The product quality management system is based on the following interrelated categories of management: object, goals, factors, subject, methods, functions, means, principle, type, type of criteria, etc.

Product quality management is understood as a constant, systematic, purposeful process of influencing factors and conditions at all levels, ensuring the creation of products of optimal quality and their full use.

The product quality management system includes following functions:

• 1. Functions of strategic, tactical and operational management.
• 2. Functions of decision-making, control actions, analysis and accounting, information and control.
• 3. Functions specialized and common for all stages life cycle products.
• 4. Management functions for scientific, technical, production, economic and social factors and conditions.

Strategic functions include:

• -prediction and analysis of basic quality indicators;
• -determination of the directions of design and engineering work;
• -analysis of the achieved results of production quality;
• -analysis of information on complaints;
• -analysis of information on consumer demand.

Tactical functions:

• -management of the sphere of production;
• - maintaining at the level of the specified quality indicators;
• -interaction with managed objects and the external environment.

The product quality management system is a set of management bodies and management objects, activities, methods and means aimed at establishing, ensuring and maintaining a high level of product quality.

In 1987. The Technical Committee international organization on standardization with the participation of the USA, Canada, Germany, five international standards series 9000 (for quality systems), which established requirements for product quality systems, including product development, manufacturing, organization of product control and testing, its operation, storage and transportation.

ISO 9000 International Standards for quality systems include five titles:

• 1. ISO 9000 “General quality management and quality assurance standards. Guidelines for selection and use ".
• 2. ISO 9001 “Quality system. A model for quality assurance in design and development, production, installation and service. "
• 3. ISO 9002 “Quality system. A model for quality assurance in production and installation. "
• 4. ISO 9003 “Quality system. Model for quality assurance in final inspection and testing
• 5. ISO 9004 “General quality management and quality system elements. Guidelines".

The product quality management system must meet the requirements for:

• -system of control and testing of products, certification of reliability;
• - production organization system;
• - quality management system from design to operation.

It includes:

• 1. Tasks of management (quality policy, organization).
• 2. System of documentation and planning.
• 3. Documentation of requirements and their feasibility.
• 4. Quality during development (planning, competence, documentation, verification, result, changes).
• 5. Quality during procurement (documentation, control).
• 6. Designation of products and the possibility of their control.
• 7. Quality during production (planning, instructions, qualifications, control).
• 8. Quality control (incoming checks, interoperational control, final control).
• 9. Control over test facilities.
• 10. Corrective actions.
• 11. Quality when storing, moving, packing, shipping.
• 12. Documenting quality.
• 13. Internal control over the quality maintenance system.
• 14. Training.
• 15. Application statistical methods.
• 16. Analysis of the quality and systems of measures taken. Controlled quality indicators are established depending on the specifics of the product.

A quality policy can be formulated as a direction or long-term goal and can include:

• - improvement of the economic situation of the enterprise;
• - expansion or conquest of new sales markets;
• - Achievement of the technical level of products exceeding the level of leading companies;
• - focus on meeting the requirements of consumers of certain industries or certain regions;
• - mastering of products, functionality which are implemented on new principles;
• - improvement of the most important indicators of product quality;
• - reducing the level of defectiveness of manufactured products;

Increased product warranty periods;

Service development.

Thus, product quality assurance is a set of planned and systematically carried out activities that create the necessary conditions for the implementation of each stage so that the products meet the quality requirements.

Evaluation of economic efficiency new system performed using basic and additional indicators.

The main indicators are: capital investments required to create and implement a new system, the cost of production and the payback period of additional capital investments.

Additional indicators include: increasing labor productivity, easing conditions and improving labor safety, improving product quality, increasing reliability and extending the service life of products, increasing output from a unit of equipment or production area, etc. An indicator of comparative economic efficiency is the minimum of reduced costs:

C = En * K> min,

where C is the cost of a unit of production (work), rubles; K - specific capital investments in production (fixed and circulating) assets, rubles; En - the standard coefficient of efficiency of capital investments, equal to 0.15.

The assessment of the technical, economic and organizational effectiveness of the implementation of quality systems can be carried out by indirect indicators: the number of complaints and claims, losses from defects, etc. At the same time, the level of quality of the created equipment is controlled by the number of accidents caused by the manufacturer, justified complaints and claims, which should decrease as the product is developed.

Quality management systems are known from the practice of quality management in Russia (Table 3.1).

Table 3.1 - Quality management systems in Russia

Name of the QMS	date of creation	The essence of the QMS	Management criteria	Control object	Application area
1. BIP - defective manufacturing of products	1955 Saratov	Strict execution of technological operations	Single: the ratio of the quality of the labor result to the requirements of the NTD Generalized:% of the delivery of products from the first presentation		production
2. SBT - a system of defect-free labor	1961 Lviv	High level of performance of operations by all employees	Single: the ratio of the quality of the labor result to the requirements of NTD Generalized: the coefficient of the quality of labor	The quality of the work of an individual performer and the quality of the work of the team through an individual performer
3. CANARSPI - quality, reliability, resource from the first products	1958 Gorky	High level of design and technological preparation of production	The ratio of the quality of the first products to the established requirements		Design and technological preparation of production and production
4.NORM - scientific organization of work to increase the motor resources of engines	1964 Yaroslavl	Enhancement technological level and product quality	The ratio of the achieved level of motor resource to the planned value	The quality of the product and the quality of the work of the team	all stages of the product life cycle
5. KSUKP - an integrated product quality management system	1975 Lviv	Quality management based on standardization	The ratio of product quality to the highest achievements of science and technology	The quality of the product and the quality of the work of the team	all stages of the product life cycle
6. KSUKP and EIR - a system for increasing production efficiency	1980 Dnipropetrovsk	Production quality and production efficiency management	Production efficiency through improved quality	Product quality and economic indicators production	all stages of the product life cycle

BIP system

Its goal is to create production conditions that ensure the manufacture of products without deviating from NTD. The main criteria are the% ratio of the number of parts to the total number of parts presented to the quality control department. In accordance with it, the material and moral incentives for the performers were determined. The introduction of this system allowed:

Strict execution of technological operations;

Increasing the personal responsibility of workers for the quality of work;

To increase the efficiency of material and moral incentives for workers;

The prerequisites were created for the deployment of a massive improvement in product quality.

In this system, moral incentives were used: "excellent worker of quality", "master-golden hands". The functions of the OTK have changed. Control was carried out selectively and self-control became the basis. This system had disadvantages:

Limited scope;

I did not take into account many factors that influenced the quality of products.

This system was embodied in foreign programs in the form of the principle of defects. It has been preserved in all domestic systems.

SBT system

Its goal is to ensure the production of high quality and reliable products by increasing responsibility and stimulating each employee and the entire team for the results of their work. The main criterion is the labor quality coefficient. It is determined for each employee for a certain time by taking into account the number and significance of the violations committed. The introduction of this system allowed:

To quantify the quality of labor of employees and team;

To raise labor discipline and the responsibility of employees;

Reduce waste and increase labor productivity.

Disadvantages - this system reduces the influence of subjective causes, but does not eliminate the effect objective reasons to achieve the level of quality.

CANARSPI system

The system was created at the machine-building enterprise in the city of Gorky. the goal is to improve the quality and reliability of products by strengthening the technological preparation of production, constructive support and efficiency of the production itself. In this system, great attention was paid to creating and testing prototypes products. Pilot production was developed, standardization and unification were widely used. This system went beyond just production and covered the stages of research, design and operation. In the manufacture of prototypes, much attention was paid to identifying shortcomings and eliminating them in the pre-production period. Technological preparation of production appeared. The introduction of this system allowed:

Reduce the time required to fine-tune the product to a given level of quality by 2-63 times;

Increase product reliability by 2.5-2 times;

Reduce the labor intensity of assembly work up to 2 times.

Disadvantages - lack of long-term planning for quality improvement.

NORM system

Its goal is to increase the reliability and durability of the manufactured engines. The system is based on the principle of consistent and systematic control of the engine and its increase by increasing the reliability and durability of limiting parts and assemblies. The main indicator is the resource to the first overhaul in engine hours. In the system, the growth of this indicator is already planned. The organization of all work is set according to the principle of cyclicality. In such cycles, limiting parts and assemblies are determined, the optimal level of increasing the motor resource is planned, constructive and technological measures are developed and carried out to achieve this resource and maintain it during operation. At the production stage, this system includes the provisions of the BIP and SBT systems, and at the design stage - the CANARSPI systems. The introduction of this system allowed:

Increase engine resource up to 2 times;

Achievement of the planned quality level became possible due to integrated approach at all stages of the life cycle to quality management.

KSUKP system

The system appeared at Lviv enterprises. Their goal is to create products corresponding to the best analogues and achievements. In 1978. Goststandard approved the system of basic functions of the KSUKP. With the introduction of these systems, the metrological support of production was especially developed, statistical control and quality analysis, quality groups, quality programs were created, certification of products by quality groups was introduced, a network of main and basic organizations emerged, i.e. those organizations that have had high achievements in the field of quality; a network of institutions for continuing education in the field of quality was created. For 10 years with this system specific gravity products of a high quality category increased by 2-3 times, and the terms of mastering new ones - by 1.5-2 times.

