Quality improvement is one of the features. Improving the quality and standard of living of people
We list some criteria that directly affect the quality of life, and tell you how to change them for the better. Individually, these changes may seem small, but together they make a big difference in how happy and fulfilled you feel.
Health
How does it affect the quality of life
Any health problems reduce the quality of life. However, not all people seek to quickly get rid of pain and discomfort, continuing to endure and hope that the body will cope on its own.
In some cases this is true, but not in all. For example, if you feel pain in your tooth when you eat sweets, it is understandable that the tooth will not recover on its own. By postponing a visit to the dentist, you simply worsen the quality of life and exacerbate the problem.
How to change
Don't neglect your health. Go to the dentist if you know you have cavities. So you keep your teeth longer, without leading to pain, removal and prosthetics.
Women should do breast ultrasound every six months: breast cancer ranks first among women's oncological diseases and is well treated in the early stages.
Do not tolerate pain in the lower back and neck after a working day - go to a surgeon or a chiropractor without waiting for a hernia and pinched nerve.
Make health a priority and you won't have to deal with the consequences of your negligence.
Food
How does it affect the quality of life
Junk food impairs health and shortens life, spoils well-being and leads to obesity, which significantly reduces the quality of life.
Yes, the quality of food to some extent depends on the level of income: healthy foods like red fish and beef, out-of-season fruits and vegetables, nuts are quite expensive. However, by reducing the amount of fast food, sweets and other junk food, it is quite possible to buy healthy products even with a limited budget.
How to change
Switching to a healthy diet is quite easy, the main thing is to learn and clearly define why you are doing it. By the way, you don't have to spend a lot of money to eat healthy: here's how to save on food and eat right.
Bad habits
How do they affect the quality of life
Dependence on cigarettes, alcohol, sweets reduces the quality of life. You spend several thousand rubles a month on something that most often does not bring pleasure and benefit, you experience negative emotions from public condemnation, or you yourself condemn yourself for being weak. In addition, your addictions, like junk food, are bad for your health and shorten your life.
How to change
To fight bad habits, you need a purpose and a substitute.
A goal will help support your determination to get rid of the addiction during the withdrawal process. Ideally, this goal should have a real result that can be tracked. For example, improving performance in sports.
However, no goal will help you last if you don't have a replacement. Addiction serves as a source of pleasure and helps to cope with stress, so you need to find something that replaces the usual actions.
Try to go in for sports, start a hobby, meet new people. Such pleasures will help you get rid of stress and change the environment, which is also very useful when fighting bad habits.
Order in life
How does it affect the quality of life
One of the criteria for the quality of life is domestic comfort, which is impossible without cleanliness and order. Clutter reduces concentration, increases stress levels and causes negative emotions. Clutter in the home reduces comfort and even causes people to consume more unhealthy food. Clutter, Chaos, and Overconsumption. .
How to change
To keep your home from becoming overgrown with dust and rubbish, start to fight the mess:
- put things in their places;
- wash dishes immediately after eating;
- throw away things you don't use;
- do a general cleaning once a month.
Satisfaction with life
How does it affect the quality of life
If the standard of living is determined by objective indicators, such as the level of income, working conditions, opportunities for education and recreation, then the quality of life often depends on the subjective opinion of a person - whether he is satisfied with his life or not, how he evaluates its conditions.
It turns out that the quality of life can be improved under any external conditions, simply by changing your attitude to what is happening.
How to change
Very often we are not upset by real events, but by memories of the past or fear of the future. If you learn to focus on the present moment without thinking about the past or the future, the source of much anxiety, stress and negative thoughts will disappear. Due to this, psychological comfort and satisfaction with life will increase.
At first, focusing on the present moment, or, in other words, will require effort from you. In order not to tire yourself, try practicing mindfulness not all the time, but several times a day, for example, while cleaning or eating.
Meditation also helps to accustom yourself to awareness. Just do not try to immediately meditate for a long time: you will quickly get bored, and you will no longer be able to force yourself. Start slowly and form a habit - this is the key to success in any business.
As you can see, to improve the quality of life, it is not necessary to earn twice as much. Sometimes it’s enough to fix a tooth that has been bothering you for a week, feel a surge of energy from a healthy lunch, clean up the trash on your desktop and notice what delicious coffee you are drinking or how glad you are to see your friend.
Management of processes and product quality, according to - is a function that carries out activities of an operational nature, used to fulfill quality requirements and aimed both at managing processes and at eliminating the causes of their unsatisfactory functioning in the circuits of the ZhCP. In practice, this type of activity is referred to as operational management.
