Organizational issues of quality management. Quality management at the enterprise: standards, stages of implementation, tips

Serious competition has led to the development of quality improvement programs in countries with developed market economies. There was a need to develop objective indicators to assess the ability of firms to produce products with the required quality characteristics. These objective indicators constitute the so-called enterprise quality system.

According to Okrepilov V.V., product quality management at an enterprise is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality. These actions include input, operational, acceptance and inspection controls.

With the development of economic reforms in Russia, more and more attention is paid to quality.

At present, one of the serious problems for Russian enterprises is the creation of a quality system that makes it possible to ensure the production of competitive products. The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.

The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs. The consumer wants to be sure that the quality of the supplied products will be stable and sustainable.

In the theory and practice of quality management, two problems are identified: product quality and quality management.

Quality assurance is costly. Until recently, the bulk of the cost of quality accounted for physical labor. But today the share of intellectual labor is high.

The problem of quality cannot be solved without the participation of scientists, engineers, managers. There should be a harmonious combination of all components of professional influence on quality.

The importance of product quality lies in the fact that only high-quality products open the export road to solvent Western markets. Special competitions are called upon to play a major role in ensuring the quality of products of Russian manufacturers and their successful competition in world markets.

Various kinds of competitions with the awarding of honorary awards to their winners are widely used in world practice.

The quality system is created to manage the quality of the production of works directly related to product quality (assessment of the quality of development and design of implemented products; incoming materials; control over ensuring the technological accuracy of equipment used in the production of products; control over the quality of technological processes, timely detection of defects, etc. .d.).

The quality system of an enterprise should take into account the characteristics of the enterprise, ensure the minimization of costs for product development and its implementation. The consumer wants to be sure that the quality of the product will be stable and sustainable.

The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.

To help organizations implement and maintain effective quality systems, a number of standards have been developed under the general name ISO 9000.

The International Organization for Standardization defines quality (ISO-8402 standard) as the totality of properties and characteristics of a product or service that gives it the ability to satisfy stated or implied needs. This standard introduced such concepts as "quality assurance", "quality management", "quality spiral". Quality requirements at the international level are defined by the ISO 9000 series standards. The first edition of the international standards ISO 9000 series came out in the late 1980s and marked the emergence of international standardization to a qualitatively new level. These standards have intruded directly into production processes, management areas and set clear requirements for quality assurance systems. They initiated the certification of quality systems. There was an independent direction of management - quality management. Currently, scientists and practitioners abroad associate modern quality management methods with the TQM (total quality management) methodology - universal (all-encompassing, total) quality management.

The ISO 9000 series standards established a unified globally recognized approach to contractual conditions for assessing quality systems and at the same time regulated the relationship between manufacturers and consumers of products. In other words, ISO standards are a rigid focus on the consumer with strict adherence to the production culture.

To improve the performance of the organization, eight principles of the quality system are defined in the quality standards:

1. Orientation to the consumer.

Businesses depend on their customers and must understand their present and future needs, meet their requirements and strive to exceed their expectations.

2. Leadership of the head.

To ensure the unity of purpose and direction of the organization, the leader must create and maintain an internal environment in which employees are fully involved in solving the problems of the organization.

3. Involving employees in the work of the quality system to get the most benefit from their abilities.

4. Process approach.

The desired outcome is all the more effective when activities and resources are managed as a process.

5. System approach to management.

Understanding interconnected processes as a system improves the efficiency of organizations.

6. Continual improvement in the performance of the organization as a whole should be seen as its permanent goal.

7. Decision making based on facts.

8. Mutually beneficial relationships with suppliers.

These eight quality management principles form the basis for quality system standards.

Quality management systems can help organizations improve customer satisfaction.

Consumers need products that meet their needs and expectations. These needs and expectations are usually reflected in product specifications and are generally considered customer requirements. Requirements may be specified by the customer in a contract or defined by the organization itself. In any case, the acceptability of the product is ultimately determined by the consumer. As consumer needs and expectations change, organizations are also under pressure from competition and technological change to continually improve their products and processes.

A systematic approach to quality management encourages organizations to analyze customer requirements, identify processes that contribute to obtaining products acceptable to customers, and maintain these processes in a controlled state.

The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully comply with the requirements.

Analysis of the works of Akhmin A.M. allows us to conclude that the approach to the development and implementation of a quality management system consists of several stages, including:

a) establishing the needs and expectations of customers and other interested parties;

b) development of the organization's quality policy and objectives;

c) establishing the processes and responsibilities necessary to achieve the quality objectives;

d) establishing and determining the necessary resources and providing them to achieve quality objectives;

g) developing methods to measure the effectiveness and efficiency of each process;

e) applying these measurements to determine the effectiveness and efficiency of each process;

g) determining the means necessary to prevent nonconformities and eliminate their causes;

i) developing and applying a process for continual improvement of the quality management system.

This approach is also used to maintain and improve the existing quality management system.

An organization that adopts the above approach builds confidence in the capability of its processes and the quality of its products, and provides a basis for continual improvement. This can lead to increased customer and other interested party satisfaction and organizational success.

The processes required for a quality management system should include management, resource management, product life cycle and measurement processes.

The quality management system documentation should include:

a) documented statements of quality policy and objectives;

b) quality manual;

c) documented procedures;

d) documents necessary for the organization to ensure effective planning, implementation and management of processes.

Top management should ensure that there are certifications and commitments to develop and implement the management system.

quality, as well as continuous improvement of its effectiveness through:

a) communicating to the organization the importance of meeting customer, statutory and regulatory requirements;

b) development of a quality policy;

c) ensuring the development of quality objectives;

d) conducting a management review;

e) providing the necessary resources.

Top management should ensure that the quality policy:

a) is consistent with the objectives of the organization;

b) includes a commitment to meet requirements and continually improve the effectiveness of the quality management system;

c) created the basis for setting and analyzing quality goals;

d) has been brought to the attention of the personnel of the organization and is understandable to him;

e) analyzed for continued suitability.

The organization's top management should ensure that quality objectives, including those necessary to meet product requirements, are established at appropriate departments and levels. Quality objectives should be measurable and consistent with the quality policy.

Top management shall review, at planned intervals, the organization's quality management system to ensure its continued suitability, adequacy and effectiveness. The review should include an assessment of opportunities for improvement and the need for changes to the organization's quality management system, including the quality policy and objectives.

The task of the organization is to determine and provide the resources required to:

a) implementing and maintaining the quality management system and continuously improving its effectiveness;

b) improving customer satisfaction by meeting their requirements.

Personnel performing work affecting product quality must be competent in accordance with their education, training, skills and experience.

The organization must:

a) determine the necessary competence of personnel performing work that affects product quality;

b) provide training or take other actions to meet these needs;

c) evaluate the effectiveness of the measures taken;

d) ensure that its personnel are aware of the relevance and importance of their activities and their contribution to the achievement of quality objectives;

e) maintain appropriate records of education, training, skills and experience.

The control system needs to define, provide and maintain the infrastructure needed to achieve product compliance.

To do this, you need to define:

a) requirements specified by customers, including requirements for delivery and post-delivery activities;

b) requirements not specified by the customer, but necessary for a specific or intended use, when known;

c) legal and other mandatory requirements related to the product;

d) any additional requirements specified by the organization.

In the field of quality management, it is important to analyze the requirements related to the product. This review should be carried out prior to the organization's commitment to deliver product to a customer (e.g. participation in tenders, acceptance of contracts or orders, acceptance of amendments to contracts or orders) and should ensure:

a) definition of product requirements;

b) negotiation of contract or order requirements that differ from those previously formulated;

c) the organization's ability to meet specified requirements.

Records of the results of the analysis and subsequent actions arising from the analysis should be maintained.

If customers do not make documented requirements, the organization shall confirm them with the customer before acceptance.

If product requirements change, the organization shall ensure that the relevant documents are corrected and that the affected personnel are made aware of the changed requirements.

Fundamental to the organization is the identification and implementation of effective customer communication measures relating to:

a) product information;

b) passing inquiries, contract or order, including amendments;

c) customer feedback, including customer complaints.

In addition to the costs of designing and manufacturing a product, they include the costs of customer service and maintaining a given level of quality during the warranty period. All listed costs are the total costs of the supplier. The difference between the selling price and its cost is equal to the income from the sale of one product.

Traditionally, quality costs were determined by summing the costs of the producer and the consumer. This point of view on the cost of quality in determining the optimum cost of quality does not reflect new realities and does not allow seeing the benefits for the manufacturer, for example, increasing profits by increasing the value of the product for the consumer or increasing the cost of rejection prevention by reducing the costs of control and inspection.

The development of engineering and technology over the last two decades of the twentieth century has made it possible to create industries that provide a minimum variation in product parameters through the introduction of new methods of product design, production preparation, new technologies and quality management.

According to researchers, about 80% of all defects that are detected during the production and use of products are due to the insufficient quality of the processes for developing the product concept, designing and preparing for its production. Approximately 60% of all failures that occur during the warranty period of a product are due to erroneous, hasty and imperfect development.

ISO 9000 series, TQM, LSUK allow you to create a product with a high level of quality at an early stage of the product life cycle. The producer of goods (services) needs to know the costs in order to have information for making the best decision. Where to "look" for low quality costs? To achieve your goals, you should find out the costs of the manufacturer with poor product quality. In the initial assessment, it is usually, using the traditional approach, to determine the costs of:

Alteration;

Tests;

The control;

Return from consumers;

Product recall.

The costs listed above are typically 4-5% of sales.

If you want to get a complete picture of losses due to the low level of company activity, then, in addition to traditional ones, you need to take into account hidden costs for:

Delays in the implementation of plans;

Discounts for consumers on non-compliance;

Additional transportation;

The urgency of correcting inconsistencies;

Incomplete fulfillment of accepted orders;

Refinement of the design of non-conforming products;

The need to produce an additional volume of products for rapid replacement;

Unused production facilities.

At the same time, it is clear that the traditional part of the costs, in essence, is only the visible part of the iceberg, constituting 15-20% of the total costs.

It is important to note that the costs due to poor quality can be completely eliminated if each activity is constantly carried out without any discrepancies.

On fig. 1.2.1. presents the costs that arise when the quality of products is low.

The cost of assessment and quality control will be justified provided that the non-conformity is detected before the product reaches the consumer.

Rice. 1.2.1.

These actions can be:

Testing products or checking documentation before it is handed over to the consumer;

Checking documents to correct errors before they get to the mail;

Monitoring the operation of equipment for suppliers;

Checking reports or correspondence;

Checking prepared invoices before sending them to consumers for payment.

Identification of nonconformities at this stage includes significant costs for failures and failures in the future, and also helps to develop more effective control methods.

The main task of this stage is to eliminate excess costs.

The costs of nonconformities identified within the company are due to the repair of products, the replacement of nonconforming parts, or the reworking of improperly performed work. All these works are usually invisible to the consumer. Examples of such actions could be:

Replacement of stamped products that do not meet technical requirements;

Restoration of damaged surfaces;

Re-calculation due to computer failures;

Replacement of components damaged during inter-shop movements;

Re-registration of individual parts of the project;

Processing to ensure timely implementation of the plan;

Correction of errors in databases;

Keeping an excess stock of components to replace defective ones;

Write-off of products that do not meet the established requirements.

Additional time to correct errors in invoices for payment;

Correction of errors in specifications and drawings, etc. These

costs can affect customer service indirectly.

Costs of nonconformities identified outside the company. These inconsistencies directly affect the interests of consumers, and their elimination is usually especially expensive. Costs in this category can be caused by the following obligations:

Satisfaction of warranty claims;

Investigation and satisfaction of complaints;

Reducing the possible level of dissatisfaction due to product recalls;

Fulfillment of unreasonably assumed obligations;

Correction of errors in accounts;

Replacement or repair of damaged or lost goods;

Servicing passengers of canceled or delayed flights;

Refusal to provide discounts due to delays in payment of invoices issued by your suppliers;

Departure of specialists directly to the consumer in case of malfunctions;

Compensation for losses to the consumer caused by untimely fulfillment of obligations.

It should be noted that consumers and the market determine the quality, and this, in turn, leads to an increase in the profits of enterprises, and the lower the cost of quality, the higher the profit of the enterprise.