The main principles of the KSUKP are as follows:

Complexity - measures of an organizational, technological nature are being implemented;

Consistency - the combination of all connections into one single scheme based on the unity and interconnections of goals;

Planning of events;

Using methods of material and material incentives;

Using the provisions of management theory;

Quality management at all stages of the product life cycle;

Based on standardization, i.e. all activities were brought up to the ND level.

The regulatory framework of the KSUPK for regulatory documents of various levels is standards, specifications, recipes, and enterprise standards. The system was widely based on ESKD, ESTPP, GOS, etc. The following functions are most typical for an enterprise in various industries:

The function of predicting consumers as a product, i.e. the promising level of product quality is determined depending on the needs of the consumer;

Quality improvement planning function (raising the level of quality improvement activities);

The function of standardizing product quality requirements, i.e. the ND established requirements for the quality of products, the observance of which was mandatory at all stages of the cycle;

The function of organizing, developing and launching products of the highest quality category;

Function of metrological support of production;

The function of organizing the material and technical support of production;

The function of special training and education of personnel;

The function of ensuring the stability of the planned level of product quality at all stages of the cycle;

The function of stimulating the improvement of product quality;

Function legal support product quality, i.e. the functioning of all elements of these quality systems should not contradict the legislation;

Function information support systems;

Product quality control function.

Further development of the KSUKP systems went towards the creation of higher-level systems - these are sectoral OSUKP, territorial TSKUP, state ESGUKP. The principles of the ESGUKP were approved by the State Standard in 1978. within enterprises, the further development of systems went along the line of covering an increasing number of problems, for example. Economical use of resources, increasing the efficiency of production. These are the KSUKP EIR and KSPEP systems. They were approved by GOST 24525.

KSUKP in the service sector

The principles of KSUPK have found application in the service sector. Services of the following types:

Material services: - repair, construction, tailoring;

Intangible services: - satisfaction of physical, ethical, intellectual consumers (treatment, communication, travel services, museums, libraries);

Production: - meeting the needs of enterprises and organizations.

For these purposes, complex systems of KSUKBO (consumer services) were created. They were understood as the property of organs and objects interacting with the help of material, technical and media in the management of service quality and service at the level of associations and enterprises. The purpose of the systems was: to better meet the needs of the population in services with a constant improvement in their quality. To solve this goal, the following tasks have been established:

Determination of requirements for the structure and quality of services based on the study of the demand of the population and the achievements of scientific and technological progress;

Systematic improvement of the quality of services and services;

Mastering new types of services and forms of service;

Maintaining the quality of services in the process of sale and consumption;

Providing a high level of service;

Creation of conditions for improving professional skills and service culture.

OS UKP and TO UKP

OS UKP were created in connection with the need to implement sectoral management principles. The created OS UKPs were created by enterprises and associations and represented a set of various programs, measures, management tools aimed at organizing systematic activities in the ministry to maintain a systematic improvement in product quality in the industry at all stages of the product life cycle. The systematic improvement in the quality of products in the OS was associated with the needs of the national economy, the population, and export consumers with the given material and labor resources of this department.

Specification of the goals of the OS UKP was ensured through the development of sectoral quality programs, which included the following goals:

The objectives of the program and the end results were indicated;

Specific tasks were indicated in general terms, necessary to achieve permanent goals;

Activities required for the implementation of these programs;

Tasks for the development and revision of regulatory documents. These sectoral systems provide governance at ministerial and industrial group levels and are clearly aligned with government governance policies. For sectoral systems, the same principles are inherent as for CC UKP, i.e. quality management at all stages of the life cycle and taking into account all factors affecting quality. In sectoral systems, tasks by management function were assigned to sectoral governance bodies.

Along with the sectoral management system, the territorial quality management system of the TS UKP was also used. The need to use the TC UKP is explained by the following provisions:

The need for a rational location of production in certain areas;

Complexity of regional economic development;

The need to coordinate all n / x objects in the region;

Rational use of all material and labor resources region.

TC UKP had main goal: local coordination of an enterprise or organization of various subordination in the field of product quality. the use of TC UKP allows you to provide several points:

Allows to ensure the interaction of enterprises of different subordination;

Allows to provide the organization international cooperation;

Development of cooperation between enterprises;

Mobilization of labor collectives to achieve, increase quality indicators and organize competitions between enterprises;

Analyzing and evaluating the activities of enterprises in the field of quality and identifying reserves in the field of quality.

The main objectives of the TC UKP are:

Ensuring high rates of improving the technical level and quality of products through the full use of the scientific and industrial potential of the regions;

Improving the management of the activities of enterprises in the region.

These goals of the TS UKP were achieved through the creation and implementation of regional quality programs - this is planning documents, which establish tasks to improve the quality of products manufactured in the region and determine measures to achieve the set goals. Within the TS UKP, it was possible to improve the CC UKP at the enterprises of the region through the use of labor experience. Quality management in the TS UCP was carried out at the level of the krai, oblast, district, city, urban district, and in these administrative units, management systems were created that have the same principles as the QS UCP. The main governing bodies of the TC UKP include:

Quality councils and commissions;

Deputy commissions or groups;

Subdivisions of executive committees (administration);

Territorial bodies of Gosstandart;

Head and base organizations and enterprises in the field of regional quality.

The general management of the work on quality management in the TS UKP was carried out by councils or quality commissions, which were most often on a voluntary basis. This included heads of enterprises, leading specialists and other stakeholders.

In the transition to market conditions for the activities of enterprises, directive management methods (OS and TS UKP) and on the first plan formulated requirements between the community for product quality (MS ISO 9000) have lost their force. Therefore, Gosstandart is currently pursuing a policy of harmonizing the relations of the system of standards with IS ISO, which are the basis of quality systems of a higher and more efficient level. The main differences between quality systems according to MS ISO and KS UKP are as follows:

Focus on customer satisfaction;

Responsibility for product quality rests with specific contractors;

The ability to check the production of suppliers (audit of the 2nd type);

Choice of suppliers;

End-to-end quality control of products from material and blanks to product disposal;

Wide application of marketing and market research;

Organization of analysis and accounting of quality costs;

Traceability of materials and components throughout the product life cycle;

Solving environmental issues.

4. Quality systems based on MS ISO 9000: 1994 (version 2)

Based on the accumulated experience in the field of quality, the world community has come to the need to create and apply quality systems, which are based on the creation of an integrated process mechanism for quality assurance. This approach is implemented using quality systems. According to MS ISO 8402, the quality system is a set organizational structure allocating responsibility for processes and resources to ensure overall quality management.

The quality system has always been individually developed taking into account specific activities enterprise, but in each case it should cover all the final stages of the product life cycle and be based on the standards of ISO IS. Each quality system should generally provide the following functions:

Ensure quality management at all stages of the product life cycle;

Participation in quality management of all employees;

Each system must take into account the responsibilities of managers;

Should link all quality activities with the need to reduce quality costs;

Each system must ensure the implementation of preventive measures to prevent defects and nonconformities;

The procedure for periodic checks of the analysis system and the improvement of this system should be established;

Must have documented procedures.

The main regulatory framework is currently the ISO MS of each quality system. The need to create a quality system abroad arose after World War II, when serious difficulties arose with quality. military equipment... For the first time in 1968. NATO adopted the AQAP-1 standards, which defined the technical requirements for industrial quality management systems. Their use when concluding contracts for the supply of military equipment was mandatory. Then, depending on the type of responsibility of the manufacturer, systems of several levels of complexity were created: AQAP-1 - these are NATO technical requirements for quality management systems in the industry of a military enterprise; AQAP-4 is a NATO specification for conventional industrial control systems; AQAP-6 is a NATO specification for industrial inspection and measurement systems; AQAP-9 is NATO's industrial inspection specification for inspection and testing.

In response to NATO standards, the British Department of Defense has created its equivalents: DEF STAN. In particular, document DEF STAN 05-021 (73). such a system covered activities at the stages of design, control, production. In 1979. The British Standards Institute, based on the DEF STAN system, issued the BS5750 standard, which served as the basis for ISO 9000. ISO Technical Committee No. 176, based on the BS standard, created a series of ISO 9000 standards. The BS5750 standard was corrected in accordance with ISO 9000 standards. Almost all developed countries use MS ISO 9000 to create quality systems. The European Committee for Standardization issued the national standard EN29000, which is based on ISO 9000. In Russia in 41988. standards GOST 40.9001-88… 40.9003-88 were approved, which were based on MS ISO 9000-87. This version is considered the first official version of MS ISO 9000. On the basis of this version of MS ISO 9000-94 standards, GOST R ISO 9001-96 ... 9003-96 standards were issued in Russia.

Introduction

In a market economy, the success of a firm depends on the degree to which it satisfies customer requirements. Only in this case the firm will have a steady demand for its products and make a profit. And the degree of satisfaction of consumers' requirements with the corresponding products is determined by its quality. Product quality is the main factor in its competitiveness.