The purpose of operational quality management is to increase the output of products of the appropriate quality by timely detection of significant deviations (inconsistencies) in the measured product indicators and process parameters and their prompt elimination by applying corrective measures. A corrective action is an action taken to eliminate the causes of a detected nonconformity, defect, or other undesirable phenomenon and thus prevent recurrence of these phenomena. Reasons for deviations or non-compliances may be as follows:
- failures, malfunctions or non-compliance with quality standards of materials, processes, tools, equipment or premises where products are manufactured, stored or processed;
– Inadequate procedures and documentation, working conditions and resources;
– lack of experience and poor planning;
– variability inherent in process parameters, etc.
Operational quality management is carried out in the mode of minimizing deviations of actual performance results from requirements. Its functions include:
Operational planning of product and process quality;
Quality control of products and processes;
Information Support;
Correction of quality assurance processes;
Making prompt decisions on corrective actions;
Development and implementation of corrective measures.
These functions are closely related to the operational management of technological processes of production. Operational planning consists in the development of calendar (monthly, daily) plans with the mandatory input of product quality indicators as a result of the activity of each technological process of production. Quality control of products and processes includes quality control of supplied resources, parameters of technological processes and quality indicators in the production process and acceptance control of finished products.
In operational quality management, particular importance is attached to the collection and processing of information in the "on line" mode to analyze the implementation of operational plans. The basis of information support for quality management is an automated system of technological processes (APCS). It includes dynamic accounting (collection and transmission of data), monitoring the compliance of operational data with requirements, as well as making decisions to correct the course of processes in case of violation of the rules of their functioning, i.e. deviations from the required parameters. For corrective actions (GOST R ISO 9004-2001), the organization should develop a documented procedure that defines the requirements for operations for their implementation .
In making decisions on the development of corrective actions, a special place is given to statistical methods for assessing the quality of processes and products. At the level of operational management, there are always several options for taking measures in order to bring the system into a state that is stable relative to the plan. For example, several production lines are operating: you can stop the line, reduce the load, connect a backup, etc.
11.5. Quality improvement: principles, concept, algorithm
Quality improvement activities are a function of quality management aimed at increasing the ability of an organization to meet quality requirements. Quality improvement includes activities undertaken to improve the efficiency and effectiveness of activities and processes for the benefit of both the organization and customers. When implementing a QMS in an enterprise, management must make sure that this system will contribute to continuous quality improvement. The main ideas for improving product quality are set out in the following principles:
- the quality of products or services of an enterprise is determined by how satisfied the needs of the consumer are and depends on the efficiency and effectiveness of the processes that ensure the production of these products;
– quality improvement is a continuous activity aimed at regularly improving the efficiency and effectiveness of production processes;
– efforts to improve quality should primarily be directed to the constant search for opportunities to improve quality, and not to identify opportunities as a result of a problem that has already arisen;
- the increase or decrease in the significance of quality problems should be managed by preventive, verification and corrective actions;
- quality improvement goals should be set for all QMS departments, closely related to general business goals, measurable, understandable, promising and meaningful for business;
– the achievement of quality improvement goals is facilitated by open communication and teamwork extended to the supply chain.
The concept of quality improvement is formulated as follows: the constant goal of management at all levels should be the desire to satisfy customer needs through continuous quality improvement to ensure the competitiveness of the enterprise. The basis for quality improvement is the development of innovative activities in the development and manufacture of new products, services and processes. At the same time, quality indicators and criteria are applied not only to the final product or service provided to the consumer, but also to all relevant processes: development, design, production, after-sales service, etc.
The motivation for quality improvement arises from the need to provide special value to the consumer. Each employee of the enterprise must develop a conscious concern that each process can be carried out with greater efficiency and effectiveness, as well as with the least cost and the least consumption of resources. Continuous quality improvement enables the company to increase its competitiveness, and its employees to contribute to the company's activities, increase the level of knowledge and skills.
The algorithm for improving product quality includes the following steps.
1. Involvement of all personnel of the enterprise in the process of total quality improvement through the cyclical implementation of projects that contribute to quality improvement and cover employees at all levels of product output. Projects start with the recognition of quality improvement, which is based on measuring losses due to poor quality products or comparing products with competing products in enterprises recognized as leaders in this field.