Toyota distinguishes the following stages of activity in the field of quality assurance: product planning, product design, production preparation, production, production control, sales and service, quality control in operation. At the same time, certain responsibilities and actions of each unit are a guarantee of quality at these stages.

If we imagine the activities of the enterprise vertically (Fig. 1.2.3), then in this case, the relevance of cost management is obvious.

They are formed both from the bottom up and from the top down, differing in composition, size, method of formation and attribution to the product.

The figure helps to understand that quality costs are associated not only directly with the production of products, but also with the management of these productions.

The costs of correcting defects and inconsistencies are usually present in every department of the organization working even in the non-material sphere. They should not be taken as normal, they should be minimized.

Depending on the goals, tasks of quality cost analysis and the possibilities of obtaining the necessary information, management methods may be different, since this may be influenced by the passage of products through a certain stage of the enterprise's activity.

Control and analysis of the implementation of the organizational project of the UK and its improvement:

Control over the implementation of the organizational project (acts, control cards, etc.);

Adjustment of the course of implementation of the organizational project (according to the results of control) (orders, instructions, additions, changes, etc.);

Analysis of the implementation of the organizational project of the UK (certificates, recommendations, etc.);

Carrying out acceptance and transfer works (act);

Organization and certification of IC (application; set of documentation; certificate);

Assessment of the actual effectiveness of the SC (final calculation);

Carrying out work on the development and improvement of the SC (improved organizational project).

Fig.1.2.2.

The design stage of the development of SC includes the stages of work aimed directly at the creation of working projects of these systems. The working draft of each system, as a rule, is developed in accordance with the TOR and is a set of NTD, NMD and other documentation necessary to create, carry out acceptance and transfer works and implement the system, achieve goals and certify the system, as well as ensure the further normal functioning of the system .

Directly during the design is carried out:

1. Selection of a set of NTD, NMD and other necessary literature and documentation, analogue samples, similar to the SC.

2. Development of project documentation, first technical, and then working projects. Sections of the technical project, their content were worked out quite well earlier. Moreover, the practice of developing the CS of the Criminal Code has shown, especially in relation to medium and small enterprises, and the further improvement of these systems has confirmed that it is objectively possible to confine ourselves to creating only a working draft. The technical project can be borrowed in the main STP for the system in the first edition, for the SC - either the first edition of the STP "SK. SO UK. Basic provisions", or the first edition of the RD "General Quality Guide".

Fig.1.2.3.

It should disclose the structure of the system, the quality policy, the principles of QM, the procedure for maintaining the system in working condition and its improvement.

The development of the working design documentation of the SC is carried out in two sub-stages: at the first stage, documents are developed for the SD of the UK, which is the same for each of the SCs, at the second, documents directly for the SC of each type in accordance with the specific model chosen for it.

The final stage of the creation of the IC is the stage of implementation (implementation) of organizational projects, on which the effectiveness and achievement of the goals of each system largely depends. This stage consists of the following steps, which include:

1. project implementation:

Issuance of an order on the commissioning of the approved design documentation for both the SD of the UK and the SC of products of each type, as well as on the implementation of measures for their implementation. The order should indicate the tasks of managing the enterprise and the working structures of the UK, the timing of the implementation and implementation of activities and the required results;

Implementation of activities for the implementation of working projects, special attention is paid to the implementation of activities aimed at certification of the IC. Obtaining a certificate for such a system is an official recognition of the functioning of an effective system for ensuring proper CP;

Stimulation of the implementation of working projects, which should be carried out in every possible way, combining them with measures for the introduction of new technology;

2. control and analysis of the implementation of working projects of the UK:

Control over the implementation of project documentation. It should be carried out by the GRC and the leaders of the respective SCs. Forms of reflection of control can be different (for example, in acts, control cards, orders, etc.);

Analysis of the implementation of working projects of the UK. It consists in collecting information, studying it and evaluating the results of implementation. On their basis, it is necessary to establish the compliance of the level of organization and implementation of the implementation of the implementation of the goals and requirements of the SC. To do this, it is necessary to carry out a comprehensive assessment of the actual effectiveness of the implemented activities within a particular SC.

The inclusion of new elements in the SC can be carried out in connection with the setting of new goals and objectives of the system, due to changes, for example, in demand, needs, prices and the situation in the sales markets.

Based on the results of the analysis of the quality system, as a rule, a report is drawn up and a current task is developed for improving the quality management system, which should include the following sections: the basis for improvement; characteristics of the current system; the purpose and objectives of improving the system; clarification of the composition and content of the functions of the system during its improvement; the structure of the plan to increase the CP (or the program "Quality"); terms of formation of the project of the improved system; main normative and methodological sources; the prospect of continuing work; additional instructions; applications (lists of units and persons with whom the STP and other NTD systems must be coordinated).

The implementation stage includes the development of an implementation plan for the improved design and its implementation.

Thus, the quality is determined by the action of many random factors. To prevent the influence of these factors on the level of quality, a quality management system is needed. The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully meet the requirements.

Product quality management in an enterprise is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality.

The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs.

The quality system covers such elements as managerial and production functions, production and organizational structures, management technology, labor processes, methods, information, etc.

To improve the performance of the organization, the quality standards define eight principles of the quality system, such as customer orientation, managerial leadership, involving employees in the work of the quality system to obtain the greatest benefit from their abilities, process approach, a systematic approach to management, continuous improvement of the organization's activities ( should generally be seen as its enduring goal), fact-based decision making, mutually beneficial relationships with suppliers. These eight quality management principles form the basis for quality system standards.

The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties.

Top management should ensure that customer requirements are identified and met to improve customer satisfaction.

The task of the organization is to identify and provide resources,

required for the implementation and maintenance of the quality management system, as well as the continuous improvement of its effectiveness, and the improvement of customer satisfaction by meeting their requirements.

Fundamental to the organization is the identification and implementation of effective measures to maintain communication with customers regarding product information; passing inquiries, contract or order, including amendments; feedback from consumers, including consumer complaints.

Economic categories of quality are manifested through the manufacturer's profit from the sale of a quality product and through the costs of the manufacturer to ensure the quality expected by the consumer. Consumers and the market determine quality, and this, in turn, leads to higher profits for enterprises.

Management in the broad sense of the word is understood as the general function of organizational systems, ensuring the preservation of their structure, maintaining the mode of activity, implementing their program, and achieving the goal.

Product quality management refers to the actions carried out during its creation, operation and consumption, in order to form, ensure and maintain a given level of product quality.

The quality management mechanism 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.

The objects of product quality management are product quality indicators, factors and conditions that determine their level, as well as the processes of product quality formation.

The subjects of product quality management are management bodies and individuals who implement management functions in accordance with established principles and methods.

The functions of product quality management in the enterprise include:

• 1. forecasting and planning of product quality;
• 2. assessment and analysis of product quality;
• 3. product quality control;
• 4. promotion and responsibility for product quality.

The quality management method is understood as a set of techniques and rules for influencing control objects aimed at achieving the required quality.

There are the following methods of quality management:

• 1) organizational (administrative):
  • a) administrative (directives, orders, etc.);
  • b) regulating (norms, standards, regulations);
  • c) disciplinary (responsibility and encouragement);
• 2) socio-psychological:
  • a) social (education and motivation);
  • b) psychological (creation of a psychological climate in the team, psychological impact of positive examples);
• 3) technical and technological:
  • a) technical methods of quality control;
  • b) methods of technological regulation of the quality of products and processes;
• 4) economic:
  • a) methods of economic incentives and material interest
  • b) pricing based on quality level
  • c) financing activities in the field of quality.

For an organization to function successfully, it must be managed in a systematic and transparent manner.

As Gorbashko E.A. notes, the ISO 9000 version 2000 standards are based on the following eight principles of TQM (Figure B. 1).

The main principles include:

• 1. continuous improvement. Continual improvement of performance as a whole should be seen as an unchanging goal of any organization;
• 2. leader leadership. Leaders ensure the unity of purpose and direction of the organization;
• 3. employee involvement. Employees at all levels form the backbone of an organization. The involvement of employees enables the organization to profitably use their abilities, improve the quality of the product;
• 4. approach to the system as a process. The planned result is achieved more efficiently when activities and related resources are managed as a single process;
• 5. consumer orientation. Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements;
• 6. a systematic approach to management. Identification, understanding and management of interrelated processes as a system contribute to the effectiveness and efficiency of the organization in achieving its goals;
• 7. making decisions based on facts;
• 8. mutually beneficial relationships with suppliers. An organization and its suppliers are interdependent, and a relationship of mutual benefit enhances the ability of both parties to create value.

These eight quality management principles form the basis of the ISO 9000 quality management system standards. The impact of production goes beyond the study of needs and strict adherence to standards for manufactured products. When management policies include these TQM principles, the firm is able to function effectively in a competitive environment. With the stable operation of the enterprise, when each of the employees, firstly, imagines the goals of the organization, and secondly, understands that these goals are realistic and measurable, the influence of all stakeholders on the company also increases, since their well-being depends on the success of the company .

To enhance the interest in the activities of the enterprise of all parties specified in the principles of TQM, its management should adhere to the following management approaches:

• · the policy developed by the top management should be stable at least for the nearest period;
• the policy of the organization must be communicated to each of the employees;
• The tasks facing the firm should be formulated in an accessible and simple language.

According to O.I. Volkov and V.K. Sklyarenko, product quality management should be carried out systematically, i.e. the enterprise should have a product quality management system, which is an organizational structure that clearly allocates responsibilities, procedures and resources necessary for quality management.

The quality policy is the main directions and objectives of the organization in the field of quality, formally formulated by top management. It is formed in such a way as to cover the activities of each employee and orient the entire team of the enterprise to achieve the goals. The formation and documentation of the quality policy by the management of the enterprise is the primary act in creating a quality system.

The management system chosen by an organization largely depends on the goals and objectives set by the management, as well as on the range of products and specific practical experience.

Thus, in order for the consumer to receive quality products, a management system is needed that takes into account the interests of all stakeholders. This approach makes it less conflicting to implement a quality system throughout the integrated supply chain. The introduction of the proposed system can allow the production manager to:

• manage production promptly, while minimizing risks;
• avoid unreasonable losses and minimize production costs;
• receive operational information in real time;
• flexible process management.

These eight quality management principles form the basis of the philosophy of the quality management system standards in the ISO 9000:2000 family.

In relation to the enterprise, the implementation of quality management methods can be internal (intra-company) and external. Quality control methods can be implemented based on specific quality control tools.

Table B. 2 presents the main methods of quality management and provides examples of the means of their implementation in the external and internal environment of the enterprise.

Quality is a capacious, complex and universal category that has many features and various aspects. Depending on the purpose of use and consideration, several methods of quality management can be distinguished.

Quality management methods are methods and techniques for implementing management activities and influencing managed objects to achieve the goals in the field of quality. In the practice of quality management, mainly administrative, technological, economic and psychological methods are used.

Administrative methods of quality management are carried out through mandatory directives, orders and other regulations aimed at improving and ensuring the required level of quality.

The quality policy is one of the most important components of quality management. This document should be the primary one in the documentation when using administrative methods of quality management, this is due to the need for the top managers to take responsibility for the implementation of the quality policy, which in principle becomes the initial one when implementing systemic quality management. When forming an enterprise policy in the field of quality, the requirements for it should be taken into account; management must define the policy in writing, it is signed by the first head; it must be consistent with other activities of the enterprise; management should ensure that each member of the team understands the developed quality policy, steadily implement and enforce it; it should be formulated in such a way that its provisions concern each member of the labor collective, and not just the quality of products. The document disclosing the quality policy should be concise, simple, intelligible and memorable, reflecting the quality requirements of each employee's work. In essence, an acceptable policy in the field of product quality can be recognized as one that positively answers a number of questions: is it concise; whether it concerns every employee of the enterprise team; whether it establishes standards (requirements) for the quality of work; whether it covers all aspects of the quality of products and services supplied to the consumer (this issue should also be referred to the timing of delivery of products, yen, the quality of the final results of the enterprise, including services); Is the quality policy signed by the first person of the enterprise?

In foreign practice, the quality policy is formulated in such a way that it answers many of the questions listed above.