The solution to the problem of improving the quality of products requires, first of all, a clear understanding of quality as a subject of economic science.

Given the complex, multidimensional nature of the concept of "product quality" and the constantly changing consumer requirements for it, manufacturers are faced with the task of ensuring the required quality and managing it throughout the entire product life cycle, and this requires the availability of appropriate knowledge in the field of quality management and trained in this area of ​​specialists.

Integration of Russia into the world economic system, successful competition with other countries are inconceivable without a significant increase in the quality of domestic products. And this is possible only if improving the quality of products becomes the main task of production, in the solution of which all spheres of production and economic activity and all levels of enterprise management will be involved. This work should be supervised by qualified professionals with relevant quality knowledge at the level of international requirements.

1. The objective need for product quality management in modern conditions

The role and importance of quality is constantly growing under the influence of the development of production technologies and human needs. The rise in the level of culture and education every day makes consumers more and more picky and picky.

In ensuring competitiveness already in the 80s of the XX century. quality requirements have become decisive. More than 80% of buyers purchasing products in the world market now prefer quality to price. Experience shows: it is objectively necessary that the quality costs be at least 25-30% of the total production costs.

Opportunities for lending, investment, and the provision of benefits are associated with the quality of products. For example, in a number of European countries there are laws according to which some products are generally not allowed on the market without a quality certificate confirming compliance with the requirements of the standards of the international organization for standardization - ISO, other non-certified products should be sold half the price.

Quality is defined by the ISO standard as a set of properties and characteristics of a product or service related to its ability to fulfill stated and implied needs.

Product quality is the material basis for satisfying both production and personal needs of people, and this determines its unique social, economic and social significance. The higher the quality of the products, the more wealth the society possesses and the more material possibilities it has for its further progress.

Another formulation of the concept of quality is based on several different points of view, with the help of which it is possible to reflect the entire multidimensionality of this concept:

1.From the point of view of an objective assessment of the properties of a product, quality can be accurately measured. Differences in quality can be quantified using specific product characteristics.

2. From the point of view of the buyer, the quality of the product is determined to a greater extent by the subjective assessment of the consumer and to a lesser extent - by the characteristics of the product itself. Individual customers have different needs, and the products that best meet those needs are considered to be of the highest quality.

3. From the point of view of the manufacturing process, quality is compliance with specifications, and each deviation from them leads to a decrease in quality. The highest quality assumes a job well done, the result of which fully meets the requirements.

4. From a value for money perspective, quality is expressed in terms of costs and prices. A quality product fulfills a specific function at an acceptable price, as well as in accordance with the specification at an acceptable cost.

All these aspects of the problem are present. However, the economic aspect of quality is decisive among others, and research on other aspects will only be of practical value if carried out on an economic basis. Therefore, solving the problem of ensuring product quality requires, first of all, a clear understanding of quality as a subject of economic science.

There are the following main reasons why the problem of quality assurance is so urgent in modern production:

Quality is the main criterion for making a purchase for the most significant buyers. Losing an order due to an insufficient level of quality is much worse than due to a too high price: this way you can lose a client forever;

The quality is all-encompassing. The company implements many separate measures to counter the competition. Quality and quality management systems offer a set of measures covering all stages of the production process - product policy, planning, marketing, sales, personnel, innovation and technology - in order for the company to operate successfully in the market;

Quality is the main tool for reducing costs. It is always cheaper to do it right the first time than to fix it later;

Quality leads to the consolidation of the firm's position in the market. In open and liberalized markets, goods and services are increasingly interchangeable. The quality level of the goods becomes decisive.

Improving product quality is the most important way to increase production efficiency. Production efficiency is determined by the ratio of the results obtained and the costs incurred. Efficiency can be increased in two ways: by reducing production costs or increasing the social significance of the results of labor, which can increase not only due to an increase in the quantity of products, but also due to an increase in its quality. The first path has certain boundaries, the second is practically unlimited.

The growth of product quality has two kinds of constraints: scientific and technological achievements and the production potential of society, which determines the amount of total social labor costs required for the creation and use of products. Society is not indifferent to the amount of labor that is required to create a specific product and satisfy social needs by it. From an economic point of view, not any improvement in the quality of products is advisable, but only such that meets social needs and satisfies these needs at the lowest cost. High product quality is evidence of the achievement of maximum labor savings to meet a specific need by optimizing labor costs at the stages of production and consumption of products.

As the quality of products decreases, the need for additional labor costs in society to meet the corresponding need increases. Thus, with a decrease in the reliability and service life of technical devices, the costs of repair and maintenance increase. When it comes to household appliances, the loss of working and free time is increasing due to the need to repair it.

Improving quality provides significant cost savings for enterprises and manufacturers of products. Despite the initial costs, the cost savings are so great that firms can revise the prices of their products downward, which significantly increases their competitiveness, increasing the share of these products in the market while maintaining or even increasing profits. The analysis showed that an increase in investments in improving the quality of products by 2% at the design stage gives an increase in profits by 20%. The return on investment in improving product quality is about 900%.

Of course, the costs of ensuring and improving product quality at various firms different countries may vary significantly. In the United States, the cost of improving product quality is on average 3-5% of product sales, in Western Europe - 6-8%, in Japan - 3%.

Two aspects of products - quality and quantity, within certain limits, are interchangeable in meeting social needs. A single unit of product with a given quality level is capable of satisfying a single need. The entire volume of the satisfied demand for a given product is determined by the product of its quantity by the level of its quality. Thus, a given volume of needs can be satisfied with a smaller quantity of products with a higher quality.

In most cases, quality improvement stimulates an increase in consumption and, consequently, production. This is due to the fact that a new, higher quality is not only created to meet a higher need, but also changes the nature of existing needs or generates new ones and gives impetus to the development of social production and an increase in the standard of living of people.

There is a misconception that when there is a shortage of products, its quality fades into the background, because everything that is produced is bought. But low quality products cannot reduce the deficit, because it is able to satisfy a specific need far from completely for the entire set of consumer properties and for a short time, if such quality indicators as preservation and durability are reduced. At the same time, the required mass of goods increases.

Moreover, the low quality of this type of product can cause a shortage of other types. Thus, the shortage of passenger cars may be the result of not only limited capacities for their production, but also the low quality of the metal; a shortage of automotive fuel is a consequence of its high unit costs due to poor quality of engines; the shortage of shoes made of genuine leather is largely the result of poor quality raw materials due to poor livestock care, etc.

Improving quality is equivalent to increasing the volume of manufactured products without additional expenditure of resources. Calculations have shown that the efficiency of investments aimed at improving the quality of products is approximately 2 times higher than the efficiency of costs for increasing the volume of its production.

The surest way to meet your product needs is to improve quality.

A developed commodity market solves the quality problem simply: poor quality goods do not find a consumer. In these conditions, product quality is the main indicator of its competitiveness.

The stable position of firms in the market in a competitive environment is ensured by the stable maintenance of the quality level of the products. The constant release of high-quality products enables large corporations to receive government orders, participate in national programs and projects, which provides a guaranteed sales market.

In conditions of intense competition, the position in the market of small and medium-sized firms depends entirely on the quality of their products. If the position of large companies seems to be practically unshakable, because, having failed in the production of one type of product, they can compensate for it with success in the production of another type, then the release of low-quality products by small firms, whose nomenclature is most often limited, can lead to complete bankruptcy. In addition, small and medium-sized firms are often suppliers to large corporations, which impose strict requirements on the quality of the supplied products. The contract is concluded only with firms that have proven their ability to produce high quality products.

The decisive importance of quality in the competitiveness of products is confirmed by the following fact. In a study of 200 large US firms, 80% of those surveyed answered that product quality is the main factor for its sale. No firm put price first.

In recent years, the problem of quality in developed countries has ceased to be the concern of individual firms, but is considered as a national problem. Thus, the problem of product quality management is viewed as the most important national task in Japan, annual "quality months" are organized in the United States, national quality campaigns are being carried out in Sweden by government decision, and a nationwide five-year plan to improve product quality is being developed in Holland.

Such close attention in developed countries to the quality of products is explained by the action of the objective reasons mentioned earlier, as well as by changes in conditions, forms and methods of intensified competition for sales markets between leading firms from different countries. The catalyst is the "Japanese phenomenon" in product quality. Japanese firms have practically ousted competitors in the global market for audio and video equipment, clocks, cameras, and are squeezing out leading American and European firms in the market for automobiles and a number of other goods.

Most countries are making great efforts to improve the quality of their products and thereby defend their prestige and position in the world market in a fierce struggle against competitors from Japan. Industrial firms in various countries are adopting Japanese experience in organizing production and quality management.

