows enterprises that have already implemented MRP and ERP systems to use them at a higher level of efficiency. Enterprises looking to implement MRP and ERP systems can be advised to first optimize their processes and business organization in accordance with Kaizen and Lean requirements.
The quality system is developed taking into account the specific activities of the enterprise. The ISO 9000 quality system is designed to ensure the quality of specific products, and therefore, at the same enterprise that produces various types of products, the enterprise quality system may include quality subsystems for certain types of products. The quality system should cover all stages of the product life cycle, which is called the "quality loop" and is divided into smaller stages.
Product quality assurance is a set of planned and systematic activities that create the necessary conditions to carry out each stage of the quality loop so that the products meet certain quality requirements. To determine the planned quality assurance measures, it is advisable to form targeted scientific and technical programs to improve product quality.
The program is developed for a specific product and must contain tasks for the technical level and quality of the products being created, requirements for resource provision at all stages of the quality loop, as well as measures at all stages of the quality loop that ensure the implementation of these requirements.
The systematically carried out quality assurance measures include those works that are performed by the enterprise constantly or at a certain frequency.
A special place among them is occupied by measures related to the prevention of various deviations. In accordance with the ideology of ISO 9000 standards, the quality system should operate in such a way as to provide confidence that problems are prevented rather than detected after they occur.
Quality management of JSC "YaShZ" represents methods and activities of an operational nature. These include: process management, identification of various kinds of inconsistencies in products, production or in the quality system and elimination of these inconsistencies, as well as the causes that caused them.
The ISO 9000 series has very good ideas. Moreover, the eight principles of the quality management system are fully consistent with the basic principles of Kaizen, and, therefore, lean manufacturing. However, requirements correctly written by managers in the form of documented procedures do not at all guarantee their correct interpretation and careful implementation. Therefore, the underestimation of the human factor by enterprises implementing the requirements of ISO 9000 will not allow them to even come close to the level of efficiency that guarantees the full implementation of lean manufacturing as part of Kaizen.
As practice confirms, enterprises that have implemented lean manufacturing not only use IT systems with 100% efficiency, but also involve them in the field of continuous improvement. At the same time, there are well-known cases when the quality management system and the ERP system exist in parallel, not only without affecting each other, but also not particularly suspecting of mutual presence.
The development of quality improvement activities requires a dedicated organization. A typical organizational form of quality improvement work is quality groups (abroad - quality circles). In addition to this form, the organization of rationalization activities can also be used, the creation of temporary creative teams, in which, in the practice of many foreign firms, when solving certain problems, the heads of firms are included, etc.
One of the advantages of implementing a lean manufacturing system is a sharp reduction in resource intensity, which is expressed in a decrease in:
· The need for raw materials and supplies;
· Costs of providing raw materials and materials;
· Terms of production;
· Decrease in marriage (table 3.2).
Table 3.2. - Calculation of commissioning defects
In general, the use of lean principles can have significant effects. The use of tools and methods of lean production allows to achieve a significant increase in the efficiency of the enterprise, labor productivity, improve the quality of products and increase competitiveness without significant capital investments
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Conclusion
The continuous process of complicating all aspects of society's life, and especially its material sphere, requires constant improvement of forms and methods of management. Research into the management of socio-economic processes is one of the most actively developing areas of science.
In all developed countries socio-economic progress of society is seen, first of all, in the development of scientific management methods, which are based on the theory of decision-making in hierarchical organizational systems.
The study and analysis of the activities of the enterprise must be carried out for:
Assessing the current state of affairs and predicting the behavior of an enterprise in a changing market environment;
Definition best ways use of limited resources by the enterprise;
Continuous improvement of the company's activities in all areas of activity.
The current level of development of scientific and technological progress has significantly tightened the requirements for the technical level and quality of products in general and their individual elements (TQM concept). TQM - Total Quality Management is not just an approach to organizing the processes of planning, ensuring and controlling the quality of a company's products. Rather, it is an approach to creating a new management model in general. One of the principles of TQM is a systematic approach, it allows you to objectively choose the scales and directions of quality management, types of products, forms and methods of production that provide the greatest effect of efforts and funds spent on improving product quality. Systems approach to improve the quality of manufactured products allows you to lay scientific foundations industrial enterprises, associations, planning bodies.
To ensure the development of an enterprise, it is not enough to provide reimbursement only of current costs, it is necessary to receive funds to finance expanded reproduction.
One of the tasks of the management of JSC "YaShZ" is the implementation of the use of lean manufacturing tools.
The structure of the quality management system of JSC "YaShZ" is developed at the plant and approved by the director of the plant. Within the framework of the quality management system and environmental management, the responsibility of the heads of the plant's departments is documented. The implementation and improvement of management systems is carried out under the guidance of the Coordination Council of the plant.
The management of the plant of OJSC "YaShZ" is constantly studying the world experience in the field of tire production, analyzing the demand for products, both now and in the future, studying the degree of customer satisfaction with the quality of products. Based on this, the plant's management makes decisions on further directions of the strategic development of production.
To reduce the cost of production costs, to obtain a stable profit at the plant, a quality cost analysis is carried out, identifying the reasons for the deviation of product quality from the specified requirements of the technical conditions and an analysis of the lost profit (non-fulfillment of the Production Plan)
Thus, having studied in detail the methods of analyzing the QMS (including the analysis of quality costs) used in JSC "YaShZ", it can be concluded that the analysis is insufficient to identify the "root causes".
The issues of increasing production volumes, improving product quality and increasing its competitiveness, widespread use of advanced equipment and technology, expanding sales markets have always been the object of close attention of economists. The topic will not lose its relevance in the future, and requires further study and development.