In essence, all technological methods can be divided into interconnected methods of managing the quality of technological processes and controlling the quality of products, as well as methods of their combined use. The current state of science and technology allows quality management to be carried out by various engineering and technological methods, and their specific choice largely depends on the properties of the controlled object. All these quality management methods can be conditionally classified into automatic, automated, mechanized and manual. The purposeful automatic method of quality management is the most acceptable for more complete satisfaction of the requirements of consumers. When using this method, the deviations of processes from the given parameters and the corresponding actions (control measures) are determined, developed and act on the object automatically with the help of technical devices. It should be noted that this method is the most promising both for the control of technological processes, and especially for the technical control of product quality. In the latter case, the use of the automatic method is especially important, since it does not allow a single defective or defective product to be missed. The use of automatic technical control of product quality obliges the manufacturer to apply non-destructive control methods. However, in some cases, destructive control methods can be used at certain stages of production.

Along with these methods, statistical methods are also widely used in quality management practice.

For the effective use of technological methods, metrological support occupies a leading position. When implementing technological methods of quality management, graphical methods are often used, including the method of control charts. Graphs built in the form of control charts differ from the usual ones by the presence of specific lines on them, which indicate the limits of regulation (control limits). Control charts are used in product quality control and regulation of technological processes. Depending on the type of control, control charts are distinguished by quantitative (including alternative) and qualitative features. In the first case, the numerical values ​​of the quality indicators of the entire group of product units are used, in the second case, the entire group of product units is divided into several subgroups and the decision on the controlled batch is made depending on the quality ratios of the various subgroups. When using the method of statistical analysis, Pareto charts are often used. It is most often used in identifying the causes and factors that positively or negatively affect the provision and effectiveness of quality management, while clearly showing the significance of each of the causes or factors in descending order. This method is also an effective means of developing control actions in order to ensure the quality level of the developed and manufactured products, prevent and prevent defects in production.

Economic methods of management are based on the action of economic mechanisms of motivation and stimulation of active production (less often - non-production) activity. Unlike organizational and administrative, these management methods are focused not so much on administrative influence (decrees, orders, instructions, etc.), but on economic incentives and rewards for active and efficient activities. The importance of economic methods of management increases sharply in the conditions of the development of market relations focused on making a profit and the highest possible income.

One example of the use of the economic method is material incentives: in response to a pre-advanced salary increase, one can expect a more responsible attitude of the employee to the quality of his work, more enthusiasm and, as a result, a higher quality of products. This approach can be formulated as follows: higher wages - higher quality products. This is contrary to the now widely used approach high efficiency - high wages. The implementation of this approach on a large scale can ultimately increase the demand and purchasing power of the population (due to higher wages), which accordingly increases the volume of sales, gross income and the mass of profits of enterprises (including the enterprise where this method is used). Sales volumes increase not only due to improved product quality, but also due to cost reduction (then a corresponding price reduction) and an increase in production volumes. All this will become a very real consequence of civilized production relations, interconnected with the implementation of this method.

Psychological methods of quality management are based on the use of a group of factors that affect the management of socio-psychological processes occurring in labor collectives in order to achieve quality goals.

Consider quality management on the example of the company Oktyabrsky Khlebozavod LLC.

Product quality management refers to the actions carried out during the creation, operation or consumption of products and in order to establish, ensure and maintain the required level of its quality.

In this case, the direct objects of management are indicators and characteristics of product quality, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its life cycle.

Quality management is focused on improving the technical level of products and increasing their competitiveness of goods, which is ensured by an integrated approach within the framework of the “quality loop” management model.

The technical level of products can be defined as a relative characteristic of product quality, based on a comparison of the values ​​of indicators characterizing the technical excellence of the evaluated products with the corresponding basic indicators and their values. The technical level of products is an integral part of their quality, reflected in various indicators (productivity, safety, economic parameters, etc.) and increases as a result of the use of original design solutions, the use of new materials, the introduction of advanced technological production processes, product control and testing.

The competitiveness of a product means its ability to be more attractive for consumption compared to other products of a similar type and purpose due to a better correspondence of its quality and cost characteristics to the requirements of a given market and consumer assessments.

Product quality management should be carried out systematically, i.e. the enterprise should have a product quality management system, which is an organizational structure that clearly allocates responsibilities, procedures and resources necessary for quality management.

The quality policy is the main directions and objectives of the organization in the field of quality, formally formulated by top management. It is formed in such a way as to cover the activities of each employee and orient the entire team of the enterprise towards achieving the set goals.

The quality system is a set of organizational structure, methods, processes and resources necessary for the implementation of general quality management (Fig.).

Quality assurance refers to a set of planned and systematic activities necessary to create confidence that a product or service meets certain quality requirements.

Quality management includes the methods and activities of an operational nature used to meet quality requirements.

Quality improvement is a continuous activity aimed at improving the technical level of products, the quality of their manufacture and improving the elements of production and the quality system.

A quality assurance model is a standardized or selected set of quality system requirements combined to meet the quality assurance needs of a given situation.

National standards in the field of quality systems were first established in the UK in 1983. The goal of the campaign was to introduce quality systems into firms and create methods for certifying such systems. The UK was followed by other European countries. However, the real boom in the implementation of quality systems in the work of enterprises occurred after the publication in 1987 by the International Organization for Standardization (ISO; The International Organization for Standardization, ISO) of the ISO 9000 group of standards on quality management and quality assurance. ISO standards are advisory in nature, but more than 90 countries have adopted the ISO 9000 series as national standards.

In order to develop a uniform approach to solving quality management issues, eliminating differences and harmonizing requirements at the international level, the Technical Committee of the International Organization for Standardization (ISO) developed the 9000 series standards, which are accepted for use in the Russian Federation (GOST-R):

ISO 9000-94 - Standards for overall quality management and quality assurance. The main purpose of the standard is to help the enterprise in the selection and application of ISO 9000 standards. The standard also contains a number of conceptual provisions on modern quality systems;

GOST R ISO 9001-96: Quality systems. Quality assurance model for design, development, production, installation and maintenance;

GOST R ISO 9002-96: Quality systems. Model of quality assurance in production, installation, maintenance;

GOST R ISO 9003-96: Quality systems. Quality assurance model for final inspection and testing.

The standards contain quality system requirements that can be used for external quality assurance. The quality assurance models established in the standards represent three distinct forms of quality system requirements. The requirements of the standards for the quality system are additional in relation to the technical requirements established for the products. The standards establish requirements that define the elements needed to be included in a quality system. The standards are general and do not depend on a specific industry or sector of the economy.

"Quality loop" ("spiral of quality") is a conceptual model of interdependent activities that affect quality at various stages: from identifying needs to assessing their satisfaction.

The quality system is developed taking into account the specific activities of the enterprise, but in any case it should cover all stages of the "quality loop", or product life cycle (Fig.): 1) marketing, search and market research; 2) design and / or development of technical requirements, product development; 3) material and technical supply; 4) preparation and development of production processes; 5) production; 6) control, testing and examinations; 7) packaging and storage; 8) sales and distribution of products; 9) installation and operation; 10) technical assistance and maintenance; 11) after-sales activities; 12) disposal after using the product.

According to the nature of the impact on the stages of the "quality loop" in the quality system, three areas can be distinguished: quality assurance, quality management, quality improvement.

Quality assurance - all planned and systematic activities within the quality system, as well as additional activities (if required) necessary to create sufficient confidence that the object will fulfill the requirements for quality.

Quality management - methods and activities of an operational nature used to fulfill quality requirements. Quality management includes methods and activities of an operational nature, aimed at both managing the process and eliminating the causes of unsatisfactory functioning at all stages of the “quality loop” in order to achieve economic efficiency.

Quality improvement - activities carried out to improve the efficiency and effectiveness of activities and processes with the aim of obtaining benefits for both the organization and its customers.

A quality manual is a document containing a quality policy and describing an organization's quality system. It may cover all the activities of the organization or only part of it. The quality manual usually contains, or at least refers to: a) the quality policy; b) responsibilities, authorities and relationships of personnel who perform, inspect or review work affecting quality; c) quality system methods and instructions; d) provisions for the revision and adjustment of the manual.

The quality manual is sometimes referred to as the quality assurance manual or the quality management manual.

The structure of the quality system is reflected in the following documents: a quality manual for the entire company, including, in addition to the above, the organizational structure of production; methodological documents of a general nature; measures and sequence of operations for quality assurance; work instructions, handbooks, etc.

The quality system should provide: quality management in all parts of the "quality loop"; participation of all employees in quality management; the inextricable link between quality improvement activities and cost reduction activities; carrying out preventive checks to prevent inconsistencies and defects; the obligation to identify defects and eliminate them in production. The quality system should also establish: the responsibility of managers; the procedure for conducting periodic inspections, analysis and improvement of the system; the procedure for documenting all procedures of the system.

Among the current trends in the field of quality management in countries with developed market economies, one should note the integration of the concept of total (company-wide) quality management (Total Quality Management - TQM) into the practice of enterprise management. Within the framework of TQM, quality management is closely linked with the management of other aspects of the enterprise - finance, resources, environmental protection, etc.

Total quality management is a long-term integrated approach to managing an organization that guarantees timely and at minimal cost the provision and improvement of the quality of the manufactured goods (services) at all stages of the production process, which involves the efforts of all employees of the company to optimally meet the needs of customers. The TQM system is aimed at the processes between suppliers and buyers, and it consists of the following elements:

• - "hard" components (personnel, consistency, tools);
• - "soft" components (involvement, culture, communications).

Processes "suppliers - buyers". The main idea is to optimize and ensure the highest quality of the production process. Based on the needs of customers, requirements are set and met for the current stages of the process on the principle of reverse movement (from sales to provision of raw materials and materials). At the same time, employees and departments within the enterprise are considered both as suppliers and as consumers.

"Hard" components of TQM. It is impossible that only one person or one department can guarantee the quality standard, although the responsibility for this lies with the head of the enterprise. Quality is in the hands of the staff and can only be achieved as a team. Quality improvement occurs in teams made up of people from different departments.

Consistency, i.e. systematically flowing processes of planning, activity, control, analysis and adjustment are one of the fundamental requirements of the TQM process. The system basis for TQM is the preparation of quality plans and budgets, documentation and improvement of the course of processes and distribution of responsibilities, audits and audits. The minimum requirements for the components and documentation of the quality system are reflected in the international standards ISO 9000 series.

The use of appropriate tools (for example, statistical process control methods, various problem solving techniques, etc.) helps to achieve the desired indicators with the most effective result in the quality improvement process.

"Soft" components of TQM. Involvement, i.e. recognition and awareness of the responsibility of management in the process of quality management is a fundamental prerequisite for the functioning of TQM. She cannot delegate. Without communication between employees and managers, the TQM strategy cannot be implemented. Assistance in finding a solution, "transparency" of decisions, feedback should be present in the system.

Introduction

1. Theoretical part

1.1 The concept of quality and its indicators

1.2 Product quality management processes

1.3 Functions and subjects of quality management

1.4 Importance of product standardization

1.5 Product certification

1.6 Modern approach to quality management

2. Practical part

2.1 Technical and economic characteristics of the enterprise

2.2 Organizational structure of Yuggaztorg LLC

2.3 Quality management at Yuggaztorg LLC

Conclusions and offers

Conclusion

Bibliography

Introduction

The modern market economy imposes fundamentally different requirements on the quality of products. At present, the survival of any firm, its stable position in the market of goods and services is determined by the level of competitiveness. In turn, competitiveness is associated with two indicators - the price level and the level of product quality. Moreover, the second factor gradually comes to the fore.

Product quality is one of the most important criteria for the functioning of an enterprise in a relatively saturated market and prevailing non-price competition. Raising the technical level and quality of products determines the pace of scientific and technological progress and the growth of production efficiency in general, has a significant impact on the intensification of the economy, the competitiveness of domestic goods and the standard of living of the country's population.

Without ensuring a stable quality that meets the requirements of consumers, it is impossible to rationally integrate the national economy into the world economy and take its rightful place in it. The processes of integration in the modern conditions of the development of the world community are objectively irreversible, therefore, the modern concept of managing the quality of products and services in achieving all the goals and objectives of the functioning of enterprises and organizations implies its mandatory priority among other areas of management.