The problem of quality is especially acute and requires its solution in our country. This problem is long-standing for us, it arose even in the conditions of a directive economy, when all work to ensure and improve product quality was planned and controlled from above. However, at the same time, the requirements of consumers were poorly taken into account and the quality of products was assessed by its compliance with the requirements. normative documents which most often lagged behind consumer demands. With the monopoly position of manufacturers and the absence of a powerful market incentive for qualitative growth - competition - they were not interested in improving the quality of products, in spending additional financial resources for these purposes. The situation with the quality of products was then aggravated by the growing shortage of goods, when demand more and more exceeded supply, and a consumer deprived of choice was ready to buy a product of any quality and at a dictated price (although prices were affordable). Since our manufacturers practically did not enter the foreign market (with a few exceptions), there was no external competition and there was no need to compare the quality of our goods with goods from other countries.

Now, when the market is saturated with imported goods, the quality problem has faced our producers in full growth. Without its solution, our products will not be marketed either domestically or on the world market.

2. Enterprise strategy in product quality management

Product quality management, as can be seen from the history of its development, is not just control of quality parameters and the reasons for their deviations - it is a management activity that covers the product life cycle, systematically providing strategic and operational processes for improving product quality and the functioning of the quality management system itself.

Today, most enterprises lack a conscious strategy for the implementation and development of quality systems, as evidenced by quality policies, from the content of which it is often difficult to understand what quality goals are set for the organization and, most importantly, how it is supposed to achieve these goals. At the same time, it should be noted that not only in quality management, but also in the management of organizations as a whole, the definitions of the concept "strategy" need to be clarified.

Some difficulties with the definition of the concept of "strategy" are associated with the fact that very often the strategy is understood in a meaning close to the "strategic plan". This substitution of concepts is not only incorrect in terms of terminology (why use two different terms to denote the same phenomenon?), But also poses a kind of threat to the organization. Once the organization has a mission and vision, its strategy is defined. The concept of "strategy" is historically associated with the art of leading the struggle - military, social, political. The strategist was supposed to be dealing with an intelligent, cunning, and unpredictable adversary.

An organization's strategy is a set of principles that are consistently guided by organizations in the process of their movement from an initial state to an ideal project determined by the organization's mission.

A correctly developed strategy directs the enterprise towards a long-term existence.

A manufacturer, creating a competitive product, uses various strategies:

To achieve the difference between the products of the enterprise in the eyes of buyers from the products of competitors;

Choose one of the goods planned for production, which is the most attractive for all buyers, and on this basis make a breakthrough in the market;

Find new applications for manufactured goods;

Timely withdraw economically ineffective goods from the sales program of the enterprise:

Find access to new markets, both with old and new products;

Modify manufactured goods in accordance with new tastes and needs of customers;

Regularly develop and improve the service system for the goods sold and the sales promotion system as a whole;

According to some experts, most organizations do not have a strategy for the development of quality systems, which indicates a lack of understanding by leaders of organizations of the benefits that can be obtained from the implementation and development of a quality system. In general, agreeing with this point of view, we propose to clarify its formulation: maybe it makes sense to talk not about the absence of a strategy for the implementation and development of quality systems, but about the absence of a quality management strategy (since quality management can be carried out not only on the basis of quality systems ).

Figure 2.1 presents ways to improve product quality. The impact on the quality of products occurs at all stages of its production and applies to all activities of the enterprise.

Quality management takes place at the state, regional and sectoral levels, as well as at the level of the firm (enterprise). The mechanism of product quality management is a set of interrelated objects and subjects of management, the principles, methods and functions of management used at various stages of the product life cycle and levels of quality management. It must ensure the effective implementation of the main functions of quality management, which include, first of all, such as:

forecasting market needs, technical level and

product quality;

planning to improve product quality;

rationing of requirements for product quality and standardization;

development and launching of products for production;

technological preparation of production;

organization of relationships in terms of product quality between suppliers of raw materials, materials, semi-finished products and components, manufacturers and consumers of products;

ensuring the stability of the planned level of product quality at all stages of its life cycle;

quality control and product testing;

prevention of defects in production;

in-house certification of products, technological processes, workplaces, performers, etc.;

certification of products, works, services, quality systems and production;

stimulation and responsibility for the achieved level of quality;

in-house accounting and product quality reporting;

technical and economic analysis of changes in product quality;

legal support of product quality management;

information support of product quality management;

material and technical support of product quality;

metrological assurance of product quality;

special training and professional development of personnel;

organizational support of product quality management;

technological support for product quality management;

financial support of product quality management.

Figure 2.1 - The main methods (indicators) of improving the quality and competitiveness of the company's products

To characterize the mechanism of product quality management, it is advisable to use a widespread methodological approach to the structuring of complex economic systems, which implies the allocation of a number of general, special and supporting subsystems as part of this mechanism (Fig. 2.2). Among the general subsystems of the product quality management mechanism, it is necessary to include subsystems for forecasting and planning the technical level and product quality, regulating product quality directly in production, product quality control, accounting and analyzing changes in the quality level, incentives and responsibility for quality.

The structure of special subsystems of the product quality management mechanism includes subsystems for standardization, product testing, prevention of defects in production, attestation and certification.

The supporting subsystems of the product quality management mechanism include subsystems of legal, informational, material and technical, metrological, personnel, organizational, technological and financial support for product quality management.

In the face of increasing competition, the company is forced to pay more and more attention to quality problems. Consumers of the manufactured products are becoming more demanding and expect a high level of quality at low prices. At the same time, buyers are not satisfied with only the manufacturer's statements about the level of product quality. They need confirmation and assurance that the quality has been met. And this type of guarantee becomes a certificate confirming the existence of an implemented quality system at the enterprise.

The International Organization for Standardization (ISO), a group of ISO 9000 standards for quality management and quality assurance. ISO standards are advisory in nature, but documents in the ISO 9000 series have been adopted as national standards in more than 90 countries. In Russia, the standards ISO 9001, 9002, 9003 and 10011 are currently approved as GOSTs. ISO 9000 establishes uniform international standards for the quality management system in any production or service company.

At present, the Russian Federation has formed the State Standardization System, which regulates the processes of constructing, presenting, and distributing standards (GOST, OST, TU) in our country. The composition of normative documents on standardization in force on the territory of Russia is determined in the Law of the Russian Federation On Standardization. No other documents establishing mandatory requirements for products (works, services) are not documents on standardization.

The goals of product standardization are:

Safety of products (works, services) for life, health, property and environment;

Technical and informational compatibility and interchangeability of products;

Quality in accordance with the level of development of science, technology and technology;

Unity of measurements;

Saving resources;

Safety of economic facilities, taking into account the risk of natural and technological disasters and other emergencies;

Defense capacity and mobilization readiness of the country.

The standard applies specifically to the quality system in the form of a documented sequence of actions for the implementation of the production process. It contains requirements for the construction of such a system that would ensure long-term maintenance and improvement of quality.

The main document of the quality system is the quality manual, which includes the content of the quality policy, the scope of applicability, as well as a description of the organizational structure of the enterprise, indicating responsibilities and authorities.

Figure 2.2 - The composition of the quality management mechanism

Compliance with ISO 9000 standards at the enterprise is confirmed by a certificate issued by an independent organization based on the results of certification of the quality system. Such a certificate is recognized all over the world and is a sufficient guarantee of product quality for the buyer. The presence of a certificate for the compliance of the enterprise quality system with ISO 9000 standards becomes a significant competitive advantage, can be used as a marketing tool to create an enterprise image.

In some industries, the ISO 9000 certificate is a prerequisite for the normal functioning of receiving orders. ISO 9000 standards can be applied to any company operating in any industry and in any country in the world. Only the filling of the elements of the quality system will be different

Certification is a progressive direction in the development of standardization, the most important mechanism for managing product quality.

Product certification is an activity to confirm the conformity of products to established requirements. The word "certification" (lat.) Is translated "to do the right thing."

Certification is carried out in order to:

1) creating conditions for the activities of enterprises in the commodity market of Russia, for participation in international cooperation and international trade;

2) assistance to consumers in a competent choice of products;

3) protecting the consumer from the manufacturer's bad faith;

4) control of product safety for the environment, life, health and property;

5) confirmation of the product quality indicators declared by the manufacturer.

Now in Russia there is a national certification system built in accordance with international standards and rules of ISO and IEC (International Economic Commission). Certification activities in the Russian Federation are based on the laws of the Russian Federation "On Protection of Consumer Rights", "On Certification of Products and Services" and others. regulations.

Products for which a certificate of conformity has been issued in the ROSS system (Russian certification system) is marked with a conformity mark (Figure 2.3).

Figure 2.3 - Conformity mark (Russian standard)

At present, abroad, the main proof of confirmation of conformity is the declaration of conformity provided by the manufacturer on its own behalf and under its own responsibility. In the European Union, confirmation is carried out for compliance with European directives. The result of the confirmation of conformity for the suppliers is the right to put the European safety mark (Figure 2.4)

Figure 2.4 - European safety mark

The CE mark indicates that the product is not harmful to the health of its users and is also harmless to the environment. Note, however, that the CE mark is not a product quality symbol.

Some products are said to bear some kind of “fake” CE mark, which stands for “China Export” and does not certify that the product complies with basic EU regulations. The letters C and E in these marks are closer together than in the actual EU conformity mark.