Thanks to the work done at OJSC "YaShZ", a clear procedure for quality management has been established, responsibility for quality has been established at all levels of production, and the suppliers of raw materials and materials are assessed. The introduction of statistical methods has become widespread - from statistical processing of data on the quality of incoming raw materials and manufactured products, to the first steps in the statistical regulation of technological processes and much more, which made it possible to increase the manageability and stability of the enterprise. The high quality of products is ensured by the current quality system at all stages, including tire design, work with suppliers of raw materials and consumers of products, ensuring the accuracy and stability of technological processes, the introduction of statistical methods, etc., and not just strict control. At the same time, the enterprise has a good testing base, sufficient for a complete and objective assessment of the quality of its products. The central plant laboratory is certified by the TatCSMS, and the tire testing laboratory is accredited by the State Standard of Russia for technical competence.
As already noted, JSC "YaShZ" has confirmed the image of a reliable supplier with a weighty document - a certificate of quality system compliance with the International Standard ISO 9001. This is a worthy assessment of the work of the entire team and a big step forward.
But it is not necessary to stop at what has already been achieved, because only the constant updating of the manufactured products, a timely response to the market demands can increase the welfare of the enterprise.
Bibliographic list
1. Tax Code of the Russian Federation. Part two from 05/08/2000. No. 117-FZ.
2. GOST R ISO 9004-96 Quality systems. Quality assurance model for control and testing of finished products.
3. GOST R ISO 9002-96 Quality systems. Quality assurance models for production, installation and service.
4. Instruction for planning, accounting and calculating the cost of production at oil refineries and petrochemical enterprises.
5. International standards. Product quality management. ISO 9000 - ISO 9004, ISO 8402. - M .: Publishing house of standards, 1998. - 132 p.
6. МС ISO 9001: 2000 "Quality management systems. Requirements".
7.MS ISO 9004: 2000 "Quality management systems - guidelines for performance improvement".
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9.MS ISO 19011 "Guidelines for auditing quality and / or environmental management systems".
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Actions taken during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality.
When product quality management direct objects of control, as a rule, are the processes on which the product quality... They are organized and occur both at the pre-production stage and at the production and post-production stages of the product life cycle.
The development of control decisions is carried out on the basis of comparing information about the actual state of the controlled process with its characteristics specified by the control program. At the same time, the normative documentation governing the values \u200b\u200bof parameters or indicators of product quality (technical specifications for product development, standards, specifications, drawings, delivery terms) should be considered as an important part of the product quality management program.
Depending on whether the requirements of the control program are met or there are unacceptable deviations from these requirements, the control actions should be directed, respectively, to preserve the actual state of the controlled process or to correct it.
The successful operation of an enterprise must be ensured by the production of products or services that:
- meet clearly defined needs, scope or purpose;
- meet customer requirements;
- comply with applicable standards and specifications ( International standards. Product quality management, ISO 9000 - ISO 9004, ISO 3202. - M .: Publishing house of standards, 1988. P. 41.);
- meet the current legislation and other requirements of the society;
- offered to the consumer at competitive yen; condition the receipt of profit.
Product quality management should be carried out systematically, that is, a product quality management system should take shape and function at the enterprise. The quality management system is organizational structure, allocation of responsibilities, procedures, processes and resources needed to implement overall quality management. Management should design, establish and implement a quality system as a means of ensuring that certain policies are carried out and objectives are achieved.
A number of methods are used in product quality management:
- economic methods that ensure the creation of economic conditions that induce the teams of enterprises, design, technological and other
- organizations study consumer needs, create, manufacture and service products that meet these needs and requirements. These are pricing rules, credit conditions, economic sanctions for non-compliance with the requirements of standards and technical conditions, rules for reimbursing economic damage to a consumer for the sale of substandard products;
- methods of material incentives, which provide for both rewarding employees for the creation and manufacture of high-quality products, and recovery for damage caused by its poor quality;
- organizational and administrative methods, carried out through mandatory directives, orders, instructions from managers. This also includes the requirements of regulatory documents;
- educational methods that influence the consciousness and mood of the participants in the production process, encouraging them to high-quality work and precise performance of special functions of product quality management.
This is a moral encouragement for the high quality of products, fostering pride in the honor of the factory brand, etc. ( A.V. Glichev. Modern ideas about the mechanism of product quality management. Standards and quality. 1996).
In recent years, the 9000 series standards have become widespread, which reflect the concentrated experience of international practice in product quality management at the enterprise. In accordance with these documents, a quality policy is highlighted, directly a quality system, including ensuring, improving and managing product quality ( fig. 1).
A quality policy can be formulated as a business principle or a long-term goal and include:
- improving the economic situation of the enterprise, expanding or conquering new sales markets;
- achievement of the technical level of products exceeding the level of leading enterprises and firms;
- focus on meeting the requirements of the consumer of certain industries or certain regions;
- mastering products, the functionality of which is implemented on new principles;
- improvement of the most important indicators of product quality;
- reducing the level of defectiveness of manufactured products;
- increasing the warranty period for products;
- service development.
In accordance with ISO standards, the product life cycle, which in foreign literature is referred to as a quality loop, includes 11 stages:
- marketing, search and market research;
- design and development of technical requirements, product development;
- material and technical supply;
- preparation and development of production processes;
- production;
- control, testing and inspection;
- packaging and storage;
- sales and distribution of products;
- installation and operation;
- technical assistance and service;
- recycling.
With the help of a quality loop, the relationship between the manufacturer of products and the consumer is carried out, with the entire system that provides a solution to the problem of product quality management.
Along with product quality management systems, an important role in the study and implementation of quality programs belongs to quality circles or quality groups. Analyzing the experience of foreign quality circles, it should be noted that this is a form of democratization of capital, the interest of workers in high quality, a form of change in the psychological climate at the enterprise.
The principles of organizing quality circles are as follows:
- voluntary participation;
- striving for collective forms of finding the right solutions, their prompt consideration, implementation of accepted proposals into production;
- moral and material satisfaction with the successes achieved, stimulation of the results of creative activity;
- support of the initiative by the management and public organizations at all levels of enterprise management;
- ensuring publicity and promotion of their activities by all forms and mass media, dissemination of work experience.