Therefore, in order for the products to be competitive, constant, purposeful, painstaking work of producers to improve quality, systematic quality control is necessary, in other words, we can say that any enterprise that wants to strengthen its position in fierce competition and maximize its profits should pay great attention to the quality management process. All of the above determines the relevance of studying the topic "quality management at the enterprise" in modern conditions.

The object of study in the course work is OOO "Yuggaztorg" - an enterprise that provides catering services to employees of the gas industry.

The subject of study is product quality management at a given enterprise.

The purpose of the course work is to assess the quality management of products at the enterprise and develop recommendations for its improvement.

To achieve this goal, it is necessary to solve the following tasks:

Find out what is meant by "quality" in management and consider its main indicators.

To study the basic processes of product quality management.

Consider the functions of quality management, identify the main subjects of management.

Find out the meaning of standardization and certification.

Consider a modern approach to quality management.

1. Theoretical part

1 The concept of quality and its indicators

In a market economy, the problem of quality is the most important factor in improving the standard of living, economic, social and environmental security.

Quality is a set of properties of products, services, processes that determine their suitability to satisfy certain needs in accordance with their purpose.

The International Organization for Standardization defines quality (ISO-8402 standard) as the totality of properties and characteristics of a product or service that gives it the ability to satisfy stated or implied needs. Quality requirements at the international level are defined by the ISO 9000 series of standards.

Product quality is not limited to only one property, it is a combination of properties. Product properties are quantified in terms of quality. A generally accepted classification into ten groups of properties and, accordingly, indicators.

Purpose indicators characterize the main functional value of the beneficial effect from the operation of the product. For production and technical purposes, such an indicator can be its productivity.

Reliability indicators characterize the properties of the object to keep in time within the established limits the values ​​of all parameters and required functions. The reliability of an object includes four indicators: non-failure operation, durability, maintainability and persistence.

Reliability is the property of a product to continuously maintain performance for a certain period of time. Reliability is extremely important for some car mechanisms (brake system, steering).

Durability - the property of the product to maintain performance until destruction or other limiting state.

Maintainability is a property of a product, expressed in its suitability for maintenance and repair operations.

Persistence is the ability of an object to retain its properties under certain conditions. Preservability plays an important role in food production.

Manufacturability indicators characterize the effectiveness of design and technological solutions to ensure high labor productivity in the manufacture and repair of products. It is with the help of manufacturability that the mass production of products is ensured, the rational distribution of the costs of materials, funds, labor and time during the technological preparation of production, manufacture and operation of products.

Indicators of standardization and unification characterize the saturation of products with standard, unified and original components, as well as the level of unification compared to other products. All parts of the product are divided into standard, unified and original. The more standard and unified parts in the product, the better for both the manufacturer and the consumer.

Ergonomic indicators reflect the ease of use of the product by a person. The interaction of a person with a product is expressed through a complex of hygienic, physiological and psychological properties of a person. These may be the efforts required to drive a tractor, a car, lighting, temperature, humidity, dust, noise, vibration, radiation, etc.

Aesthetic indicators characterize the compositional perfection of the product. This is the rationality of the form, the combination of colors, the stability of the presentation of the product, the style.

Transportability indicators express the suitability of the product for transportation by various means of transport without violating its properties.

Patent-legal indicators characterize patent protection and patent purity of products and are an essential factor in determining competitiveness.

Environmental indicators reflect the degree of influence of harmful effects on the environment that occur during storage, operation and consumption of products, for example, the content of harmful impurities, the likelihood of emissions of harmful particles, gases, radiation during storage, transportation and operation of products.

Safety indicators determine the degree of safety of operation and storage of products, i.e. ensure safety during installation, maintenance, repair, storage, transportation, consumption of products.

2 Product quality management processes

Quality management - actions carried out during the creation, operation or consumption of products in order to establish, ensure and maintain the required level of its quality.

The International Standard for Terminology (ISO 8402) defines two aspects of quality management:

) "general" quality management;

) quality management as an operational activity.

The distribution of functions according to the designated aspects of management is presented as follows (Fig. 1):

Fig.1. Aspects and functions of quality management

The essence of any control lies in the development of control decisions and the subsequent implementation of the control actions provided for by these decisions on a specific control object. When managing product quality, the direct objects of management are the processes on which product quality depends. They are organized and proceed at the pre-production and at the production and post-production stages of the product life cycle.

Control decisions are developed on the basis of a comparison of information about the actual state of the controlled process with its characteristics specified by the control program. Normative documentation regulating the values ​​of product quality parameters or indicators (technical specifications for product development, standards, specifications, drawings, stand conditions) should be considered as an important part of the product quality management program.

The main task of each enterprise (organization) is the quality of products and services provided. The successful operation of an enterprise must be ensured by the production of products or services that:

meet a clearly defined need, scope or purpose;

meet the requirements of the consumer;

comply with applicable standards and specifications;

meet the current legislation and other requirements of society;

offered to the consumer at competitive prices;

aimed at making a profit.

Product quality management should be carried out systematically, i.e. the enterprise should have a product quality management system, which is an organizational structure that clearly allocates responsibilities, procedures, processes and resources necessary for quality management.

The quality policy can be formulated as an enterprise principle or a long-term goal and should include:

improvement of the economic situation of the enterprise;

expanding or conquering new markets;

achieving a technical level of products that exceeds the level of leading enterprises and firms;

focus on meeting the requirements of the consumer of certain industries or regions;

development of products, the functionality of which is implemented on new principles;

improvement of the most important indicators of product quality;

reducing the level of defectiveness of manufactured products;

extension of product warranties;

service development.

In accordance with ISO standards, the product life cycle, which in foreign literature is referred to as the quality loop, includes 11 stages (Fig. 2).

Along with product quality management systems, an important role in the study and implementation of quality programs belongs to quality circles (or quality groups). As foreign experience shows, quality circles are a form of democratization of capital, it creates the interest of workers in quality, and changes the psychological climate in the enterprise. Principles of organizing quality circles:

voluntariness of participation;

striving for collective forms of finding the right solutions, their prompt consideration, implementation of accepted proposals into production;

moral and material satisfaction with the successes achieved, stimulation of the results of creative activity;

support of the initiative by the management and public organizations at all levels of enterprise management;

ensuring publicity and promotion of their activities by all forms and mass media, generalization and dissemination of work experience.

Rice. 2. Product quality management

The product quality management mechanism includes:

definition of a plan (a given level of quality), development of a management program, planning to improve product quality;

organizing the implementation of this plan (obtaining and analyzing information about the state of any product or process that affects product quality;

decision making on quality management; issuance of control actions);

motivation of performers to fulfill plans and decisions made on quality;

obtaining and analyzing information about changes in the quality of the object, which are caused by control actions.

Quality improvement programs and quality management systems should be integrated into production. If the system is not an integral part of the production process, and it can continue when it is eliminated, then no one needs such a system.

The first condition for ensuring a quality level is to check its compliance with the standard, and not only compliance with the standard, but also the standard itself is checked.

The objects of standardization are: products, services, technical equipment and production processes, methods and measuring instruments, scientific and technical terms, management systems, labor safety and other objects that have the prospect of multiple use.

Certification is an action carried out with the aim of confirming with the necessary reliability the conformity of products to specific standards or specifications and issuing a corresponding document. It is designed to create certain guarantees to the consumer of products.

In addition, standards for quality control and assurance, as well as testing and acceptance of commercial products, are an effective means of improving quality in the manufacturing process. Evidence of the high quality of products is a certificate, the presence of which confirms its compliance with standards and technical specifications.

Great importance in the quality strategy is given to a clear definition of responsible persons, as well as control over the implementation of the program. But perhaps the most important point is the attitude of the organization's management to the problem of quality. The disinterest of employees in improving the quality of products and services is seen as evidence of a low level of enterprise management.

Quality management methods.

Administrative methods of quality management include: implementation of normative documents on standardization and compliance with the requirements set forth in them; carrying out and coordinating work to ensure the functioning of the state system of product standardization; dissemination of best practices, inventions and rationalization proposals, etc.

Economic methods include: technological justification for the production of new products, equipment and technology; pricing; premium for high quality; application of economic measures to influence customers, suppliers, transport organizations in order to comply with contracts and obligations for deliveries, etc.

Socio-psychological methods of management: the use of various forms of moral encouragement for the release of high-quality products; educating the staff of responsibility for the high quality of products; quality days; study of consumer rights, etc.

Quality can only be guaranteed by a system that ensures it throughout the entire life cycle of products.

The quality management system includes: requirements for the product control and testing system, reliability certification; requirements for the organization of production and quality management from design to operation.

1.3 Functions and subjects of quality management

It often happens that in the interests of cost savings, quality is sacrificed in order to reach the intended economic level of production. In most cases, the management of the enterprise (top-level managers) is to blame for the low quality of products.

The competitiveness of a product or service in terms of quality requires top managers to solve a number of tasks - this is a quality policy, the organization of a quality management system.

The responsibilities of a quality manager include a wide range of issues. This includes control over raw materials and semi-finished products from sub-suppliers, and analysis of all collected test materials for manufactured products, carried out in order to draw conclusions about the need to make changes to the design and production technology. Managers are required to evaluate the current quality assurance system for its compliance with modern principles and norms.

Quality managers are also responsible for working with consumers. They are required to analyze complaints, clarify and concretize emerging problems and propose ways to solve them (for example, find out customer satisfaction with after-sales service and help improve its efficiency). An important aspect of the work of quality managers is the preparation of programs to improve product quality.

A quality manager is a specialist who owns the methods of statistics and standardization methods, the basics of management, marketing, accounting issues, and has a certain amount of economic knowledge. The quality specialist in the company is a full member of the management team, and in no way an employee of the support service.

At enterprises, in joint-stock companies, associations there is a technical control service. Departments (ODK) or departments (UTK), organizing work on the control and testing of product quality and carrying out control and testing operations.

No organizational structure will function effectively without systematic and targeted training of personnel in quality assurance. Comprehension of the science of quality awakens consciousness and changes the attitude towards quality. The impact on the efficiency of production, the prospects for improving the quality of products are directly related to the quality of work of all workers and employees. In this regard, the activity of quality circles is of interest.

Quality circles are groups of employees or workers of one department of an organization who voluntarily gather for regular discussions of quality problems and develop proposals for maintaining or improving the quality of products or services. Quality circles are most widespread in Japanese industry, where traditionally a lot of attention is paid to the task of attracting performers to solve corporate problems.

As a rule, members of the circle receive preliminary specialized training aimed at identifying problems and developing quality improvement projects (the so-called continuous focus on quality improvement). Periodically, representatives of the administration participate in the work of these circles, performing mainly informational and export promotional roles.

1.4 Importance of product standardization

An important element in product quality management systems is standardization - rule-making activity, which finds the most rational norms, and then fixes them in regulatory documents such as a standard, instruction, methodology, requirements for product development.

The main task of standardization is the creation of a system of normative and technical documentation that defines progressive requirements for products manufactured for the needs of the national economy, population, national defense, export, as well as control over the correct use of this documentation.

A standard is a normative and technical document that establishes the basic requirements for product quality.

An important role in quality management belongs to technical conditions (TS).

Specifications - this is a regulatory and technical document that establishes additional to state standards, and in their absence, independent requirements for product quality indicators, as well as a technical description, recipe, standard sample equated to this document. The requirements stipulated by the technical conditions cannot be lower than those in state standards.

The product quality management system is based on comprehensive standardization.

The standards determine the procedure and methods for planning the improvement of product quality at all stages of the life cycle, establish requirements for the means and methods for monitoring and evaluating product quality. Product quality management is carried out on the basis of: state, international, industry standards and enterprise standards.

State standardization acts as a means of protecting the interests of society and specific consumers and applies to all levels of government.

ISO 9000 series guarantee the consumer the right to more actively influence the quality of products; provide a legislative framework that provides for the active role of the consumer in the process of manufacturing quality products.

ISO 9000 is used to define the differences and relationships between key concepts in the field of quality and as a guideline for the selection and application of ISO standards for quality systems, which are used internally by the company in solving quality management tasks (ISO 9004).