3. Product quality management systems

The term product quality is inextricably linked to such a concept as product quality management, which refers to the activities carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality. Quality management does not always mean ensuring excellence, as it is focused on the level of quality expected by the market.

The quality management process includes the main areas of activity in the field of quality and is carried out through the implementation of management functions. Figure 3.1 shows the typical stages of the product life cycle that are taken into account in the functioning of a quality management system.

Quality system

1. Marketing (search and study of risk)

2. Product development

4. Preparation and development of production processes

5. Production

6. Control

7.Packaging and storage

8. Implementation and distribution

9. Installation and operation

10. Technical assistance in service

11. Disposal

Quality planning

Quality control

Quality assurance

Improving quality

3. Logistics

Figure 3.1 - Quality system and quality loop.

The concept of a quality loop is central to the organization of all activities of an enterprise in terms of quality, which is reflected in the ISO 9000 standards. Ignoring or insufficient attention to quality at any stage of the quality loop inevitably leads to a loss of competitiveness of the products and the enterprise as a whole.

Quality management systems are an organic combination of economic, legal and other factors that affect quality. With the help of innovations, you can not only avoid conservatism and stagnation in the development of an integrated approach to quality, but also consciously and confidently move on. In quality systems, innovations are divided into two groups:

functional;

systemic.

The functional include innovations that affect the tasks of one of the quality management functions and do not require structural changes in the system. As a last resort, the need for structural changes is so small that they can be omitted.

Systemic innovations are those that affect not one, but several quality management functions and necessitate changes in the content of the system's elements. Systemic innovations may relate to one function, but the magnitude of the impact affects other functions, which leads to the need to make changes to them.

3.1 Development of product quality management systems in the USSR

The restoration and development of industry in the USSR in the 1920s, an increase in the scale of production set the task of improving control methods finished products, therefore, from that time in the USSR, statistical control methods began to be developed and introduced, special control charts and sampling methods appeared.

In the 1930s and 1940s, new requirements for the quality of products, especially for military purposes, led to the further development of certain elements of quality management and the introduction of more complex methods of ensuring it. In the post-war period, technical progress made it necessary to master and release high-quality products in a short time. This led to the creation of quality management techniques and the development of new ways to improve it.

Quality management was primarily implemented in industries that ensure scientific and technological progress - radio engineering, chemistry, aviation, rocketry.

The beginning systems approach In our country, the development and implementation in 1955 at the Saratov Aviation Plant of a system for defect-free manufacturing of products (BIP) and its delivery to the Quality Control Department and customers from the first presentation is considered to be in the management of product quality in our country (Table 3.1).

The BIP system was a complex of interrelated organizational, economic and educational measures that created favorable conditions for the manufacture of products without defects in accordance with the requirements of normative and technical documentation (NTD).

The system worked according to the principle “there is a defect - there is no defect”, not taking into account the variety of shortcomings and the different degree of their influence on the quality of the products manufactured by the enterprise.

The Lvov version of the Saratov system - the defect-free labor system (SBT) - was first developed and implemented at the Lvov Telegraph Equipment Plant and some other enterprises in Lvov in the early 1960s.

The purpose of the system is to ensure the release of products of excellent quality, high reliability and durability by increasing responsibility and stimulating each employee of the enterprise and production teams for the results of their work.

Lviv SBT, like the Saratov BIP system, extended mainly to the stage of product manufacturing.

BIP and PBT eliminated negative subjective causes; elimination of objective reasons began with the following modifications of quality systems.

The CANARSPI system (quality, reliability, resource from the first products) was developed and first introduced at the machine-building enterprises of the city of Gorky (Nizhny Novgorod) in 1957–1958. In this system, an emphasis was placed on improving the reliability of products by improving the technical preparation of production, the work of design bureaus and technologists, who accounted for 60–85% of defects discovered during the operation of products.

Table 3.1 - Development of quality systems in the USSR

The introduction of the CANARSPI system at a number of enterprises in the Gorky Region made it possible to:

Reduce the time required to bring new products to the specified quality level by 2–3 times;

Increase the reliability of manufactured products by 1.5–2 times and increase the resource by 2 times;

Reduce labor intensity and cycle of assembly and assembly works by 1.3–2 times.

Planning for improving product quality and production management according to this criterion, as well as spreading attention to quality throughout the entire product life cycle, were developed in the NORM system (scientific organization of labor to increase the motor resource).

The NORM system was developed and first introduced at the Yaroslavl Motor Plant in 1963–1964. The purpose of the system is to increase the reliability and durability of the manufactured engines.

The NORM system is based on the principle of consistent and systematic monitoring of the motor resource level and its periodic increase by increasing the reliability and durability of parts and assemblies that limit the motor resource; the main indicator in the system is the engine resource before the first overhaul, expressed in engine hours. The growth of this indicator in the system is planned.

The introduction of the NORM system made it possible to increase the resource of Yaroslavl engines before the first overhaul from 4,000 hours to 10,000 hours, increase the engine's warranty life by 70% and reduce the need for spare parts by more than 20%.

An integrated product quality management system (KSUKP) is a set of measures, methods and means by which the level of product quality corresponding to the needs of the national economy is purposefully established, provided and maintained at the main stages of the life cycle (planning, development, production, operation or consumption) and the population. The complexity of the system is also manifested in the fact that it allows you to manage quality at the main stages of the product life cycle: stages of research, design and manufacture; during the period of circulation and sale; stage of operation or consumption.

During the functioning of the KSUKP, the following tasks were solved:

Creation and development of new types of high-quality products corresponding to the best world standards;

Increase in the share of products of the highest quality category in the total volume of production;

Improving the quality indicators of products and transferring them to a higher quality category;

Timely removal, replacement or modernization of second category products;

Systematic improvement of the quality of work of teams and performers;

Ensuring the release of products in strict accordance with the requirements of NTD, that is, the planned, specified level of quality.

Within enterprises, product quality management also went along the line of covering a wider range of problems. The solution of tasks to improve the quality of products at many enterprises was linked to effective use resources. An example of such a system is the Dnipropetrovsk KSUKP and EIR (an integrated system for managing product quality and efficient use of resources).

KSUKP and EIR was aimed at obtaining maximum production volumes of products of the highest quality category through the rational and efficient use of production assets, material, labor and financial resources, strengthening the economy.

Thus, for several decades, the improvement of product quality at the enterprises of the USSR was associated with the creation of product quality management systems at them, but there was no significant shift in this area. This gave rise to the formation of the opinion that the product quality management system and, in particular, complex systems are not effective and should not be dealt with. However, such conclusions were drawn without in-depth analysis of the actual root causes of unsatisfactory product quality.

3.2 Modern product quality management systems

3.2.1 Total product quality management system

In the range of measures defined by the quality concept, along with the requirements of consumers, the requirements of such interest groups of the enterprise as investors, employees, suppliers, public associations and society as a whole were gradually introduced. In parallel with this, serious efforts were made to integrate individual approaches and management methods into the overall concept of integrated management. In this regard, the importance of process-oriented enterprise management has increased. The terms TQM and Total Quality Management System (TQMS) reflect this phase of quality management development. TQM was originally introduced by the US Department of Defense. The term arose as a result of a change in the term "Total Quality Leadership" due to the fact that the word "leadership" did not fully correspond to the interpretation of this term by the military, i.e. TQM was understood as a guide to the implementation of “total quality”.

Total Quality (TQ) is a people-centered management system whose goal is to continuously improve customer satisfaction while constantly decreasing the real value of products or services. TQ is a general (total) systems approach (not a separate area or program) and an integral part of high-level strategy. TQ is present in all functions of all departments, involving all employees from top to bottom and grabbing the supply chain and the consumer chain. TQ prioritizes learning and adapting to continuous change as the key to organizational success. The philosophy of total quality is based on scientific methods. TQ includes systems, methods and tools. Systems are subject to change, philosophy remains unchanged. TQ is based on values ​​that emphasize the importance of individual action and, at the same time, the strength of the team.

The goal of TQM is to achieve long-term success by maximizing the satisfaction of the needs of consumers, employees and society.

TQM objectives: continuous improvement of quality through regular analysis of results and adjustments of activities, complete absence of defects and non-production costs, fulfillment of the target on time.

TQM tactics: prevention of the causes of defects; involvement of all employees in quality improvement activities; active strategic management; continuous improvement of product and process quality; the use of scientific approaches in solving problems; regular self-assessment.

TQM methodological tools: data collection tools; data presentation means; methods of statistical data processing; general management theory; theory of motivations and psychology of interpersonal relations; economic calculations, system analysis production, management by planning.

The differences between the basic principles of traditional quality management and the Total Quality Management system are shown in Table. 3.2.

Table 3.2 - Differences between the basic principles of the traditional quality management system and the TQM system

Thus, TQM is both an overarching philosophy of administration and a set of tools and techniques for applying it.