Quality circles originally originated in the USA, however, Japanese firms gave a significant impetus to this movement, where both the qualitative and quantitative growth of circles took place, and then in a second wave they covered the countries of Europe, America and Asia.
Quality circles help enterprises to solve both technical and economic and social and psychological problems of the enterprise.
Organizationally, it looks like this: 3-4 people serving this or that technological process or part of this process, stay after work and discuss the so-called "bottlenecks". This can be improved quality, increased efficiency, reduced costs. They can meet 1-2 times a month, once a week and discuss from one to three topics, while meetings can take both working and non-working hours, be stimulated financially or only morally.
Along with consumer societies, quality circles represent an important element of public participation in quality management.
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Introduction
Chapter 1. Theory and methods of product quality management at the enterprise
1.1 Product quality management
1.2 The concept of product quality indicators. Selection of the nomenclature of product quality indicators
Chapter 2. Analysis of product quality management of SHOKEL LLP
2.1 general characteristics production economic activity SHOKEL LLP and assessment of its technical and economic indicators for 2006-2007
2.2 Analysis of production of products by structure and range
2.3 Market analysis of products
2.4 Analysis of factors affecting the release and sale of products
2.5 Product quality analysis
Chapter 3. Ways to improve the quality of products of SHOKEL LLP
3.1 Introduction of new types of products and sale of production waste
Conclusions.
List of used literature
Introduction
With the development of market relations, ensuring the required level of quality of products and services should be a strategic direction for any business unit. At the same time, the key concept related to a market object (product, service) is its competitiveness.
Quality is a synthetic indicator that reflects the cumulative manifestation of many factors - from the dynamics and level of development of the national economy to the ability to organize and manage the process of quality formation within any economic unit. At the same time, world experience shows that it is in the conditions of an open market economy, inconceivable without intense competition, that factors appear that make quality a condition for the survival of commodity producers, which determines the result of their economic activity.
Quality includes many components. First of all, these include technical and economic indicators of product quality, as well as the quality of its manufacturing technology and operational characteristics. Indicators of product destination, reliability and durability, labor intensity, material consumption, science intensity are the determining ones in this series.
In recent years, such properties and characteristics of products as environmental, ergonomic, and aesthetic have become increasingly important. Environmental indicators characterize the compliance of the product with the requirements of environmental protection and are based on rational and careful use of natural resources. Ergonomic are related to the properties and characteristics of the human body and are designed to comply with hygienic (illumination, toxicity, noise, vibration, dustiness, etc.), anthropometric (conformity of the shape and design of the product to the size and configuration of the human body), physiological, psychological and other requirements. Aesthetic indicators determine the external form and type of product, its design, attractiveness, expressiveness, emotionality of the impact on the consumer.
The problem of product quality is universal in the modern world. It did not belong to the category of simple at all times and is especially acute now, at the stage of transition to a market economy. Our businesses face great challenges; cutbacks in production, many factories are shutting down, collectives do not receive wages. The problems are compounded by the instability in the financial system. The question is brewing, what kind of quality can we talk about in such a situation? If only to survive, to prevent the final collapse of the country's industry. And the key, which, as the experience of many countries shows, that opens the door to overcoming the crisis, is precisely quality.
Much in the economic and social life of the country depends on how successfully the quality problem is solved. An objective factor that explains many of the underlying causes of our economic and social difficulties, our declining pace economic development over the past decades, on the one hand, and the reasons for the increase in production efficiency and living standards in the developed countries of the West, on the other, it is the quality of the products created and manufactured.
The quality of the product, its operational safety and reliability, design, level of after-sales service are the main criteria for the modern buyer when making a purchase and, therefore, determine the success or failure of a company in the market.
The modern market economy makes fundamentally new requirements for the quality of products. This is due to the fact that now the survival of any firm, its stable position in the market for goods and services is determined by the level of competitiveness. In turn, competitiveness is associated with the action of several dozen factors, among which two main ones can be distinguished - the price level and product quality. At the same time, product quality is gradually coming to the fore. Labor productivity, saving all kinds of resources give way to product quality.
As noted above, quality is a polysyllabic concept, and its provision requires the combination of scientific forces, from creative potential to the practical experience of many specialists. And given the current situation in Kazakhstan, the problem of quality is not only important, but must also be solved by joint efforts of the state, federal government bodies, heads of enterprise collectives, scientists, designers, and every worker.
The first chapter of the thesis shows the economic essence and significance of product quality, presents indicators and methods of product quality, as well as what impact the quality problem has on the competitiveness of a product, and therefore on production efficiency. And due to the fact that quality is the basis for successful product promotion on the market and the main criterion for evaluating products, I decided to identify possible ways or at least a partial solution to this problem. All this will be the goal of my thesis. I will set the task as follows: to try to identify the negative factors of this phenomenon and describe possible ways to improve the quality and competitiveness of the product.
The second chapter gives the technical and economic characteristics of the activities of SHOKEL LLP, analyzes the volume of production, its assortment and the quality and competitiveness of products, as well as the financial condition of the enterprise.
The third chapter provides a specific measure to increase labor productivity at SHOKEL LLP
When writing the thesis, economic and educational literature, economic newspapers and magazines, textbooks on audit and analysis of economic activity, as well as regulatory documents were used.
Chapter 1. Theory and methods of product quality management at the enterprise
1.1 Haveproduct quality management
Quality is a capacious, complex and versatile category that has many features and different aspects. The scientific rationale for the term quality is given in philosophy:
The quality of a product (service) is a certain set of properties of a product (service), potentially or actually capable to some extent of satisfying the required needs when used for their intended purpose, including recycling or destruction.
A characteristic is the relationship of dependent and independent variables, expressed in the form of text, tables, mathematical formulas, graphics. Described, as a rule, functionally.
A product property is an objective feature of a product that can manifest itself during its creation, operation or consumption. Product quality is formed at all stages of its life cycle. Product properties are expressed by quality indicators, that is, quantitative characteristics of one or more properties of products included in quality and considered in relation to certain conditions for its creation and operation or consumption.