In our country, the State Standardization System of the Russian Federation (SSS) has been formed, which includes five main standards:

GOST R 1.0-92 State standardization system of the Russian Federation. Basic provisions.

GOST R 1.2-92 State standardization system of the Russian Federation. The procedure for the development of state standards.

GOST R 1.3-92 State system of the Russian Federation. The order of coordination, approval and registration of technical conditions.

GOST R 1.4-92 State system of the Russian Federation. Enterprise standards. General provisions.

GOST R 1.5-92 State system of the Russian Federation. General requirement for the construction, presentation, design and content of standards.

There are three state standards in Russia:

GOST 40.9001-88 “Quality system. A model for quality assurance in design and/or development, production, installation and maintenance.”

GOST 40.9002.-88 “Quality system. A model for quality assurance in production and installation”.

GOST 40.9003-88 “Quality system. Model for Quality Assurance in Final Inspection and Testing”.

The State Standards of the Russian Federation include the following provisions:

requirements for the quality of products, works, services that ensure safety for life, health and property, environmental protection, mandatory requirements for safety and industrial sanitation;

requirements for compatibility and interchangeability of products;

methods for controlling the requirements for the quality of products, works and services that ensure their safety for life, health of people and property, environmental protection, compatibility and interchangeability of products;

basic consumer and operational properties of products, requirements for packaging, labeling, transportation and storage, disposal;

provisions ensuring technical unity in the development, production, operation of products and the provision of services, rules for ensuring product quality, safety and rational use of all types of resources, terms, definitions and designations and other general technical rules and norms.

It is important for any company to comply with established standards and maintain a quality system at an appropriate level.

1.5 Product certification

At present, especially in the conditions of market relations, when all enterprises and organizations are granted the right to independently enter the foreign market, they are faced with the problem of assessing the quality and reliability of their products.

International experience shows that certification is a necessary tool to ensure that product quality meets the requirements of normative and technical documentation of scientific and technical documentation. Certificate from lat. certim - right, facere - to do.

Certification in the generally accepted international terminology is defined as the establishment of conformity. National legislative acts of various countries specify: compliance with what is established, and who establishes this correspondence.

Certification is a documentary confirmation of the conformity of products to certain requirements, specific standards or specifications.

Product certification is a set of measures (actions) carried out in order to confirm by means of a certificate of conformity (document) that the products meet certain standards or other technical and technical documentation.

Many foreign firms spend a lot of money and time to prove to the consumer that their products are of high quality. Thus, according to foreign sources, the cost of these works is about 1-2% of all costs of manufacturers.

In some cases, the costs are even comparable to the costs of achieving the quality itself. This is not done by chance, since certification is a very effective means of developing the country's trade and economic relations, promoting the company's products to the external and domestic markets, as well as securing them for a sufficiently long period of time. It was all this that predetermined the wide distribution of certification.

Certification appeared in connection with the need to protect the domestic market from products that are unsuitable for use. Security questions, health protection<#"584935.files/image003.gif">

Fig.3. Elements of ensuring the implementation of TQM

Basic principles of TQM:

Orientation of the organization to the consumer.

An organization applying the concept of TQM must systematically collect and analyze information from a wide variety of sources and allow it to draw reasonable conclusions about the current and potential needs of both individual consumers and market segments and the market as a whole.

In order to implement the principle of customer orientation, it is necessary to take the following actions:

study of demand in order to fully understand the needs and expectations of the consumer in relation to goods, prices, delivery, etc.

ensuring a balance in the needs of consumers and other participants in the transaction with goods (business owners, organization personnel, suppliers of the organization, society)

measurement of consumer satisfaction in order to correct their own activities

customer relationship management.

The company should try to get the opinion of its consumer and then, with the help of "feedback", adjust the quality parameters of the product in order to improve it for the user.

The role of leadership.

If the head of the company is not imbued with the need for TQM for success in the competitive struggle for the consumer, then "struggle for quality" will remain only a slogan. The manager must include quality aspects in the company's goals and support its activities with quality funding, morale incentives and management resource opportunities.

If management does not demonstrate through their actions that quality is as important as, say, the cost or time of delivery of a product, the rest of the team in the company will not consider quality as one of the main criteria in assessing their work by management and their attention to it will weakened. Thus, the quality strategy must be based on the direct participation of top management in quality assurance, then it will be successful.

Employee engagement.

All personnel - from top management to the rank and file employee - should be involved in quality management activities. In the TQM concept, the personnel is considered as the main resource of the organization, which must create all conditions for the maximum use of its creative potential.

Process approach.

The quality of a product is the result of the quality of the processes it produces. Each process should have its owner, who is responsible for improving the operation of the process and can make independent decisions. Also, each process should have a leader - a person responsible for its quality functioning and execution.

Focusing on the process means that the main factor is prevention, not the correction of mistakes made. Influence on the process, not on the results of the process - the basic concept of process management in a company operating in a TQM environment.

System approach to management.

In all organizations, whether they are manufacturing plants, banks, shops, universities or hotels, and outside of them, there is always a series of "quality chains" - interconnected processes that include suppliers and consumers. The efficiency of an organization can be improved by creating and managing a system of interrelated processes. This means that the organization should strive to integrate the processes of creating products or services with processes that allow tracking the conformity of the product or service to the needs of the customer.

Continuous improvement.

The organization should not only monitor emerging problems, but after careful management review, take the necessary corrective and preventive actions to prevent the recurrence of such problems in the future.

Fact-based decision making.

Effective decisions are based only on reliable data. The sources of such data can be, for example, the results of internal audits of the quality system, complaints and claims from consumers, etc. In addition, information can be based on an analysis of the proposals of employees of the organization regarding cost reduction, productivity improvement, etc.

Mutually beneficial relationships with suppliers.

Each organization is closely connected with its suppliers, so it is advisable to establish mutually beneficial relationships with them in order to further expand the capabilities of the organization.

shows that the qualified use of the TQM methodology provides the organization with the following benefits:

Increasing profit;

Ensuring the economic sustainability of the company and the rational use of all types of resources;

Improving the image and reputation of the company;

Improving the quality of management decisions;

Implementation of the latest achievements;

Increase in labor productivity;

Improving the quality and competitiveness of products;

Increasing customer satisfaction.

2. Practical part

1 Technical and economic characteristics of the enterprise

Yuggaztorg LLC was registered by the Administration of the Krasnoyarsk district of the Astrakhan region as an independently operating legal entity on June 15, 1999 (No. 89 series K).

LLC "Yuggaztorg" was established as a business company by the Decision of the participant of LLC "Gaztorgpromstroy" JSC "Gazprom" No. 1 dated May 31, 1999. on the basis of Resolution No. 44 of the Gazprom Management Committee dated May 18, 1999.

Yuggaztorg LLC was established in 1999 through the reorganization of SE YuggazORS PKP Gazkompromselstroy and is its full legal successor.

OOO "Yuggaztorg" operates on the basis of the legislation of the Russian Federation, the Charter of the enterprise.

The main types of economic activity of the Company and its branch are the provision of services by structural divisions of public catering for the organization of corporate catering for employees of the gas industry and the population, retail and wholesale trade.

The Company also carries out other activities, which include:

provision of property for rent for temporary use for up to 11 months;

car parking services;

production of bakery and confectionery products, mayonnaise.

Location of Yuggaztorg LLC: 416154, Astrakhan region, Krasnoyarsk district, pos. Aksarai, st. Montazhnikov, d.2.

The supreme governing body of the company is the general meeting of participants. Management of current activities is carried out by the sole executive body of the company - the General Director.

It is possible to determine the effectiveness of the organization's work by considering and analyzing its main economic indicators.

The main financial and economic performance indicators of Yuggaztorg LLC are presented in table 1.

Table 1

Financial and economic indicators of Yuggaztorg LLC

Indicators				Data deviation
				2009 from 2008		2010 from 2009		2010 from 2008
					Growth rate (%)		Growth rate (%)		Growth rate (%)
1. Sales volume, thousand rubles
2. Revenue from the sale of products, thousand rubles.
3. Production cost, thousand rubles.
4. Average headcount, pers.
5. Payroll fund, thousand rubles.
6. Average annual cost of OPF, thousand rubles.
7. Profit (loss) from sales, thousand rubles.
8. Average monthly salary of one worker, thousand rubles.
9. Return on assets, kop.
10. Capital intensity, rub.
11. Capital-labor ratio, thousand rubles
12. Return on sales, %

An analysis of the financial and economic indicators of Yuggaztorg LLC showed that the volume of sales in 2009 compared to 2008 increased by 71,558 thousand rubles. and amounted to 248338 thousand rubles, and in 2010 compared to 2009, on the contrary, decreased by 59115 thousand rubles. and amounted to 189233 thousand rubles. Such a sharp decline in production in 2010 is largely due to the financial crisis, the consequences of which will have an impact on the financial and economic activities of the enterprise for a long period of time.

As for the cost of production, in 2009, compared to 2008, its increase amounted to 67,610 thousand rubles, while in 2010, compared to 2009, it decreased by 52,034 thousand rubles. and amounted to 154,403 thousand rubles, which is directly related to a decrease in production volumes.

The average number of employees in 2009 compared to 2008 increased by 47 people, and in 2010 compared to 2009 it decreased by 26 people. A similar trend has also been observed in the indicator of the payroll fund. In 2009, it amounted to 84,658 thousand rubles, which is 19.37% more than in 2008, and in 2010 - 74,888 thousand rubles, which is 11.54% less than in 2009 .

These two indicators directly affect the average monthly wage of one worker. In 2008, it was 14.96 thousand rubles, in 2009 - 15.96, and in 2010 - 15 thousand rubles.

The average annual cost of OPF for three years increased by 2296 thousand rubles. This is due to the renewal and purchase of new production equipment.

An indicator that makes it possible to judge the degree of use of fixed assets is the return on assets. Due to the decrease in the volume of production, the return on assets decreased by 3.01 rubles. in 2010 compared to 2009.

Capital intensity characterizes what part of the cost of OPF falls on 1 ruble. work performed or products sold. In 2008, it amounted to 0.106 rubles, in 2009 - 0.083 rubles, and in 2010 - 0.111 rubles. Thus, for three years the growth rate of capital intensity is 104.72%. The growth of this indicator indicates a decrease in the efficiency of the use of fixed assets.

The capital-labor ratio shows how the employees of the enterprise are equipped with equipment. In 2010, this figure amounted to 50.38 rubles, which is 3.13 rubles. more than in 2008 and 3.71 rubles. - than in 2009. The growth of capital-labor ratio is an important factor in increasing labor productivity and efficiency in the use of production assets.

Having analyzed the main financial and economic indicators of Yuggaztorg LLC over the past three years, we can say that the situation in the enterprise as a whole has changed for the better, but there is a lot of work ahead to overcome the consequences of the crisis.

2 Organizational structure of Yuggaztorg LLC

Yuggaztorg LLC has a linear-functional management structure. This structure provides a qualitatively new division of labor in the process of enterprise management, in which line managers retained the right to give orders and make decisions with the help of functional managers. The structure of enterprise management with this management system retains the principle of unity of command. This is due to the fact that the line manager sets the order in solving a set of tasks, thereby determining the main priority task.

The management structure of Yuggaztorg LLC is shown in Figure 4.

The advantages of this structure are as follows:

the structure increases the responsibility of the head of the organization for the final result of the activity;

contributes to increasing the efficiency of the use of labor of all types;

simplifies professional training;

creates opportunities for career growth of employees;

makes it easier to control the activities of each unit and performer.

Structure disadvantages:

the responsibility for making a profit lies with the head of the enterprise;

insufficiently clear responsibility, since the one who prepares the decision, as a rule, does not participate in its implementation.

the coordination of actions of functional divisions becomes more complicated;

the process of making and implementing a decision slows down;

the structure does not have flexibility, as it operates on the basis of many principles and rules.

Rice. 4. Organizational structure of management of Yuggaztorg LLC.

Management is carried out by the sole manager represented by the General Director.

The General Director manages, in accordance with the current legislation, the production, economic and financial and economic activities of the enterprise; organizes the work and effective interaction of all structural divisions, directs their activities to the development and improvement of production, increasing the efficiency of the enterprise, increasing profits, the quality and competitiveness of the work performed.