Quality control circles play an important role in improving the quality and organization of work. Such a circle is a group of workers from one production site: the number of participants is usually from 4 to 8 people. A large number, as experience shows, does not give the opportunity to "express" each participant. The circle gathers, as a rule, 1 - 2 times a week in work time(and often during non-working hours) for 1-1.5 hours to identify problems affecting production efficiency and product quality, and prepare proposals for their elimination.

The main difference between such circles from individual innovation is not only in collective work, but also in its purposefulness, and most importantly, in the existence of a single methodological base. All members of the circles are trained in methods of statistical quality control, problem analysis and development of optimal solutions. As a result, it becomes possible to meaningfully analyze production problems, assess the impact of each of them on the quality and efficiency of work, develop specific solutions and implement them with the help of the enterprise administration.

However, the results of the activities of the quality control circles are not limited to the direct economic effect. Much more important is the indirect effect, which is expressed by the creation of a moral and psychological climate conducive to activating the activities of workers to improve the organization of labor in their own area. The use by Japanese firms of a system of material and moral incentives, and the obsessive propaganda of formed behavioral stereotypes gradually accustom to the need for intensive work with high quality.

3.2.2 "JIT" system

This is a new form of just in time organization, literally meaning just in time production. Its fundamental meaning is zero inventory, zero rejections, zero defects. Read more JIT is a technology that means reducing the inventory of materials by supplying parts to each production area at the moment when they are needed there. This technology is also called just-in-time. There is not much wisdom here, simply speaking, it is a struggle for the elimination of warehouses of components and ideally supplied supply from subcontractors and suppliers. For example, the "safety margin" of Toyota warehouses is two to three hours on average, for a number of nodes slightly higher - a maximum of half a day. For comparison: for American automobile concerns, this figure is at least a month or more. Warehousing for future use is wasted money, time and irrational use of space - this is the principle of Toyota.

However, the transition to JIT is not an easy task. This system challenges the traditional organization of production, having a particularly strong impact on four of its areas:

material and technical supply management;

the structure of the production center;

supplier-consumer relationship;

relations "management - direct production".

Ultimately, the JIT system is aimed at integrating and automating each stage of production, from design to customer warranty service. This trend is characterized by design based on production capabilities, automated production and quality control using computers. In fact, JIT experts even oppose its implementation until the above requirements are fully met.

Inventory control is a kind of cornerstone of JIT manufacturing. Reducing these by replacing high-volume production with small-volume production and eliminating any stock that inhibits production is often the first step in implementing this method. The next important step is to gradually reduce the number of parts in stock, discover hidden problems and conduct production with a minimum inventory. How to proceed with this? It all depends on your decision - either you reduce wasted set-up time, or increase the speed of the machine, or replace equipment.

JIT promotes small batch production by allowing the product range to change daily in response to demand. Before the introduction of flexible manufacturing systems (FMS), small-scale production was considered unprofitable due to the fact that it was too expensive to install the appropriate automatic equipment for short-term operation. However, today the State Border Service is convinced that small-scale production is economically justified and technically possible, up to the manufacture of a product in a single copy. The JIT system makes the changeover of equipment for the manufacture of different parts economical both in terms of cost and time. In addition, when switching from the production of one type of part to another, costs can be significantly reduced by changing only the manufacturing (assembly) program, and not replacing equipment units, i.e. without stopping production. With the JIT concept, the transition from groups of machines to production cells allows the maximum use of another production organization - group technology. According to the traditional method, a company producing, for example, integrated circuits, can group all equipment together, for example, for assembling components in one part of the plant, annealing furnaces will be in another part, etc. The sectional construction of production leads to the rejection of the group arrangement of equipment and the creation of several cells, each of which will have one machine of each type, placed sequentially in accordance with the technological process.

Sectional technology allows the operator to exercise more complete control over the production process at all stages. Since with the JIT system, the part is always in the production process, and does not lie in the accumulators, sectional production is more efficient if workplace organized in a U-shape, not in a line. This arrangement of the workplace saves space and allows the operator to move faster from machine to machine. Reconstruction of workplaces in the cell also saves changeover time.

When introducing the JIT system into production, difficulties arose with attracting suppliers whose activities did not meet the set requirements. The subcontractors had to provide defect-free products, since there was no incoming quality control. But these problems were smoothed out thanks to constant contact with suppliers and the strengthening of mutual understanding. It is believed that JIT will change the nature of competition: it is more likely that the supplier that will supply quality products will survive, rather than the one that will fight for the price.

3.2.3 Integrated Product Quality Management System (CQMS)

This system was developed in the USSR in the late 70s. XX century based on the generalization of best practices in the field of quality management of leading enterprises and industries and is documented in the form of a system of state standards. According to GOST 15467-79, the KSUKP establishes, ensures and maintains the required level of product quality during its development, production and operation, carried out through systematic quality control and targeted impact on conditions and factors affecting product quality.

Product quality management should be considered as a system of conditions, processes and factors that affect quality and ensure its planned level in the development, production, operation or consumption of products.

The organizational and technical base of the KSUKP is a set of enterprise standards. The standards included in it regulate the order of all work on which the high quality of products depends, make it possible to organize the rational and efficient use of material and labor resources, to focus the attention and efforts of workers of all categories to improve the quality of labor and products. In other words, enterprise standards establish WHAT, WHO, WHERE, WHEN and HOW should be done. They are the law for every employee - whether he is a director of a company or an ordinary executive.

Conclusion

The quality of the products manufactured at the enterprise is an important factor in the activity in the market conditions, since it ensures the expansion of market segments, the prosperity of the enterprise, and the growth of profits.

International experience shows that it is advisable to carry out quality improvement work within the framework of system management, which covers the entire product life cycle - from design to consumption and disposal.

The role and importance of improving product quality for our country at the present stage of social and economic transformations is an urgent task. In Russia, the quality management system is in the making. For the effective operation of the product quality management system, there must be harmony of all components that affect product quality. The operation of such a system should be supervised by qualified specialists with relevant knowledge in the field of quality at the level of international requirements.

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Organization of a quality management system

At the initial stage of organizing the system, it should be unambiguously understood that any activity, including quality management, is primarily an interaction according to the "man - machine - information" scheme.

The system is a model of activity according to the "man - machine - information" scheme, directing the efforts of people, mechanisms and information process to achieve a specific general task.

Many firms, regardless of the degree of information support, have always been guided in their activities by a general quality model that performed the functions of a quality management system. In the past, systems were built on a random basis, quality control was irregular, equipment was rarely installed, and work assignments were not tied to the entire production activities, information processing was not always complete, the principles of planning and management of the entire system were not developed at all, and quality costs were not directly controlled by management.

Subsystems of an integrated quality management system

System planning in a company includes the preparation of documentation for various subsystems that make up an integrated system. Activities within the systems are subject to change. However, individual subsystems are necessarily included in quality management systems. Subsystems are presented below.

Assessment of the quality of the prototype

The analysis of the design of the product and the production process providing for the manufacture of this product that meets the requirements of the consumer is carried out using special techniques developed for this purpose. The engineering design department analyzes its projects taking into account the proposals prepared by other divisions of the firm. The same analysis of the manufacturing process is required from the production department.

The product is assessed, whenever possible, under actual operating conditions.

The process of evaluating a prototype is accompanied by the solution of such important tasks as determining the main quality indicators and their classification, analyzing documentation, identifying and eliminating production deficiencies, solving quality problems before starting production, as well as bringing the project or process into due compliance with the requirements of regulatory documents

Planning product quality and production process

Plans to assess, achieve and control the planned quality of a product are developed prior to manufacturing at the design stage of the manufacturing process and product. This requires an analysis of the requirements for the quality of the product in order to determine the quality indicators to be measured, the measurement methods, the degree of measurement accuracy, the stage of the technological process during which it is necessary to carry out the measurements, the measurement boundaries and the appointment of those responsible for performing these operations.

Control, assessment and planning of the quality of the material supplied by the supplier

The developed procedures make it possible to clearly formulate the requirements for the quality of the supplied material, bring the classification of quality indicators to the attention of the supplier and determine their significance. Suppliers use appropriate procedures to verify the quality of shipped batches and objectively measure the quality characteristics of each batch.

With the help of other procedures, the consumer evaluates the quality of the supplied material, provides information on the quality of supplies, checks the methods and equipment used by the supplier to measure quality characteristics, conducts incoming control and laboratory tests.

The supplier must be aware of all quality indicators that the consumer attaches particular importance to. The consumer evaluates the input quality and provides the supplier with the feedback necessary to adjust his product or technological processes.

Assessment of product quality, production process and their control

The procedures within this subsystem ensure the implementation of the products and the production process of the planned quality. These procedures are related to the activities of production personnel.

Obtaining feedback on product quality

Quality feedback is essential for professionals in various functional areas.

Equipment giving information about product quality

The quality measurements required for quality control are determined during product quality planning and manufacturing process design. Planning also includes determining the measurement methods and the type of instrumentation used. Within the framework of the considered subsystem, procedures are determined to ensure the supply of instrumentation. These activities include researching the needs of the firm for measuring equipment, taking into account the release of new products, the introduction of new processes, the improvement of product quality and the need to reduce the cost of quality. Special studies are being carried out to develop new measurement methods and their inclusion in an automated production process. The definition of procedures that ensure the improvement of equipment that gives information about the quality of products is also the scope of this subsystem.