Depending on the role performed in the assessment, classification and assessment indicators are distinguished.
Classification indicators characterize the belonging of a product to a certain group in the classification system and determine the purpose, size, scope and conditions of product use. All industrial and agricultural products are systematized, have a code designation and, in the form of various classified groupings, are included in the All-Kazakhstan Product Classifier. Classification indicators are used at the initial stages of product quality assessment to form groups of analogues of the products being assessed. As a rule, these indicators are not involved in assessing product quality.
The problem of the quality of products and services has been and remains relevant. It is a strategic problem, on the solution of which the stability of the economy of our state depends. The process of improving quality, which unites the activities of many industries, teams of designers, the service sector, is necessary not only to make a profit in the sale of goods or services, but most importantly - to society as a whole and its interests.
The solution to any major problem is impossible without effective management, which presupposes focusing attention and energy on the main direction.
Product (service) quality management is a purposeful process of influencing control objects, carried out during the creation and use of products (services), in order to establish, ensure and maintain the required quality level that meets the requirements of consumers and society as a whole.
To manage product quality and improve it, it is necessary to assess the quality level. The area of \u200b\u200bactivity associated with the quantitative assessment of product quality is called qualimetry. Assessment of the level of product quality is the basis for the development of the necessary control actions in the product quality management system.
AT general view assessment of the quality level can be represented by the stages shown in Fig. 1. The content of the stages and the scope of work at each of them essentially depend on the purpose of the product quality assessment.
Scheme 1. Stages of assessing the level of product quality
The purpose of the assessment is determined by: what quality indicators should be selected for consideration, by what methods, and with what accuracy, to determine the values \u200b\u200bof these indicators, what tools will be required for this, how to process and in what form to present the assessment results.
The most important source of growth in production efficiency is the constant improvement of the technical level and quality of products. For technical systems characterized by rigid functional integration of all elements, therefore, they do not have secondary elements that can be poorly designed and manufactured. Thus, the current level of development of scientific and technical progress has significantly tightened the requirements for the technical level and quality of products in general and their individual elements. The systematic approach allows you to objectively choose the scope and direction of quality management, types of products, forms and methods of production that provide the greatest effect of efforts and funds spent on improving product quality. A systematic approach to improving the quality of products makes it possible to lay the scientific foundations for industrial enterprises, associations, planning bodies.
General management theory and quality management.
As you know, the application of the basic principles of control theory is possible to anyone under certain initial conditions. These basic conditions are: the presence of programs for the behavior of a controlled object or a given, planned level of parameters of its state;
Instability of the object in relation to the program and the given parameters, that is, the object must deviate from the given program or planned values \u200b\u200bof the parameter;
the availability of methods and means for detecting and measuring the deviation of an object from a given program or parameter values;
The ability to influence the controlled object in order to eliminate the deviations that arise.
The control mechanism, according to the general control theory, looks like it is presented in the diagram (1).
Considering the initial conditions for the possible application of the basic principles of the general theory of management and the scheme of the management mechanism to the organization of work on quality, it is possible, with great responsibility for objectivity, to draw up a diagram of the mechanism for managing product quality. But first, a few preliminary considerations about the nature of product quality as an object of control.
Scheme 2. Control mechanism
Quality programs with the establishment of values \u200b\u200bof indicators can be part of all possible state plans and programs, plans of design organizations, production associations of enterprises, contractual obligations. Quality indicators are negotiated in transactions on commodity exchanges and in other forms of movement of goods.
Quality requirements are established and recorded in regulatory and technical documents: state, industry, company standards, technical specifications for products, in technical specifications for the design or modernization of products, in drawings, technological charts and technological regulations, in quality control cards. This list is not difficult to continue.
From what has been said, it becomes obvious that the first condition in the theory of management in the case of quality is satisfied.
Let's turn to the second condition. Here are a few situations. First of all, let us point out that the deviation of product quality from the given parameters usually occurs for the worse and has general and particular manifestations.
The general ones include obsolescence, physical and obsolescence of products, that is, the loss of their original properties during operation and storage.
The instability, variability of product quality is manifested not only in two general tendencies of physical and mental aging. There are so-called partial quality deviations from the established requirements. They are extremely diverse and are no longer due to the economic and technical nature, but to external conditions: violations of the rules and operating conditions, mistakes of developers and manufacturers, violations of production discipline, defects in equipment with the help of which products are manufactured and used.
The instability of quality caused by partial deviations of the given parameters is of a random nature. The time of their appearance can be expected only with a certain degree of probability.
There is another factor that influences the volatility of quality assessments - the volatility and variability of needs. The parameters of the products can strictly correspond to the regulatory and technical documentation, but the requirements of consumers change and the quality, with the same parameters, deteriorates or is completely lost.
It can be stated that product quality is in constant flux. Hence, quality defines a chronically unstable object. This is an objective reality that you have to deal with.
Thus, quality meets the second condition of the general theory of management.
AT practical activities people monitor the process of loss of quality properties, measure and evaluate these changes. In order to slow down the process of physical aging, favorable operating conditions and storage conditions are established, and various preventive measures for maintenance and repair are used. If the deterioration in quality goes beyond the permissible values, a major overhaul is carried out.
Consequently, the quality also satisfies the third and fourth conditions of the general theory of management.
When organizing rational and effective work in terms of quality, regardless of its scale, forms and methods of implementation, people have always acted, are acting, and will act approximately according to the following scheme:
Determination of needs and development of requirements for product quality (plan, quality program);
Giving the source material the necessary properties (implementation of the plan, quality program);
Checking the compliance of the quality obtained with the requirements (identification of deviations) or statement of compliance;
Impact to eliminate deviations of the obtained quality from the given one (feedback).