The Commercial Director is directly subordinated to the General Director.

The commercial director manages the financial and economic activities of the enterprise in the field of logistics, sales of products, organizes the management of the logistics of the enterprise, storage, transportation and marketing of products, coordinates the development of regulations and standards for logistics, product quality standards, storage and finished products; exercises control over the financial and economic performance of the enterprise, the expenditure of financial resources

The commercial director manages the activities of the supply and sales departments.

The chief accountant of the enterprise and the production director are also subordinate to the general director.

The chief accountant and accounting staff subordinate to him are responsible for accounting and reporting at the enterprise, the formation of an accounting policy with the development of measures for its implementation, ensuring the preparation of payroll calculations, accruals and transfers of taxes and fees to budgets of different levels, payments to banking institutions, identification of on-farm reserves, implementation of measures to eliminate losses and unproductive costs.

The production director exercises full control over the production activities of the enterprise and subordinate structures, is responsible for ensuring the technical preparation of production for work, a constant increase in output, as well as increasing efficiency by improving quality and reducing production costs, monitoring the implementation of labor protection standards, industrial hygiene and sanitation, fire safety and industrial safety, labor discipline at the enterprise, market tracking, proposal and development of new assortment positions, product quality control, search for ways to improve and expand the assortment, as well as new ways to create products in demand on the market, active study of production activities to identify potential production capacities, spare capacities, as well as to eliminate production costs.

The head of production (chef) organizes and controls the work of production. The main directions of its activity are: menu formation; planning and selection of the necessary raw materials and materials; quality control of food preparation and serving; control of storage of raw materials, semi-finished products and finished products; implementation of changes in the work of production. He also supervises the work of the cooks.

The technologist controls the technology of cooking, the raw materials and semi-finished products used, and also draws up technical and technological maps for each dish.

The administrator controls the rational design of the hall; ensures cleanliness and order in the hall; considers claims related to unsatisfactory service to visitors, and takes appropriate organizational and technical measures; monitors the observance by the employees of the organization of labor and production discipline, rules and norms of labor protection, safety precautions, requirements of industrial sanitation and hygiene.

2.3 Quality management at Yuggaztorg LLC

management quality standardization products

Quality management at the enterprise is carried out by implementing management functions, such as:

quality policy;

planning to improve product quality;

organization of work on quality (training and motivation of personnel);

interaction with the external environment;

information about product quality, market needs;

development of necessary measures and their implementation;

quality control

The quality policy is the general intentions and directions of the organization's activities in the field of quality, formally formulated by top management. The quality policy is presented at the enterprise by a document signed by the general director. This document is signed for a certain period, after which the quality policy is subject to revision.

Strategic goals of the enterprise in the field of quality for the period up to 2012:

continuous improvement of customer satisfaction;

expansion of market share.

Planning to improve the quality of manufactured products at Yuggaztorg LLC is based on a thorough study and analysis of the current and future demand for its products, consumer feedback on products, planning contracts with customers, and improving products.

Quality improvement planning takes into account the results of product certification, the requirements of current standards, the results of scientific research, patent materials, licenses, data from scientific and technical information, the requirements of the consumers of goods themselves.

In order to achieve what is envisaged in the quality improvement plans, the enterprise requires its suppliers to improve the quality of the raw materials and semi-finished products they supply.

The independent areas of planning to improve the quality of products at Yuggaztorg LLC are:

product quality planning in agreements and contracts.

planning staffing to improve the quality of products;

intra-production planning of product quality;

planning the implementation of a quality management system at the enterprise.

An assessment of the quality management documentation at Yuggaztorg LLC allows us to conclude that the quality system at this enterprise does not quite meet modern ideas about quality management. There is a well-established mechanism for monitoring compliance-non-compliance with a certain GOST. To do this, statistical accounting and quality control are carried out, including the registration of data on the output control of raw materials, the registration of data on the control of finished products and the registration of intermediate control data, that is, the stage of inspection control. It is followed by the stage of statistical accounting of production and technology: registration of process control data; day-to-day information on applied operations, equipment monitoring data recording; patents; sales of products. The last stages are management and office work, financial transactions.

The functions of technical control, coordination, organizational and methodological management of all work on the control and management of product quality at the enterprise are carried out by the technological department headed by the chief technologist.

These bodies perform the following tasks:

assessment of the degree of compliance of product quality with the requirements of regulatory and technical documentation;

assessment of the stability of the parameters of technological processes and the degree of their compliance with the requirements of technical specifications for manufactured products;

determination of the degree of provision of production with high-quality raw materials and semi-finished products, as well as modern equipment, technical documentation;

analysis and identification of costs to eliminate losses in the production of products;

selection of possible options for solving individual issues of ensuring and improving product quality for better use of material, labor and financial resources.

The overall management of the quality management system is headed by the head of the enterprise, who is responsible for all the activities of the enterprise and for economic results, which in a market economy cannot be high with poor product quality.

However, local performers are responsible for the direct production of quality products.

The subjects of quality control at Yuggaztorg LLC, which differ in the level of management and types of control, are: the director of the enterprise, the director of production, the heads of sales and supply departments, the technologist, the personnel manager, the workers of the main and auxiliary production, storekeepers, etc. . Thus, the responsibility lies with the employees of all levels of the hierarchy of the enterprise.

Self-quality control is also widely used in the activities of the working team of Yuggaztorg LLC, one of the main advantages of which is the possibility of widespread implementation on its basis of the most efficient methods and techniques of technical control that contribute to the timely detection and quick correction of low-quality products or defects.

Quality control of products is carried out at all stages of production, starting with the input control of raw materials, semi-finished products, control in the production process and ending with control over the sale and sale to consumers.

Thus, each batch of incoming food raw materials and food products is accompanied by documents confirming the quality and safety of raw materials and food products.

Technological modes and operations for the processing of raw materials and food products and recipes at the enterprise ensure the manufacture of safe and high-quality products. The sequence of technological processes for the preparation of products, the time and temperature regimes of mechanical and thermal culinary processing of food products, the interchangeability of food raw materials and food products are established by the relevant regulatory and technical documents.

A significant part of the products at the enterprise in question is produced in accordance with the Collections of recipes for dishes and culinary products for public catering establishments, Collections of recipes for flour confectionery and bakery products. These collections contain the recipe and technology of preparation, the yield of a dish or product. Part of the products sold through culinary shops is manufactured according to price lists, in which the recipe of the dish or product is given.

Also, the enterprise has flow charts for finished products, which indicate the recipe and technology for preparing dishes or products, as well as the consumption of raw materials (net) for a certain number of dishes.

The activities for the production of food products at the LLC Yuggaztorg enterprise comply with the technical conditions in force in the territory of the Russian Federation. The company has not developed an internal strategic document declaring the company's intentions to meet quality standards. All manufactured products have certificates of conformity.

Another document that determines the quality of products is the technical instruction. It is intended to describe technological processes, methods and techniques that are repeated in the manufacture of semi-finished products or products, the rules for using semi-finished products or culinary products and is the main technological document that determines the composition and consumption rates of raw materials, the procedure for conducting technological processes and operations, the conditions and terms of storage of products, recommendations for the use of products at pre-cooking catering establishments.

The main task of developing a technical instruction is to ensure the release of high quality products in strict accordance with the requirements of standards, the rational conduct of the production process.

For new branded dishes, employees of the technical department develop technological maps, where they describe the cooking technology of the dish, the order of presentation and serving.

Technologists are engaged in maintaining a list of processes, distributing processes by production units, registering detailed information on processes, compiling technological maps of production processes.

At the final technological stage, the technologist activates the conformity of the products to the quality requirements. If the quality of products does not meet the requirements, they are sent for processing and added to the raw materials used to make the next batch. Only if the product meets the requirements, it is sent to retail outlets and customers.

The management of the enterprise and persons responsible for quality are guided by the requirements of such standards as:

GOST R 53523-2009. Catering services. General requirements for harvesting public catering establishments.

GOST R 50762-2007. Catering services. Classification of enterprises.

GOST R 50763-2007. Catering services. Public catering products sold to the population. General specifications.

GOST R 50764-2009. Catering services. General requirements.

GOST R 50935-2007. Catering services. Staff requirements.

GOST R 30494-96. Buildings residential and public. The parameters of the microclimate in the premises.

GOST R 53104-2008. Catering services. Method of organoleptic assessment of the quality of public catering products.

GOST R 53105-2008. Catering services. Technological documents for public catering products. General requirements for design, construction and content.

GOST R 53106-2008. Catering services. Method for calculating waste and losses of raw materials and food products in the production of public catering products.

Decree of the Government of the Russian Federation of August 15, 1997 No. 1036 "Rules for the provision of public catering services."

SanPiN 2.3.2.1324-03. Hygienic requirements for shelf life and storage conditions of products.

SanPiN 2.3.6.1066-01. Sanitary and epidemiological requirements for trade organizations and the turnover of food raw materials and food products in them.

SanPiN 2.3.2.1078-01. Hygienic requirements for the safety and nutritional value of food products.

SanPin 2.3.6.1079-01. Sanitary and epidemiological requirements for public catering organizations, the production and handling of food products and food raw materials in them.

Daily quality control of products at each public catering enterprise is carried out by grading. The composition of the marriage commission includes the head of production, the chief technologist, highly qualified chefs, confectioners. The composition of the marriage commission is approved by the order of the enterprise.

Before the marriage of public catering products, the members of the marriage committee get acquainted with the menu, recipes for dishes and products, calculation cards and price lists, the technology for preparing dishes, the quality of which is assessed, as well as their quality indicators established by regulatory documents.

The rejection commission in its activities is guided by the Regulations on the rejection of food in catering establishments, regulatory documents - collections of recipes for dishes and culinary products, technological maps, quality requirements for semi-finished products, ready meals and culinary products, technical conditions, price lists.

The commission checks each batch of finished products, drinks and semi-finished products before the start of sale in the presence of their direct manufacturer. Portion dishes are controlled by the production manager and the foreman cook periodically during the working day.

The scrapping commission determines the actual weight of piece products, semi-finished products and individual components, conducts an organoleptic assessment of the quality of food, makes suggestions to improve the taste of dishes, draws attention to compliance with the technological process of preparing dishes and drinks, the correct storage of food at the dispensing area, the availability of the necessary components for decoration and dispensing dishes, the temperature of their release. The results of product quality control are recorded in the rejection log.

The organoleptic evaluation of the quality of each batch of manufactured products is carried out according to a five-point system. To obtain objective results in the organoleptic assessment of food quality, each of the indicators - appearance, color, smell, taste, texture - is given the appropriate ratings: "5" - excellent, "4" - good, "3" - satisfactory, "2" - bad. Based on the ratings for each indicator, the rating of the dish is determined in points (as the arithmetic average).

The company uses the following quality management methods:

Economic methods - the creation of economic conditions that encourage employees and teams of departments and organizations to systematically improve and ensure the required level of quality:

determination of cost, calculation, correlation of costs and results;

application of the system of remuneration and material incentives

measures to influence suppliers depending on the quality of the supplied products and services - the contract for the supply of products is concluded only with enterprises supplying high quality raw materials, and the cost of raw materials must correspond to the quality.

Organizational and administrative methods - the publication of mandatory directives, orders and other instructions aimed at improving and ensuring the required level of quality:

rationing (based on the norms of time, number, correlation);

standardization;

instruction - the technologist is obliged to explain the reasons for recognizing the products as defective and ways to correct errors to subordinates;

rationing - at the enterprise, the standards for manufacturing products, requirements for product quality are fixed;

administrative influences - management influences subordinates with the help of orders and orders.

Socio-psychological methods - the use of factors that affect the management of socio-psychological processes occurring in labor collectives to achieve quality goals:

moral stimulation of high quality by the result of labor;

preservation and development of the company's traditions to ensure the required quality;

increasing self-discipline, responsibility, initiative and creative activity of each member of the team.

Conclusions and offers

In the competitive struggle on the market, functional quality is becoming increasingly important. This requires the introduction of new organization systems not only in production systems, but also in quality management systems. Quality management systems are increasingly being integrated with the organization's management system. High quality becomes the factor that unites the departments of organizations, links them with a single goal, destroying the barriers between them.