Quality assurance training, orientation and staff development

This subsystem ensures the improvement of "human, capabilities" in the quality management system. This process covers not only the employees of the company who are directly responsible for the quality, but also the employees, on whose qualifications the quality of the products depends.

Training programs for personnel not directly involved in the quality management process include familiarization with production technology, quality management principles, methods and procedures for quality management in the production process, specialized training for design engineers, process engineers, consumers, suppliers in quality management methods and other basics. in this area.

Training programs for personnel directly involved in the quality management process include: studying the fundamental principles of quality management, defining tasks for students; organizing and conducting consultations; classes in courses organized and subsidized by the firm; participation in professional societies; classes in refresher courses; continuous training by correspondence; reading articles published in various periodicals, bulletins, and publishing their own. The effectiveness of training, orientation and professional development of personnel is determined by the contribution of each employee to solving the problems facing the enterprise in the field of quality. The availability of capable candidates for vacant positions is also an indicator of the effectiveness and timeliness of training.

Warranty service

The product purchased by the consumer must meet its purpose. In addition, when purchasing a product, the consumer expects a certain period of its operation. If the product does not meet its functional purpose within the guaranteed period, the company is responsible to the consumer for its provision. The implementation of tasks in this area is entrusted to the subsystem under consideration. Procedures developed to ensure that appropriate measures are taken and the necessary Maintenance, ensure that customer complaints are dealt with in a positive way.

Quality management

This subsystem includes the procedures used by the management to fulfill the tasks facing him in the field of production organization, determine the measures to ensure the improvement of product quality.

Conducting special studies in the field of quality

The scope of this subsystem covers the development of procedures and methods that both identify specific quality problems and resolve them.

Section 4. Enterprise development

A way of confirming that the company has implemented the HACCP system, i.e. has all the conditions and fulfills the necessary requirements for the release of safe products, its certification serves, which in the Republic of Belarus is carried out by accredited bodies for certification of quality management systems based on risk analysis and critical control points. Certification of HACCP systems ensures that all activities within the organization that may affect the quality and safety of products are consistently identified (documented), effectively implemented and comply with the requirements of Regulation (EC) No. 8522004 of the European Parliament and of the Council of April 29, 2004 "On hygiene food products "and STB 1470-2004" Quality systems. Food quality and safety management based on risk analysis and critical control points. General requirements ".

The creation and implementation of food quality and safety management systems based on the principles of HACCP allows:

to reduce the level of risk of danger to the health and life of consumers when eating food, to increase consumer confidence;

provide a systematic approach to production control, including control of all safety parameters of products from the receipt of raw materials to the stage of consumption;

reduce the cost of quality control of finished products by switching from selective control of finished products to preventive actions;

to promote international trade, especially with countries where a certified HACCP system is mandatory;

provide additional opportunities for integration with MS ISO 9000 series;

create a favorable image and increase confidence in the company and its products. Implementation of the HACCP system at an enterprise can be autonomous or joint, by

by integrating it into the existing or being developed at the enterprise quality management system that complies with STB ISO 9001-2001.

Joint implementation and certification of the HACCP system and the quality management system that meets the requirements of STB ISO 9001-2001, ensures high efficiency of process management at the enterprise, the completeness of meeting HACCP requirements, saving financial resources and time.

Currently, the technical committee ISO / TC 34 " Food products"the international standard ISO 15161: 2001" Recommendations for the application of ISO 9001: 2000 in the food industry "has been developed, which can be used by food enterprises when creating a HACCP system.

4.5.3 Quality management system

Quality management system Is a set of organizational structure, methodologies, processes and resources necessary for the implementation of overall quality management. The quality system is created and implemented at the enterprise as a means of ensuring the implementation of the quality policy - the achievement of the set strategic goals.

4.5.3.1 Milestones in the development of quality systems

In the process of evolution of ideas about quality, business processes went through the following stages (Fig.5.9) with the focus of actions:

for quality control (QC);

quality assurance (about TO );

quality cost (C TO );

quality control ( UK).

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Rice. 13. Evolution of quality components

In quality control, the main focus of actions is on the product, of course, at the same time, product control systems were organized and developed according to its quality parameters.

At the stage of quality assurance, the main focus of actions is on the process, control of the parameters of technological processes in time. This was already the process of creating quality, it was at this stage that theoretically the development and the beginning of practical application statistical methods of control and regulation.

At the stage of focusing actions on the cost of qualities, the main attention, in addition to the previous stages, was paid to the structural organization of quality assurance systems, optimization of costs for quality assurance, which was caused by the need for competition and the development of the consumer market.

Perfection economic methods quality management, the most important of which is given to measurement, forecasting, planning and incentives for improving quality, not only fits into the general program of using economic methods of managing business processes in organizations, but also contributes to strengthening the effectiveness of these methods in increasing the efficiency of social production.

Hence, quality management should be viewed as an independent, complex function of business process management, designed to provide an effective solution to increase the productivity of the organization.

Evolution proceeds in a spiral, with constant intensification, depending on the goal, stages of direction.

In order for one or another designed and documented quality system, including process control, to work, you need to:

a) use means of motivation for personnel; b) train him on both professional issues and quality management issues.

c) build the right relationship with consumers; d) learn how to manage suppliers in such a way as to receive the necessary

products of a predetermined quality.

In the history of the development of documented systems of quality, motivation, learning and partnerships, five stages can be distinguished.

The first stage corresponds to the beginning of the systems approach, when the Taylor system appeared (1905). It established the requirements for the quality of products (parts) in the form of tolerance fields or specific templates configured for the upper and lower tolerance limits - checkpoints and

Section 4. Enterprise development

no-pass calibers. To ensure the successful functioning of the Taylor system, the first quality professionals were introduced - inspectors (in Russia - technical inspectors). The incentive system included fines for defects and defects, as well as dismissal. The training system was reduced to professional training and training to work with measuring

and control equipment. The relationship with suppliers and consumers was built on the basis of the requirements established in technical conditions(TU), the implementation of which was checked during acceptance control (input and output). All the features of the Taylor system noted above made it a quality management system for each individual product.

Taylor's system gave an excellent mechanism for managing the quality of each specific product (part, assembly unit), but production is a process. And it soon became clear that it was necessary to manage the processes.

Second phase. In 1924 in BELL Telephone Laboratories(AT&T Corporation) a group was formed under the leadership of R.L. Jones, which laid the foundations statistical office quality. These were the development of control charts by Walter Schuhart, the first concepts

and sampling quality control tables developed by G. Dodge and G. Rooming. These works served as the beginning of statistical methods of quality management, which later, thanks to E. Deming, became very widespread in Japan and had a very significant impact on the economic revolution in the country.

Quality systems have become more complex as they include services using statistical methods. The quality problems faced by designers, technologists and workers became more complex, because they had to understand what variation and variability are, and also know what methods can be used to reduce them. A specialty has appeared - a quality engineer who must analyze the quality and defects of products, build control charts, etc. In general, the emphasis from inspection and detection of defects was shifted to their prevention by identifying the causes of defects and their elimination based on the study of processes and their management. Labor motivation has become more complex, since now it was taken into account how accurately the process is set up, how certain control charts, regulation charts are analyzed

and control. Training in statistical methods of analysis, regulation and control has been added to vocational training. The supplier-consumer relationship has also become more complex. In them, standard tables for statistical acceptance control began to play an important role.

Stage three. In the 1950s, the concept of total (total) quality management - TQC was put forward. Its author was the American scientist A. Feigenbaum. TQC systems have developed in Japan with a strong emphasis on the use of statistical methods and the involvement of personnel in quality circles. The Japanese themselves have long emphasized that they use the TQSC approach, where the letter S stands for (statistical). At this stage, documented quality systems appeared, establishing responsibilities and authorities, as well as interaction in the field of quality of the entire management of the enterprise, and not just quality service specialists. Motivation systems began to shift towards the human factor. Material incentives decreased, moral incentives increased. The main motives for high-quality work were teamwork, recognition of achievements by colleagues and management, the firm's concern for the future of the employee, his insurance and support for his family. More and more attention was paid to studies. In Japan and South Korea, workers study on average from several weeks to a month, using, among other things, self-study.

Of course, the implementation and development of the TQC concept in different countries the world was carried out unevenly. Japan has become a clear leader in this matter, although all the basic ideas of TQC were born in the United States and in European countries. As a result, Americans and Europeans had to learn from the Japanese. However, this training was accompanied by innovations. European countries have begun to pay great attention to documenting quality assurance systems and their registration or certification by a third (independent) party. Especially noteworthy is the British standard B5 7750, which significantly raised the interest of Europeans in the problem of quality assurance and certification of quality systems. Supplier-customer relationship systems are also beginning to provide for third-party certification of products. At the same time, the quality requirements in contracts have become more serious, and guarantees of their fulfillment have become more responsible.