This view of the sequence of actions in terms of quality reveals a phenomenon that is extremely important for the entire philosophy of work on quality. This is the presence of unity and organic combination of direct and feedbacks in all actions of people associated with the creation and use (consumption) of products.
It appears to consist of six blocks. Factors affecting quality (rectangle in the central part of the diagram) include:
Machines, machines, other production equipment;
· Professional skills, knowledge, skills, psychophysical health of workers.
The quality assurance conditions enclosing the factors box are more numerous. These include:
· The nature of the production process, its intensity, rhythm, duration;
· Climatic state of the environment and industrial premises;
· Interior and production design;
· The nature of material and moral incentives;
· Moral and psychological climate in the production team;
· Forms of organization of information services and the level of equipment of workplaces;
· The state of the social and material environment of workers.
Scheme 4. Universal scheme of product quality management.
Why is the division into factors and conditions necessary? What does it give us?
They actually change the properties of raw materials and raw materials to a given level of quality of means of production and labor. Their capabilities are affected by the conditions in which they interact. Practice shows that such a division, such an approach allows, not only to more clearly organize work on quality, but also to more purposefully and effectively determine measures to ensure the required quality.
When a deviation from the specified quality parameters occurs, which are found in the comparison and decision-making unit, the block of forces of influence to eliminate these deviations directs efforts either to factors, or to conditions, or simultaneously to both. Measures of influence and their combinations depend on the nature and magnitude of quality deviations and on the effectiveness of certain possible options for eliminating deviations.
Everyone works according to a universal scheme, but most often workers, foremen, quality control inspectors... For them, the quality plan is contained in drawings, technological operational and control charts. They themselves directly compare the actual and specified in the technological documentation quality parameters themselves, as a rule, make a decision on how to eliminate the deviation. Here the quality management mechanism is in the hands of the employee, and his activity depends on professional skills and knowledge. It is, as it were, embedded in the worker himself and in the conditions in which he has to work.
In this case, the universal quality management scheme acts as the primary scheme, the primary link of all complex, diverse quality work.
However, the higher the level of concentration of production, its specialization and cooperation, the higher the level of the quality system, and hence the more complex the mechanism that ensures its functioning.
For an effective organization of product quality management, it is necessary not only to clearly identify the object of management, but also to clearly define the categories of management, that is, phenomena that make it possible to better understand and organize the entire process.
With regard to product quality management, at least the following categories should be distinguished:
The object of management is product quality. Sometimes the object is competitiveness, technical level or some other indicator, characteristic. Either the entire set of product properties, or some part of them, a group or a separate property, can act as a control object.
The purpose of management is the level and state of product quality, taking into account the economic interests of the manufacturer and the consumer, as well as the requirements of safety and environmental friendliness of products. It is about what set of properties and what level of quality should be set, and then achieved and ensure that this set and this level corresponded to the nature of the need. This raises questions of the efficiency of production and consumption, affordability of prices for the consumer, the level of cost and profitability of products for its developer and manufacturer. Also, one should not lose sight of the timing of product development, deployment of its production and delivery to the consumer, which is directly related to competitiveness.
The subject of management is the governing bodies of all levels and persons designed to ensure the achievement and maintenance of the planned state and level of product quality.
Methods and controls are the ways in which controls affect the elements of the production process, ensuring the achievement and maintenance of the planned state and level of product quality. Quality management uses the following four types of methods:
1) economic methods that ensure the creation of economic conditions that encourage the teams of enterprises, design, technological and other organizations to study the needs of consumers, create, manufacture and service products that meet these needs and requirements. Economic methods include pricing rules, credit conditions, economic sanctions for non-compliance with the requirements of standards and technical conditions, rules for reimbursing economic damage to a consumer for selling him low-quality products;
2) methods of material incentives, which provide, on the one hand, rewarding employees for the creation and manufacture of high-quality products (these methods include: the creation of bonus systems for high quality, the establishment of wage increments), and on the other hand, the recovery of damage caused by its not quality;
3) organizational and administrative methods, carried out through mandatory directives, orders, instructions from managers. The organizational and administrative methods of product quality management also include the requirements of regulatory documents;
4) educational methods that influence the consciousness and mood of the participants in the production process, encouraging them to high-quality work and clear performance of special functions of product quality management. These include: moral encouragement for high quality products, instilling pride in the honor of the factory brand.
The choice of methods of product quality management and the search for their most effective combination is one of the most creative moments in the creation of management systems, since they have a direct impact on the people involved in the process of creating and manufacturing products, that is, on the mobilization of the human factor.
Management tools - include office equipment (including computers), communication facilities, in a word, everything that is used by bodies and persons managing the performance of special functions in quality management systems. product quality management tools also include:
· Bank of normative documents regulating the indicators of product quality and organizing the implementation of special functions of quality management;
· Metrological means, including (depending on the level of the system) state standards of physical quantities, exemplary and / or working measuring instruments;
· State system for ensuring the uniformity of measurements (GSI);
· civil service standard reference data on properties of substances and materials (GDSD).
Managerial relations, that is, relations of subordination (subordination) and coordination (cooperation).
Subordination relationships are usually characterized by vertical links from the leader to the subordinates. The content of these relations is determined by the degree of centralization and decentralization of the functions and tasks of product quality management. At the enterprise level, the subordination relationship for quality management is determined by the production structure of the enterprise and the structure of the current quality management system. Managerial relations are based on a combination of one-man management, collegiality, the activity of members of the labor collective, on economic, moral and material incentives.
Coordination relations are characterized by horizontal links between individuals and organizations that interact to ensure a certain level of product quality or improve it.
Product quality control bodies. When defining product quality control bodies, one must proceed from the fact that quality management is an organic component of general production management, one of its branches, one of its functions. Because of this, it cannot resist it. Therefore, as a rule, quality management is developed and carried out within the framework of the existing management apparatus and consists in clearer and well-organized activities to identify needs, create, manufacture and service products.