2. Initiation of projects to improve quality, subject to the preparation of a justification for the project, historical information, information about the state of product quality and associated losses, expressed in known numerical characteristics. The implementation of the project is carried out on the basis of the drawn up program and provisions on the periodic analysis of the results of the work on the project.
3. Investigation of the possible reasons for the need for quality improvement by studying the nature of the process being improved on the basis of experiment. An experiment should always be carried out on the basis of a carefully designed plan.
4. Establish cause-and-effect relationships by carefully analyzing the reasons for the need for quality improvement and the consequences of this improvement. To substantiate the nature of cause-and-effect relationships, it is necessary to involve economic factors.
5. Implementation of preventive and corrective actions in relation to the identified causes by developing and evaluating alternative proposals. The advantages and disadvantages of each proposal must be checked and evaluated by the employees of the enterprise involved in the implementation of these actions.
6. Confirmation of quality improvement based on the collection and analysis of data from the same sources as when uncovering the reasons for the need for quality improvement, as well as additional research on concomitant phenomena that could occur.
7. Consolidation of the achieved success after confirming the improvement in quality by changing the technical conditions and methods, training the staff, issuing a guarantee that the changes become an integral part of the activities of each employee.
9. If the desired improvement is achieved, then new quality improvement projects and activities should be selected and implemented. It is recommended to set priorities and time limits for each project or activity.
It is necessary to constantly improve the quality of all processes leading to an improvement in the quality of the output product. Continuous quality improvement is one of the main elements of the success of the quality strategy.
Juran was the first to talk about continuous quality improvement. The theory of quality management he proposed consists of three stages of quality assurance, called the "Juran Trilogy":
Quality planning, applied at the planning stage of processes capable of meeting the requirements of standards;
Quality control applied to know when the current process needs to be adjusted;
Quality improvement, which helps to find the best ways to improve the process.
Rice. 4. KAIZEN and KAIRYO system
Quality improvements can be of two types (Figure 4):
Large;
A series of small constants.
Major improvements involve a one-time drastic reorganization of the process and require large investments. A major improvement in quality is associated with the use of fundamentally new technologies, an example of which can be technologies in the transition from vacuum tubes to semiconductors, and then to integrated circuits. Improvements of this kind are called KAIRYO by the Japanese and are characteristic of the Western way of thinking.
Kayrio's upgrade system is characterized by the following features:
It does not require much human effort, but requires large investments;
Only a few specialists are involved in the improvement system;
Only a limited number of technologies need to be used;
With small improvements, the effect of a single step is very small, but a large series of such widespread and permanent improvements gives an effect that is quite commensurate with that provided by improvements of the first type, but with much less investment. This approach is typical for Japanese management. The Japanese call this kind of improvement system Kaizen.
The KAIZEN upgrade system is characterized by the following features:
It takes a lot of human effort and little investment;
Everyone is involved in the improvement system;
A large number of small steps are needed;
The system is designed as a philosophical approach, consistent with the philosophy of TQM.
For a long time in our country, the cost of quality was associated with the cost of ensuring a given quality. At the same time, the costs of quality are associated primarily with the costs of correcting defects.
The costs associated with poor quality, according to the Juran trilogy, can be divided into costs associated with a chronic level of defectiveness and costs associated with episodic (sporadic) marriage (Fig. 5). Managers usually pay attention 
Rice. 5. Changing the cost of poor product quality in accordance with the Juran trilogy.
only for sporadic rejects, but significantly greater reserves for process improvement are associated with a decrease in the level of chronic defectiveness and a transition to a new quality control zone at a lower level of chronic rejects. As can be seen from fig. 5, quality management is carried out in a pre-planned area. This is a zone of chronic marriage, which is planned initially when planning the process. For example, more than 30 years ago, one defective transistor per 1000 pieces used in the assembly of equipment was planned, and today one defective transistor per 1 million transistors is planned. As a rule, they begin to get used to a chronic marriage.
Usually, they begin to pay attention to improving the quality of the process only after the appearance of a sharp jump in rejects. Then, analyzing its causes, they come to the conclusion about the revision of the level of chronic defectiveness and, as a result of the developed action plan, they move to a new quality control zone at a lower level of chronic defects. At the same time, sporadic marriage, as can be seen from Fig. 5, led to high costs, although it made it possible to plan their further reduction when moving to a new quality management area. At the same time, if the quality of the process were constantly improved (in accordance with the Kaizen system), it would be possible not only to avoid sharp jumps in marriage, but also to constantly reduce it.