The adoption of modern quality management mechanisms, the introduction of a quality management system and its certification at the enterprise considered in the course work will increase confidence both from investors and insurance companies, and from customers and end consumers, to bring their activities to a new level of international quality standards.

At Yuggaztorg LLC, it is necessary to create a separate service for product quality management, the main tasks of which should be:

organization of work on quality, that is, the development and improvement of a quality system;

policy development and quality planning;

quality control of finished products;

carrying out work on standardization and normative control;

preparation of measures and organizational and administrative documents in the field of quality, control and analysis of their implementation;

checking the functioning of the quality system;

organization of work on certification of products and quality systems;

methodological guidance in training personnel on quality issues;

methodological support and coordination of the work of departments in the quality system;

organizing the activities of "quality circles".

It is also necessary to provide for the improvement of the system of rewarding employees for specific work performed.

Since work on the production of goods is carried out both individually and as part of groups, teams, it is extremely important for leaders at various levels to contribute to the formation or personally participate in the formation of a healthy climate in the team.

This can be achieved through:

fair distribution of work - in accordance with the achieved level of qualification of workers and the level of work;

maintaining the required level of exactingness to all, without exception, workers and employees, regardless of personal relationships with them;

knowledge and skillful use of the character traits of workers and employees.

It is advisable to involve workers and employees to solve specific issues related to improving the quality of products. At the same time, carefully listen to their opinion and implement it in the interests of product quality.

It is important to take into account the psychophysiological characteristics of a person. Indeed, for the most part, errors are caused by the presence of a number of factors, including those related to the temporary distraction of the performer's attention from the work.

It is also possible to propose the introduction of open days, that is, the possibility of visiting the enterprise by representatives of customers (consumers of products). The representative of the customer gets acquainted with the manufacturing technology of products, then in his presence a selective check of the quality of products is carried out for any indicators, including full-scale tests. This practice would allow the consumer to become more familiar with the company's products and increase his orders.

The organization of actions to manage the quality of manufactured products at the enterprise involves the development and creation of a quality system, as well as the adoption of measures to ensure its effective functioning.

The goal of the organization, as it was said, at this stage is to create a quality management system that meets the recommendations of ISO 9000 standards. The development of a quality system will consist in determining what structures need to be included in the quality system and what functions it should perform in order to provide the required product quality, and then develop the necessary regulatory documents to perform these functions.

The introduction of such a system involves internal audits of the system, if necessary, its refinement so that all departments of the enterprise can clearly perform their functions. The evaluation of a quality system after its establishment is carried out through certification, which is carried out by an independent body, to confirm that the system complies with ISO 9000 standards.

The introduction of a quality management system in an enterprise provides many advantages, such as:

the opportunity to work as part of a self-regulatory organization and receive additional work from it;

advantages when participating in tenders and competitions for obtaining state, regional and city orders;

increasing confidence on the part of investment and insurance companies;

increasing the prestige of the organization and competitiveness;

efficient use of resources;

ensuring stable quality of performed works (services) and products;

the ability to identify weaknesses in the production process;

improvement and optimization of organizational processes and their documentation;

increasing the level of labor discipline;

increasing the responsibility of personnel for the work performed;

the ability to manage risks, not their consequences;

reducing the level of defects or nonconforming products;

prompt response to customer feedback.

For the manager, the quality management system provides:

increasing the manageability of the company (streamlining the mechanism of work of the company's divisions, work according to established procedures, transparency of business processes);

the ability to make decisions based on objective evidence, using the information of the quality management system;

obtaining a tool for assessing and analyzing the organization's activities at any stage;

the possibility of forming goals in the field of quality;

increase profitability by reducing costs;

the ability to assess the reliability of suppliers;

the possibility of additional incentives for staff.

But most importantly, the consumer, knowing that the company has implemented a quality management system, has the opportunity to get acquainted with the certificate for the management system, therefore, the consumer himself responds to quality management. The risk of receiving products of inadequate quality tends to zero. And the manufacturer aims at continuous quality improvement.

Conclusion

In a market economy, enterprises are constantly faced with the problem of ensuring the competitiveness of products, the solution of which directly affects their successful activities.

The basis of competitiveness is the required level of product quality, which requires an appropriate material base, qualified and interested personnel and a clear organization of quality management work.

Quality management has gone through a number of stages in its development. The stage of the emergence of individual elements of quality management in the overall process of enterprise management has been replaced by an integration stage, a comprehensive, systematic approach to quality management.

The constant growth of quality requirements predetermined the further development of quality management and the introduction of "total" quality management at the best enterprises in developed countries, when it becomes the basis for organizing all areas of the enterprise's activities.

To encourage enterprises to improve the quality of products and services in a number of countries, including Russia, national quality awards have been established. The role of the awards is not only to recognize the best enterprises, but also to pull up the average ones by conducting a self-assessment by them according to the criteria of the awards, followed by taking measures to improve the quality of products and services.

Of decisive importance in the organization of work on quality is the position of the heads of enterprises, their attitude to the quality of products and services.

The process of product quality management consists of interrelated, mutually subordinate stages and operations: from the acceptance of raw materials to the storage and sale of finished products. So, even one poorly performed operation in the technological process of production can spoil the previously performed high-quality work and, as a result, will not allow obtaining products of a given quality. Therefore, it is necessary to strictly observe technological discipline, clearly prescribed regulatory documentation, carefully control the quality of not only the entire technological process, but also the quality of individual intermediate operations.

To ensure the output of high-quality products, it is also necessary to improve the technical equipment of enterprises, automate technological processes, and improve the economic mechanism for managing product quality.

In order for the products to be competitive, constant, purposeful, painstaking work of producers to improve quality, systematic quality control is necessary, in other words, we can say that any company that wants to strengthen its position in fierce competition and maximize its profits should pay great attention to the quality management process.

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The main components of the competitiveness of products and services are quality and price. Price competition is gradually giving way to quality competition.

Thus, the totality of properties of products and services, which is characterized by quality and cost parameters, is a basic element in the system of factors of competitiveness of economic entities.

The attention of most scientists and researchers is focused on the definition of the concept and interpretation of quality, assessment and significance of quality as the main component parameter of competitiveness.

The main component of the entire quality system is product quality. Products are the result of a certain activity, which can be represented by either a product or a service.

The idea of ​​such an approach to the definition of products is contained in a special science - qualimetry, which allows to give quantitative estimates of the qualitative characteristics of products and services. In order to judge the quality of products or services, it is not enough just to have data on their properties. The conditions under which they will be used must be taken into account.

For each type of product, its specific quality levels are taken into account, fixed in the standards and current technical conditions. Product quality is characterized by certain technical and economic parameters (consumer properties).

Belobragin V.Ya. recognizes that the same object at the same time may have quality, and not have it at all, depending on how it is valued. As a result, quality is transferred to the area of ​​subjective assessments, becomes an elusive ghost, an absolutely indefinite concept. All this suggests that the applied definition of quality contradicts the fundamental one, which represents quality as an objectively existing set of properties and characteristics. It also contradicts common sense, because if a product exists, then it has well-defined characteristics, such as, for example, weight, speed, performance, regardless of the satisfaction of someone's needs.

The quality of a product is a property to satisfy the needs of a particular consumer, notes O.P. Gludkin. However, speaking of quality, he means not only a product, but also an object of quality, which can be: an activity or a process; products (material and intangible nature); enterprise or individual. The property of an object, in this case, can be represented by a set of its characteristics. In this regard, the International Standard ISO 8420 gives the following definition of quality: "Quality is the totality of the characteristics of an object related to its ability to satisfy stated and implied needs."

The authors of the definition of the concept of product quality suggest the following: "Product quality is a set of essential properties quantified by a system of technical and economic indicators that distinguish it from another similar purpose, determining the degree of satisfaction of needs and demand in market conditions."

The conducted studies allow us to conclude that quality is not only a property of the product, but also a list of characteristics that can be used to assess the competitiveness of products.

Common to all definitions is that the quality of products, as a result of a combination of activities in the development and production, must meet the requirements of the consumer, have the ability to satisfy needs and be positively evaluated during operation.

Product quality plays a decisive role in the formation and evaluation of the competitiveness of products.

Competitiveness characterizes the ability of a product to compete with other products of the same purpose in a particular market segment. Most of the theoretical research is devoted to the problems of increasing the competitiveness of products and services.

There are three main ways to ensure and increase the competitiveness of products:

Innovative, which consists in increasing the level of consumer properties of products and its improvement;

Price, consisting in lowering prices for products;

Development of a base of after-sales services (service), to maintain and restore the performance of products during their operation.

In accordance with the laws of the market, the higher the competitiveness of products, the greater the volume of sales and production, which helps to reduce production costs and prices, which, in turn, creates additional prerequisites for increasing the competitiveness of products

It is also necessary to take into account the needs of society as a whole:

Minimal environmental pollution;

Saving energy resources;

Solving social issues.

Let's give a classification of indicators of the properties of competitive products (Table 1).

Table 1

Classification of properties of competitive products

	Classification sign	Groups of product indicators
	According to the properties	Purpose indicators. Indicators of economical use of resources (resource conservation). Reliability indicators. Manufacturability indicators. Indicators of standardization and unification. Environmental indicators. Safety indicators. Economic indicators
	By way of expression	Indicators expressed in natural units. Indicators expressed in generalized units
	By the number of characterized properties	Single indicators. Complex indicators (group, generalized, integral)
	By application for evaluation	Absolute, relative and basic values ​​of indicators
	By the stage of determining the values ​​of indicators	Forecasted, design, production, operational indicators
	By the dimension of reflected properties	Functional, equity, score, reduced indicators
	Significance in evaluation	Basic and additional indicators
	By the nature of setting the indicator	The regulated value of the indicator. The nominal value of the indicator. The limit value of the indicator. The optimal value of the indicator

Source:

The considered groups of product indicators according to the characterized properties, the method of expression, the number of characterized properties are of primary interest to consumers and manufacturers, since they determine the competitiveness of products in accordance with their purposes.

The classification of the properties of competitive products gives a fairly complete picture of the composition and content of the considered indicators according to the characteristics of the classification.

These groups of indicators can be used in the study of the characteristics of the properties of a wide range of competitive products.

To ensure the competitiveness of products, it is necessary to improve the technical level at all stages of its life cycle, from manufacture to consumption, only then will the required results be achieved. To do this, the level of competitiveness of products should be established at the planning stage, ensured at the production stage and maintained at the consumption stage.

After analyzing the theoretical aspects of the competitiveness of products, we should agree with the majority of authors that a more reasonable definition of the competitiveness of products is the totality of its properties and characteristics that can satisfy the needs of the market or consumer requirements better than others.

A characteristic feature of market relations, for example, in the field of telecommunications is the competition of economic entities as manufacturers of telecommunications products for the market for their products.

The competitiveness of a motor transport enterprise should be understood as its ability to organize and carry out transportation and services that, in terms of quality, cost and other characteristics, are more attractive to the consumer than transportation and services offered by competitors.

In the Russian Federation, a special place in solving these problems belongs to the territorial bodies of the State Standard of Russia - the centers of standardization, metrology and certification (CSM), which, in accordance with the Law of the Russian Federation "On the Protection of Consumer Rights", are entrusted with coordinating the activities of state, commercial and public organizations in the field of providing safety of products (services) at the level of Russian regions.

The dominant place in the functional structure of the CSM, along with state supervision and control over the implementation of the mandatory requirements of standards, metrological norms and rules, was occupied by activities related to the organization and conduct of mandatory and voluntary certification, certification and preparation for accreditation of testing laboratories, product cataloging, information and analytical services for local governments, public associations, consumer societies, the provision of engineering and consulting services to entrepreneurs, managers and specialists in the region. The implementation of the above functions requires close interaction of the CSM with federal and local government bodies, product supplier organizations, public associations and organizations, which objectively predetermines the leading role of the CSM in solving regional problems in the field of ensuring product safety and quality, creating and developing a regional quality system.

The foundational ISO 9000 standard identifies the following eight quality management principles that contribute to the achievement of quality objectives:.