At the enterprise level, associations, quality management is organized in one of two ways. The first consists in a clear distribution of functions and tasks of product quality management between existing departments and employees, periodic revision of both the functions and tasks themselves, and their distribution in order to improve performance. This does not create a specialized body - the quality management department.
The second assumes, in addition to the first option, the selection overall function coordination and creation of a special body - the quality management department. This department is responsible for many special functions of product quality management.
Each of these two options has advantages and disadvantages. So, the advantages of the first option are that all participants in the production process are responsible for quality. There is no feeling that someone bears this responsibility for them and must solve all issues related to quality. The disadvantage is that no one performs a number of coordinating functions, no one leads organizational and methodological issues of a general nature.
The second option is devoid of the indicated drawback, but on the other hand, the employees of the enterprise often have the feeling that there are specially selected people in the enterprise who are responsible for quality, therefore, they must solve all problems related to quality.
In any case, the general management of the quality management system should be headed by the head of the enterprise, who is responsible for all the activities of the enterprise and for economic results, which in a market economy cannot be high with poor product quality.
Analysis of the development of forms and methods of organizing work on quality, identifying the possibility of applying the principles of general management theory to work on quality, developing schemes for a quality management mechanism, determining the nature of needs, the state of the market as an initial element of product quality management, and a critical examination of the definitions of fundamental terms indicate the following :
1. The modern organization of work in terms of quality is theoretically permissible, but in practice it is advisable and effective to build not on general global control, but on the principles of general management theory based on schemes of product quality management mechanisms;
2. Modern product quality management should directly focus on the nature of needs, their structure and dynamics; capacity and market conditions; incentives due to economic and technical competition, characteristic of market relations;
3. Modern quality management at an enterprise, regardless of the form of ownership and the scale of production activities, should optimally combine actions, methods and means that ensure, on the one hand, the manufacture of products that meet current demands and market needs, and on the other, the development of new products, able to meet future needs and future market demands;
4. The schematic diagram of the quality management mechanism organically interacts with marketing research and includes a block for developing a quality policy.
Methods of statistical control and quality management
To conduct the study, 6 statistical methods of control of CP are proposed.
bar graph
The histogram method is effective instruments data processing and is designed for ongoing quality control in the production process, studying the capabilities of technological processes, analyzing the work of individual performers and units. A histogram is a graphical method of presenting data grouped by frequency of occurrence in a specific interval.
Delamination
This method, based only on reliable data, is used to obtain correct information, to identify cause-and-effect relationships.
Control charts
Control charts graphically reflect the dynamics of the process, the change in indicators over time. The map shows the range of inevitable dispersion, which lies within the upper and lower boundaries. using this method, it is possible to quickly trace the beginning of the drift of parameters for any quality indicator during the technological process in order to carry out preventive measures and prevent the marriage of finished products.
ABC analysis
ABC - analysis - a way of optimal control. This method is universal and can be used to solve the problems of distribution of efforts in any industry and field of activity. ABC analysis uses
double accumulation up to 100% both on the abscissa and on the ordinate, a curve (broken) line is obtained.
Pareto chart
Ishikawa diagram
1.2 The concept of product quality indicators. Choice of nomenclature product quality indicators
For an objective assessment of product quality, its properties must be characterized quantitatively and qualitatively. Qualitative characteristics are, for example, the conformity of the product to the modern fashion trend, design, and color. The quantitative characteristic of one or several properties of a product that make up its quality, considered in relation to certain conditions of its creation and operation or consumption (for example, reliability of work, labor intensity, cost, weight, size of the product), is called an indicator of product quality. For the effective functioning of the product quality management system, it is necessary to define a hierarchical system of product quality indicators.
Scheme 5. Hierarchical system of quality indicators
The choice of quality indicators establishes a list of names of quantitative characteristics of product properties that are part of its quality and provide an assessment of the level of product quality.
In order to objectively assess the level of quality, it is necessary to use the appropriate nomenclature of indicators - a set of interrelated technical, economic, organizational, etc. No indicator can be the only one to substantiate conclusions based on the results of the assessment.
Justification of the choice of the nomenclature of quality indicators is made taking into account:
· Purpose and conditions of product use;
· Analysis of consumer requirements;
· Tasks of product quality management;
· Composition and structure of the characterized properties;
· Basic requirements for quality indicators.
Figure 1. Classification of quality indicators
Figure 2. Classification of quality indicators by the number of its characteristics characterized
A single indicator is an indicator related to only one of the properties of the product (weight, power).
· Relative indicator - the ratio of a single indicator to a basic indicator, expressed in relative units or percentages (%).
· Baseline indicator - an indicator taken as the initial (reference) unit in comparative assessments of quality.
· Complex indicator - an indicator related to several properties of a product that characterizes the product as a whole (availability factor \u003d reliability factor * maintainability factor).
· Integral indicator - a complex indicator that reflects the ratio of the total beneficial effect in natural units from the operation or consumption of products to the total costs of its creation and operation or consumption, i.e. effect per ruble of costs:
The growth of the integral indicator can be ensured by both increasing the beneficial effect from the use of products and reducing the costs of its creation and operation.
· Group indicator - indicator related to a certain group of properties.
· Generalized indicator - an indicator on the basis of which a decision was made to assess its quality. The generalized indicator can be an integral or some complex indicator (for example, weighted average or geometric indicators). In addition, the decision to evaluate quality can be made on the basis of a single indicator, if it is recognized as the main one among others.
Classification of quality indicators according to the characterized properties.
According to the characterized properties, the following groups of indicators are used:
Appointments;
Reliability;
Economical use of resources, energy;
Manufacturability;
Standardization and unification;
Ergonomic;
Aesthetic;
Environmental;
Security;
Transportability;
Patent Law;
Service;
Recycling or disposal;
Economic.
Purpose indicators characterize the properties of the product, which determine the main functions for which it is intended to perform, and determine the scope of its application. These indicators are basic in assessing the level of quality and are divided into groups:
Classification,
Composition and structure,
Social (timely entry to the market, social address and consumer type, conformity of goods to demand for assortment, obsolescence),
Functional (performance, speed, memory size, performance).