Section 4. Enterprise development

Domestic product quality management systems It should be noted that the stage of development of systemic, integrated quality management is not

passed by the Soviet Union. Many domestic systems were born here.

Among them: Saratov system of defect-free manufacturing of products (BIP); Gorky CANARSPI system; Yaroslavl NORM (scientific organization of work to increase the motor resource), created in the Yaroslavl association "Autodiesel"; Rybinsk NOTPU (scientific organization of labor, production and management), developed at the Rybinsk motor-building plant.

In the early 50s, a number of product quality management systems were formed at the enterprises of the Soviet Union.

1.Saratov system of defect-free manufacturing and delivery of products to quality control department from the first presentation (BIP). This system appeared in 1955. The significance of this system consisted in the fact that through a quantitative criterion, i.e. the percentage of delivery from the first presentation was assessed by the quality of work. Responsibility for quality was assigned to the direct executors. For this, certification was carried out quality control inspectors and workers employed in the main technological operations... Quality commissions were constantly operating. However, the Saratov system did not include quality control and management at the stages of development, design, implementation and operation of products.

2.NOTPU is characterized by the complex use of methods of scientific organization of labor, production and management with continuous improvement of technology and technological equipment for each workplace and for the enterprise as a whole. Provided quantitative assessment the level of labor organization, production and management within the enterprise, workshops, sections.

3. Gorky CANARSPI system (quality, reliability, resources from the first

lia) appeared in 1957-1958. In this system, along with the elements of defect-free manufacturing of products and their delivery from the first presentation, great attention was paid to the quality of products at the stage of design and development in production. One of the best is the KANARSPI system (quality, reliability, resource from the first products), which is obviously ahead of its time. The system included a complex of engineering and organizational arrangements ensuring the production of high quality and reliable products from the first industrial designs. Salient features CANARSPI were:

Complexity of tasks to ensure product quality;

The search character of the system, which implies the comprehensive development of research aimed at improving the quality of products and the development of design, technological and testing services of the enterprise;

Organization of work to obtain objective and timely information on the quality of manufactured products;

Intensive use of the pre-production period to identify and eliminate the causes that reduce the quality of products; carrying out design and technological development in the process of creating a serial sample;

Active participation of the manufacturer and operating organizations in improving the design of the product and increasing the technological level of its operation; |

Versatility, i.e. the possibility of using in various industries. Many principles of CANARSPI are still relevant today. The author of the system was the chief engineer

ner of the Gorky Aviation Plant T. F. Seyfi. He was one of the first to understand the role of information

and knowledge in quality management, shifted the emphasis on quality assurance from production to design, attached great importance to testing. It is fair to consider TF Seyfi an outstanding specialist in the field of quality management, and his name should stand next to such names as A. Feigenbaum, G. Taguti, E. Schilling, H. Wadswardt.

4. Yaroslavl and Kremenchug machine builders, developing the experience of Saratov and Gorky residents,

v 1963 developed and implemented NORM system - the scientific organization of work to increase the motor life of engines. A new element has appeared in the Yaroslavl system - management of communications between consumers and engine designers.

5. Minsk machine builders suggested, on the basis of experience, further improvement of the system by assessing the quality of engineering and technical work. Association "ZIL" and machine-tool plant

Section 4. Enterprise development

"Red Proletarian" suggested using enterprise standards in quality management, taking into account the engineering support for the preparation and production of high-quality products.

6. At Lviv enterprises in 1964. the system appeareddefect-free labor (SBT)... The quality factor was taken as the criterion for assessing the work of employees. This made it possible to quantitatively evaluate and compare the level of labor quality not only of production workers, individual workers and employees, but also the whole team of brigades, sections, workshops and enterprises. In 1971. this system was approved by the USSR State Standard and the USSR State Committee for Science and Technology

7. In 1972-1973 biennium formed integrated product quality management system - KS UKP , which has passed an experimental test at the leading enterprises of Lviv, has received wide recognition and distribution. Since that time, KS UKP has been widely used at all enterprises of various branches of the machine-building industry, gradually integrating with ISO. Basic principles of construction of the CC UKP:

1) The initial principle of the construction of the CC UKP is its organic connection with the system of management of the national economy as a whole.

2) Product quality management is carried out at all levels - intersectoral, sectoral, associations and enterprises.

3) The functions of the CC PCD, determined on the basis of a systematic approach, include:

collection of information about the state of the control object;

forecasting and planning the needs of the future quality level

products;

making decisions on improving product quality and formalizing standards;

organization of the implementation of the adopted decision;

development and launching of products for production, organization of the Chamber of Commerce and Industry, MTS, metrological support and quality control;

selection, placement, education and training of personnel;

stimulation of product quality improvement.

4) Product quality management is carried out at all stages of its life cycle - research and design, manufacturing, circulation. implementation and operation.

5) Product quality management is carried out on the basis of the development and implementation of interrelated technical, organizational, environmental and social measures to improve product quality (the principle of complexity).

6) The quality management system includes an objective daily assessment of the growth of labor productivity, the efficiency of the quality of work and products at each workplace and the entire team based on the quality factor.

7) CC UKP combines state and public management methods. It is based on the production and social activity of the working people and on widespread competition for improving the quality of products. The organizational methodological basis quality management is SCAC. At the level of cross-sectoral quality management, GOSTs are used, at the industry level - OST, at the level of enterprises - STP.

Stage four. In 1970-1980, the transition from total quality management to total quality management (TQM) began. At this time, a series of new international standards for quality systems appeared:

ISO 9000 (1987) standards that have had a very significant impact on management and quality assurance:

MS 9000 "General quality management and quality assurance standards";

MS 9001 "Quality systems. Model for quality assurance in design and / or development, production, installation and service";

MS 9002 "Quality systems. Model for quality assurance in production and installation

MS 9003 "Quality systems. Model for quality assurance in final inspection and testing";

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MS 9004 "General quality management and elements of a quality system. Guidelines", as well as the terminological standard MS 8402.

V 1994 a new version of these standards was released, which expanded mainly the MS standard 9004-1, -2, -3, -4, paying more attention to issues of quality assurance of software products, processed materials, services.

If TQC is quality management in order to meet the established requirements, then TQM is also the management of goals and the requirements themselves. TQM also includes quality assurance, which is interpreted as a system of measures that makes the consumer confident in the quality of the product.

The TQM system is a comprehensive system focused on continuous quality improvement, minimization of production costs and delivery on time. The main ideology of TQM is based on the principle - there is no limit to improvement. When it comes to quality, the goal is zero defects, zero waste, and just-in-time deliveries. At the same time, it is realized that it is impossible to reach these limits, but one must constantly strive for this and not stop at the achieved results. This ideology has a special term - "continuous quality improvement".

V the TQM system uses quality management methods adequate to the objectives. One of the key features of the system is the use of collective forms and methods of searching, analyzing and solving problems, constant participation in improving the quality of the entire team.

V TQM significantly increases the role of human and personnel training. Motivation reaches a state where people are so passionate about work that they give up part of their vacation, stay late at work, and continue to work at home. A new type of worker is emerging - workaholics. Training becomes all-encompassing and continuous, accompanying employees throughout their entire labor activity... The forms of education are changing significantly, becoming more and more active - business games, special tests, computer methods, etc. are used. Learning is also becoming a part of motivation. For a well-trained person feels more confident in a team, is capable of the role of a leader, has advantages in a career. Special techniques for developing the creative abilities of employees are being developed and used.

The relationship between suppliers and consumers is strongly influenced by the certification of quality systems for compliance with ISO 9000 standards.

The main goal of quality systems built on the basis of the ISO 9000 series is to ensure the quality of products required by the customer, and to provide him with evidence of the company's ability to do so. Accordingly, the mechanism of the system, the methods and tools used are focused on this goal. However, in the ISO 9000 series, the target is economic efficiency it is expressed very weakly, and the timeliness of deliveries is simply absent.

But, despite the fact that the system does not solve all the tasks necessary to ensure competitiveness, the popularity of the system is growing like an avalanche, and today it takes a strong place in the market mechanism. An external sign of whether the enterprise has a quality system in accordance with the ISO 9000 series is a certificate for the system. As a result, in many cases, the company has a certificate for the quality system became one of the main conditions for its admission to tenders for participation in various projects. The certificate for the quality system is widely used in the insurance business: since its presence indicates the reliability of the enterprise, the enterprise is often provided with preferential insurance conditions.

Fifth stage. In the 1990s, the influence of society on enterprises increased, and enterprises began to take into account the interests of society more and more. This led to the emergence of ISO 14000 standards, which establish requirements for management systems in terms of environmental protection and product safety. Certification of quality systems for compliance with ISO 14000 standards is becoming no less popular than for compliance with ISO 9000 standards. The influence of the humanistic component of quality has significantly increased. The attention of enterprise managers to meeting the needs of their personnel is increasing.

Thus, the Big Three American automobile companies developed in 1990 (1994 g.

- second edition) QS 9000 "Requirements for quality systems". Although it is based on the ISO 9001 standard, its requirements are strengthened by industry (automotive) and