Customer orientation – we all depend on our customers and therefore must understand the current and future needs of the customer, meet customer requirements and strive to exceed customer expectations;

Leadership - leaders establish unity of purpose, direction and internal environment of the organization. It is they who create an environment in which people can become fully involved in achieving the goals of the organization;

Involving people – employees at all levels are the essence of an organization, and their full involvement makes it possible to use their abilities for the benefit of the organization;

Process approach - the desired result is achieved more efficiently when the relevant resources and activities are managed as a process, when each action is considered as the transformation of some input into an output using the necessary and sufficient resources;

A systems approach to management is the identification, understanding and management of a system of interrelated processes for given goals that contribute to the effectiveness and efficiency of the organization;

Continual improvement is the unchanging goal of the organization;

Fact-based decision-making approach - effective decisions are based on measurements, logical and intuitive analysis of data and information;

Mutually beneficial relationships with suppliers – A mutually beneficial relationship between an organization and its suppliers enhances the ability of both organizations to create product value.

Speaking of such an indicator as "quality" it is impossible not to say about competition. According to the economic dictionary, "competition is a competition between commodity producers for the most profitable areas of capital investment, sales markets, sources of raw materials." It is logical that the concept of "competition" entails the concept of "competitiveness".

Competitiveness is the property of a product, service, market entity to act on the market on an equal footing with similar goods, services or competing market entities present there.

Factors affecting product quality management

Currently, there is a trend in the economy in which such an indicator as quality plays one of the leading roles in managing the production of products, and its subsequent movement. In developed countries, quality management in an enterprise attracts special attention from all departments that affect the quality of products or services provided. For better interaction and, therefore, for a more efficient result, various approaches to quality management are being developed. If we talk about the prospects, then this is the development of new ISO 9000 series standards.

Full and accurate use by the subjects of management and economic activity of the international and state standards developed to date, metrological norms and certification rules creates the necessary prerequisites for:

Protecting the interests of the region and the rights of the population living in it to use products and services of appropriate quality, safe for the health of citizens and the environment;

Increasing the competitiveness of products manufactured in the region and promoting them to the world market;

Rational use of natural and industrial resources available in the region;

Increasing the production and economic potential of individual enterprises and the region as a whole.

A special place in solving these problems belongs to the territorial bodies of the State Standard of Russia - the centers of standardization, metrology and certification (CSM), which, in accordance with the Law of the Russian Federation "On the Protection of Consumer Rights", are entrusted with the coordination of the activities of state, commercial and public organizations in the field of product safety (services) at the level of Russian regions.

The dominant place in the functional structure of the CSM, along with state supervision and control over the implementation of the mandatory requirements of standards, metrological norms and rules, was occupied by activities related to the organization and conduct of mandatory and voluntary certification, certification and preparation for accreditation of testing laboratories, product cataloging, information and analytical services for local governments, public associations, consumer societies, the provision of engineering and consulting services to entrepreneurs, managers and specialists in the region. The implementation of the above functions requires close interaction of the CSM with federal and local government bodies, product supplier organizations, public associations and organizations, which objectively predetermines the leading role of the CSM in solving regional problems in the field of ensuring product safety and quality, creating and developing a regional quality system.

There are a number of fundamental legislative, regulatory and administrative acts (laws of the Russian Federation "On the Protection of Consumer Rights", "On Certification of Products and Services", "On Ensuring the Uniformity of Measurements", "On Standardization", etc.), which currently regulate activities of enterprises and the state in the field of ensuring the safety and quality of products (goods and services).

In accordance with the current legislation in the Russian Federation, the main forms of control and confirmation of the safety and quality of products are state supervision over compliance with the mandatory requirements of standards, state metrological supervision and control, as well as mandatory and voluntary forms of certification.

To control the safety of products, industries in foreign and domestic practice, certification is used, carried out directly by state bodies or under the control and supervision of state bodies. When assessing the quality, functional and other indicators of product quality, voluntary forms of certification are used, as a rule, not controlled by government bodies or organizations.

The probability of defective products entering the consumer and industrial markets of the region significantly depends on the quality of the functioning of the metrological subsystems of supplier organizations, which together form the regional subsystem of metrological support.

The overall level of safety and quality of products produced and consumed in the region can be significantly improved through the development, practical application and certification of quality systems of supplier organizations, controlling organizations, etc.

As you know, business entities of various forms of ownership create, produce and supply products or services that have such a combination of properties and characteristics that give them the ability to satisfy the stipulated or implied needs, requests, requirements of consumers (customers). This correlates with the definition of "quality" established by ISO 9001. Increasing competition in the global market leads to a tightening of the requirements that the consumer and customer place on the quality of products and services. Usually, the requirements of consumers (customers) are established in the technical specifications for the development of products and are implemented in the regulatory documentation (technical specifications, enterprise standards) for mass-produced products. However, this rationing in itself cannot be a reliable guarantee that the requirements of the consumer (customer) will really be satisfied, since the organizational and technical mechanism (system) of the developer or manufacturer may have significant shortcomings.

Quality objectives are set for the implementation of strategic guidelines in the management of the organization. These goals indicate the desired results, allow you to direct the organization and apply resources to achieve the goals. Therefore, it is essential that quality objectives are measurable and achievable. The scope of the Quality Management System should be consistent with the quality objectives.

At the very top of the organization, the standard prescribes two goals:

Increasing customer satisfaction;

Continuous improvement of the organization's performance.

The foundational ISO 9000 standard identifies the following eight quality management principles that contribute to the achievement of quality objectives:

1) customer orientation - we all depend on our customers and therefore must understand the current and future needs of the customer, meet customer requirements and try to exceed customer expectations;

2) leadership - leaders establish unity of purpose, direction and internal environment of the organization. It is they who create an environment in which people can become fully involved in achieving the goals of the organization;

3) people involvement - employees at all levels are the essence of the organization, and their full involvement makes it possible to use their abilities for the benefit of the organization;

4) process approach - the desired result is achieved more efficiently when the relevant resources and activities are managed as a process, when each action is considered as the transformation of some input into an output using the necessary and sufficient resources;

5) a systematic approach to management - the identification, understanding and management of a system of interrelated processes for given goals that contribute to the effectiveness and efficiency of the organization;

6) continual improvement is the unchanging goal of the organization;

7) Fact-based approach to decision making - effective decisions are based on measurements, logical and intuitive analysis of data and information;

8) Mutually beneficial relationships with suppliers - A mutually beneficial relationship between an organization and its suppliers enhances the ability of both organizations to create value for products.

Speaking of such an indicator as "quality" it is impossible not to say about competition. According to the economic dictionary, "competition is a competition between commodity producers for the most profitable areas of capital investment, sales markets, sources of raw materials." It is logical that the concept of "competition" entails the concept of "competitiveness".

Competitiveness is the property of a product, service, market entity to act on the market on an equal footing with similar goods, services or competing market entities present there.

The competitiveness of any organization, regardless of its form of ownership and size, depends primarily on the quality of its products and the commensurability of the price of these products with the quality offered, i.e., on the extent to which the enterprise's products satisfy consumer needs. The quality of products upon purchase is assumed and is measured by the modern consumer with the known price of these products. This process of comparing price and quality is not easy to formalize, however, we often do it in ordinary stores simply on the basis of intuition and some ideas about the market. A more competent and formalized approach is implemented between organizations in the process of concluding supply contracts, when various documents include product requirements with an explicit indication of quality requirements, for example, references to GOSTs, requirements for delivery, installation, service, etc.

An important element in the QMS of products is standardization - rule-making activity, which finds the most rational norms, and then fixes them in regulatory documents such as a standard, instructions, methods and requirements for product development, i.e. it is a set of tools that establish compliance with standards.

Standardization is one of the most important elements of the modern QMS mechanism for products (works, services). According to the definition of the International Organization for Standardization (ISO), standardization is the establishment and application of rules with the aim of streamlining activities in certain areas for the benefit and participation of all interested parties, in particular to achieve optimal overall savings while observing functional conditions and safety requirements.

In the economic dictionary: standardization is the establishment of norms and requirements for the physical and dimensional values ​​​​of manufactured products and products, semi-finished products, raw materials and materials, which are drawn up in the form of standards.

The Law on Standardization formulates the concept of standardization as an activity to establish norms, rules, characteristics in order to ensure the safety of products, works and services for the environment, life, health and property; technical and information compatibility, as well as interchangeability of products; quality of products, works and services in accordance with the level of development of science, engineering and technology; unity of measurements; saving all kinds of resources; safety of economic facilities, taking into account the risk of natural and man-made disasters and other emergencies; defense capability and mobilization readiness of the country.

The laws of market relations in the context of the globalization of the world economy require modern business to constantly balance between the maximum possible satisfaction of the needs of all interested parties (shareholders, investors, consumers, government bodies, society), competitive pressure and unconditional compliance with legislative and industry requirements. Achieving and maintaining this balance guarantees enterprises the prospect of sustainable and successful development, and therefore in many cases is a corporate goal. To achieve it, top management uses strategic programs, including those focused on the introduction of standardized requirements for the development, maintenance and development of formalized management systems that have international recognition.

Approaches to quality as a purely engineering problem solved by individual specialists are becoming a thing of the past. At present, the achievement of high quality and continuous improvement of all aspects of activity are the strategic objectives of every effectively operating organization. Quality management becomes the basis for managing the activities of any enterprise form. Leadership, employee engagement, customer focus and supplier partnerships, systems and process approaches, fact-based decision making and continuous performance improvement - all these quality management principles are now the basis for the implementation of an effective industrial development strategy.

Improving quality management in the enterprise

1. Conduct training for enterprise personnel for internal audits

state of the QMS at the enterprise. The main forms of advanced training should be considered production and technical courses, schools for the study of advanced labor methods, courses for mastering second and combined professions and specialties, targeted courses at enterprises, institutes and faculties for advanced training of engineers, etc.

Advanced training in the field of quality is becoming in modern conditions an objectively necessary part of production activity and is no longer considered only as a desirable, optional form of this activity. The unwillingness of workers to improve their skills is regarded as a violation of production discipline with all the ensuing consequences.

Personnel training in the field of quality should be the focus of attention of the heads of the enterprise and its departments. It is they who carry out a systematic assessment of the compliance of the knowledge and skills acquired by employees with the needs of the enterprise in quality assurance. Learning outcomes are taken into account during certification.

The main reasons for the need for training and retraining of personnel directly at the specialized enterprises of Russia for retraining of personnel are:

Competition requiring cost reduction and more efficient use of labor resources;

Emergence of new production processes;

Technological changes requiring the acquisition of new knowledge and retraining of workers;

Lack of skilled labor force at the national level;

Social responsibility of the enterprise for its employees, etc.

Thus, the effective implementation of a quality management system requires the training of managers at various levels of the service enterprise. Training should take place in the light of explaining the meaning of modern quality management concepts, the need to ensure the effectiveness and flexibility of real quality management.

The solution to this problem is impossible without effective management, which involves focusing attention and efforts on the main areas - improving the quality and competitiveness of domestic engineering. In this regard, it is necessary to use all the experience and potential of science, technology, industry, all knowledge and skills.

2. Find the necessary funds for the purchase of equipment for testing materials and components.

The enterprise needs to introduce new measuring instruments, which are of particular importance, since many information about the readiness of materials and the production process depend on experimental measurements. Sources of these measurements include instruments located on or near process equipment, as well as quality control test equipment and testing laboratories.

The facility should develop and maintain documented procedures for statistical control, maintenance, calibration, and verification of control, measurement, and test equipment.

For each measuring instrument used for quality assurance purposes, the enterprise must establish a documented procedure for its calibration with separate information: on the type of instrument, the scope of calibration, calibration intervals and methods, the criteria for issuing permission for its use and on the measures taken with it during its unsatisfactory technical condition. The company must ensure that this procedure is followed throughout the life of the measuring instrument. Defective or expired calibration measuring instruments must be isolated and protected from access to them by unauthorized persons.

3. Implement electronic document management due to the slow passage of documents through the services of the enterprise.

4. Develop and implement statistical quality control methods.

5. Develop and implement a set of measures to improve the culture of production at the enterprise, compliance with order, industrial sanitation, safety and labor protection.

6. Develop a system of motivation and material incentives at the enterprise.

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