Reliability indicators. Reliability is one of the main properties of the product. The more responsible the product functions, the higher the reliability requirements should be. Insufficient reliability of the product leads to high costs for repairs and maintaining their operability in operation. The reliability of products largely depends on the operating conditions: humidity, mechanical stress, temperature, pressure, etc.
Reliability is the property of a product (object) to keep in time within the established limits the values \u200b\u200bof all parameters characterizing the ability to perform the required functions in specified modes and conditions of use, maintenance, repairs, storage, transportation. The reliability of the product, depending on the purpose and conditions of its use, includes reliability, durability, maintainability, and preservation.
Reliability - the property of an object to continuously maintain an operational state for some time or some operating time. Reliability indicators include: probability of uptime, probability of failure, mean time to failure, mean time between failures, failure rate, failure flow parameter.
Durability is the property of a product to maintain an operable state until the onset of a limiting state with an installed maintenance and repair system. The indicators of durability include: the average resource, the assigned resource, the average resource before write-off, the average resource before overhaul, gamma - percentage resource, service life, average service life, warranty period, etc.
Maintainability is a property of a product that is adaptable to preventing and detecting the causes of failures, damage and maintaining and restoring an operational state through maintenance and repairs. Repairability indicators include: probability of recovery at a given time, average recovery time, recovery rate, average downtime, etc.
Preservation - the property of a product to retain the values \u200b\u200bof indicators of reliability, durability and maintainability during and after storage or transportation. The indicators of preservation include: shelf life, average shelf life, gamma percentage shelf life, etc.
The indicators of economical use of raw materials, materials, fuel and energy characterize the properties of a product, reflecting its technical perfection in terms of the level or degree of raw materials, materials, fuel, and energy consumed by it. Such indicators in the manufacture and operation of products, for example, include:
Specific weight of the product (per unit of the main quality indicator),
The utilization rate of material resources is the ratio of the useful consumption to the consumption per unit of production,
Efficiency.
Manufacturability indicators characterize the properties of products that determine the optimal distribution of costs, materials, labor and time in the technological preparation of production, manufacture and operation of products. The indicators of manufacturability include:
Basic (labor intensity of manufacturing, level of manufacturability in terms of labor intensity of manufacturing, technological cost of manufacturing, level of manufacturability in terms of manufacturing cost),
Additional (coefficient of application of typical technological processes, dry weight, specific material consumption, coefficients of material utilization).
Indicators of standardization and unification characterize the saturation of products with standard, unified and original parts, as well as the level of unification with other products. These include: coefficient of applicability, coefficient of repeatability, coefficient of interproject unification, unification of a group of products, etc.
Ergonomic indicators characterize the convenience and comfort of consumption (operation) of the product at the stages of the functional process in the system “person - product - environment of use”. The environment of use is understood as a space in which a person performs functional activities, for example, a bus cabin, a car interior, a workshop. Include:
Hygienic indicators, which characterize compliance with sanitary and hygienic standards, which determine the conditions of life and working capacity (level of illumination, dustiness and temperature);
Anthropological indicators that characterize a product that comes into contact with a person, in terms of its compliance with the size of the human body;
Physiological indicators characterizing products, the operation of which requires a person to use the muscular apparatus (compliance of the product with the power, speed, energy capabilities of a person);
Psychophysiological indicators characterizing products, the operation of which requires the use of human sense organs;
Psychological indicators characterizing a product that takes part in information interaction with a person and requiring the use of psychological characteristics of a person.
Aesthetic indicators characterize:
Information expressiveness (significance, including a trademark, originality, style correspondence, etc.),
Rationality of form (functional and constructive adaptability, expediency),
The integrity of the composition (organization of the volumetric-spatial structure, tectonicity, plasticity, color, etc.),
Excellence in production and presentation (thoroughness of coating and surface finishing, cleanliness of joints, rounding, clarity of brand names, resistance to damage).
The assessment of the aesthetic quality indicators of specific products is carried out by an expert commission. A ranked (reference) series of products of a similar class and purpose, compiled by experts on the basis of basic samples, is taken as the criterion of aesthetic assessment.
Environmental indicators characterize the level of harmful effects on the environment arising from the operation or consumption of a product. These include:
Physical (mechanical - levels of dust release, soil compaction, noise, ultrasonic vibrations; electromagnetic - levels of radio interference, biological activity of the electromagnetic field, etc.; radiation - levels of alpha, beta and gamma particles emissivity),
Chemical (the content of toxic substances released into the environment, the coefficient of preservation of toxic substances, etc.),
Microbiological (the level of pathogenicity and virulence of microorganisms released from preparations of microbiological synthesis, etc.),
The presence of signs of environmental friendliness.
Consideration of environmental indicators should ensure: limiting the flow of industrial, transport and domestic wastewater into the environment and emissions to reduce the content of pollutants in the atmosphere, not exceeding the maximum permissible concentration; conservation and rational use of biological resources, etc.
Safety indicators characterize the features of products that ensure the safety of a person (service personnel) during the operation or consumption of products, installation, maintenance, repair, storage, transportation.
Safety indicators include: mechanical (coefficients of deformability, wear, noise and vibration levels), electrical (response time of electrical protection, probability of electric shock), thermal (probability of hypothermia and overheating, level of thermochemical aggressiveness), fire and explosive (probability of fire or explosion), biological (probability of biological hazard), the presence of safety signs.
Transportability indicators characterize the suitability of products for transportation without their use or consumption. Such indicators are overall dimensions, weight, coefficient of maximum possible use of vehicle capacity, range of permissible temperatures, humidity, pressure and shock loads during transportation, costs, time and labor intensity of preparatory and final works.
Most fully transportability is assessed by cost indicators, which allow simultaneously taking into account material and labor costs, qualifications and the number of people employed in transportation.
Patent and legal indicators characterize the degree of updating of technical solutions used in products, their patent protection.
The patent legal indicators include: patent protection, patent purity, territorial distribution. Patent law indicators are an essential factor in determining the competitiveness of products.
Service indicators. These include such indicators as the availability and remoteness of service structures, the level of quality of service, the cost of training, installation, crediting, supplies, warranty periods, the cost of disposal, the cost of secondary use, etc.
Recycling or disposal (destruction) indicators. Such indicators are reuse (coefficient of reuse), utilization (labor intensity and cost of disposal), destruction (labor intensity and cost of destruction).
Economic indicators characterize the costs of developing, manufacturing, operating or consuming a product. Economic indicators include:
The costs of manufacturing and testing prototypes,
Full cost of manufacturing products,
The cost of consumables during the operation of technical objects.
Classification of methods for determining indicators of product quality.
Figure 3. Methods for determining product quality indicators
The measuring method is based on information obtained using technical measuring instruments. Using the measuring method, the following values \u200b\u200bare determined: product weight, engine speed, product size, vehicle speed, current strength.
The calculation method is based on the use of information obtained using theoretical or empirical dependencies. This method is used when designing products when the latter cannot yet be an object of experimental research. The calculation method is used to determine the values \u200b\u200bof the product mass, performance indicators, power, strength.
The organoleptic method is based on the use of information obtained as a result of the analysis of the perception of the senses: sight, hearing, smell, touch and taste. In this case, the human sense organs serve as receivers for obtaining the corresponding sensations, and the values \u200b\u200bof the indicators are found by analyzing the received sensations on the basis of the available experience and are expressed in points. Using the organoleptic method, the quality indicators of confectionery, tobacco, perfumery and other products are determined.
The registration method is based on the use of information obtained by counting the number of specific events, items or costs, such as product failures during testing. This method determines the indicators of unification, patent-legal indicators.
Depending on the source of information, methods for determining the values \u200b\u200bof product quality indicators are divided into traditional, expert and sociological.
The traditional method is carried out by officials of specialized experimental and calculation subdivisions of enterprises and institutions (these include specialized laboratories, testing grounds, test stands).
An expert method for assessing product quality indicators is implemented by a group of expert specialists, for example, designers, tasters, merchandise experts, etc. Using the expert method, the values \u200b\u200bof such quality indicators are determined that cannot be determined by more objective methods. This method is used to determine the values \u200b\u200bof some ergonomic and aesthetic parameters.
The sociological method for determining product quality indicators is used by actual or potential consumers of products.
Chapter 2. Analysis of product quality management SHOKEL LLP
2.1 General characteristics of the production and economicactivitiesSHOKEL LLPand assessing ittechno- economic indicators for 2006-2007 biennium
SHOKEL LLP is a legal entity under the laws of the Republic of Kazakhstan and operates on the basis of full cost accounting, self-financing and self-sufficiency.
The main activity of the enterprise is the production of consumer goods.
SHOKEL LLP also provides sewing services to foreign companies. The company maintains close ties with companies from countries Western Europe such as “Kanda”, “Sunnet” (Germany), “Club Closing”, “Quall” (England). In the 99s the enterprise was supplied technological equipment leading European countries, in particular
· Spreading complex "Kamet-Avtomatik" of the "Bulmer" plant;
· Universal sewing machines of the firm "Pfaff";
· Overcasting and overcasting machines of “Dzhuki” firm;
· Semiautomatic buttons of the firm "Pfaff";
· Irons, steam tunnel of the firm "Sussman-Electromatic";
· Duplicate presses;
· Loop semiautomatic devices of the firm "Pfaff";
· Introduced transport system Ornel (Sweden);
This made it possible to improve the quality, increase the competitiveness of the products and enrich the range.
The range of garments includes
· Women's, children's shirts, dressing gowns;
· Women's blouses and skirts;
· Trousers, blazers, jackets for women;
· Jackets for children and men;
· Women's raincoats;
· Overalls for women;
The enterprise management system includes not only the selection of personnel, but also the choice of an enterprise management model. Management should be simple and flexible, efficient and competitive. Management functions are carried out by the management apparatus, which consists of engineers, economists, employees, and they perform the following functions:
General management of the enterprise and co-production area;
Repair and energy service;
Technical and economic planning, organization and regulation of labor;
Control over the quality of raw materials and finished products;
Accounting and financial activities;
Material and technical supply;
Sales of finished products;
General office work.
Among the factors that determine the choice of a management model, it is customary to single out: the size of the enterprise, the nature of the product, the nature of the environment in which it operates.
Specialists and employees are united into functional departments that provide the management of the enterprise with the necessary information, development of projects, operational tasks, data for monitoring the implementation of orders and tasks of management.
The apparatus affects production through the system of organizing the production process, repair and energy services, technical and economic planning, accounting, and so on.
General management is carried out by the director. When hiring a manager, a contract is concluded with him, which defines the rights, duties and responsibilities of the manager of the enterprise.
Table 1 Basic technical and economic indicators of SHOKEL LLP for 2006-2007
|
Basic indicators |
Deviations +, - |
Growth rate, % |
|||||
|
Output volume in kind |
|||||||
|
Volume of products sold |
|||||||
|
Number of PPP |
|||||||
|
PPP annual payroll |
|||||||
|
Average monthly salary of PPP |
|||||||
|
Generation per 1 operating PPP |
|||||||
|
Full cost |
|||||||
|
Costs per 1 tenge of production |
|||||||
|
Average annual cost of OPF |
|||||||
|
Return on assets |
|||||||
|
Product profitability |
During the period under review, the enterprise increased the volume of marketable products in the amount of 37964.8 thousand tenge or by 23.2%. With an increase in the volume of commercial products, the volume of production in physical terms increased by 19347 pieces. With an increase in the volume of production in physical and value terms, it grows, and the volume of products sold by 37964.8 thousand tenge. At the enterprise, the total number of employees has changed by 5 people.
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