Suggestion system. One of the main ways to use the experience and knowledge of all employees is to stimulate their suggestions for improvement. In the most successful Japanese companies, more than half of all employees are actively involved in quality improvement work, for example, through suggestion systems. An example is the company Toyota, which since the early 1950s has organized a system of proposals among its employees.
There are many reasons why suggestion systems work so well for Toyota. One of them is that every suggestion gets a response, usually within 2 hours. A person suggesting an improvement should not wait and hope that someone will take care of their suggestion. Another reason is that Toyota has a system of awards for the best proposals. The best design or proposal is awarded a medal, money, or admission to the Good Idea Club. However, the most important reason for the productivity of the systems is that the management staff takes the proposals submitted seriously and really uses all the ideas for improvement.
The essence of continuous (permanent) improvement is reduced to the following stages of solving quality problems.
1. Organization of the project:
Selecting problems to solve;
Selection of a team to solve the problem.
2. Diagnostics:
Analysis of symptoms;
Putting forward hypotheses to explain the reasons;
Hypothesis testing;
Selection and specification of the main reasons.
3. Search for a solution:
Use of alternative solutions and their comparative analysis;
Development of solutions and control systems;
Resilience to change;
Implementation of solutions and control systems.
4. Maintaining what has been achieved:
Checking the operation of the new system;
System monitoring.
The last (4th) stage is the stage of standardization of the new system, which will need to be guided (SDCA cycle) when monitoring (tracking) the system with the help of its control. This stage is the most important, allowing, based on the results of monitoring the process, to find out further ways to improve it.
The improvement strategy and related continuous quality improvement activities are shown in Figure 1. 6.
Rice. 6. Relationship of planned quality improvement strategy to campaign activities
Involvement in the work to improve the quality of all
In order for a quality strategy to be successful, both internal and external customers must not only be satisfied and involved in the process that provides this satisfaction, but also be directly involved in the continuous improvement of the quality of this process.
The Kaizen improvement system, using little investment compared to the Kairi system, requires constant efforts of all participants in the process to improve it. That is why no participant in the process should be left out of this work either due to personal disinterest or due to the opportunities not provided to him to be involved.
As already emphasized earlier, the success of the quality strategy pursued by the company is inconceivable without the involvement of the top management of the company (top manager) in the quality improvement process. Leadership and coordination of actions in this matter are of great importance. However, the success of continuous quality improvement according to the Kaizen system can only be ensured if the company's management provides the opportunity and encourages participation in the quality improvement work of each employee of the company. That is why the concept of continuous quality improvement predetermines the involvement of each employee, regardless of his position in this company, in activities to improve processes, products, services. Only in this way can the experience and skills of all staff be used to the maximum.
The elimination of functional barriers in the service hierarchy is one of the necessary conditions that a manager must provide in order to involve all employees of the company in the work to improve the entire process as a whole.
When applying the correct cycle of relationships between management and subordinates, the conditions for collective work are created to achieve the goal, i.e. necessary conditions for the successful application of the Kaizen improvement system.
For the effective participation of each employee of the company, it is necessary:
vesting employees with responsibility and rights corresponding to the work performed;
revealing the real interest of employees in the results of their work;
encouraging performance improvement.
The involvement of all suppliers in quality improvement is also a prerequisite for the success of the company. The current trend is to reduce the number of suppliers, even if this does not result in the lowest cost of supplied materials.
The main task of companies working in terms of TQM with suppliers is their joint participation and interest in the continuous improvement of the quality of the final product, responsibility, confidence in the quality of the material supplied by the supplier.
Providing opportunities for workers to influence the course of processes is associated with the concept of “policy of dispersal”.
Policy deployment (policy deployment) - endowing each element of the organizational structure of the enterprise with certain functions to improve the quality of production as a whole by transferring management functions to them (dispersion throughout the enterprise, in particular, the rights of the manager, corresponding to certain duties of the performer in matters of quality improvement).
Top management develops company-wide goals and mobilizes company resources to achieve them. Then they are brought to the next level, where the goals and resources for the entire level are specified, and then there is a transition even lower on more
As already discussed above, strategic change management includes, first of all, business process management. The formula for success is this: if you want to change the result, change the process. Due to the active development of the process approach, closely related to production chains, methods for improving processes are emerging. And the first object that these methods are aimed at is the quality of the product or service being produced. The PDCA cycle (plan-do-check-act), or the Shewhart-Deming cycle, which underlies quality management, is aimed at continuous quality improvement. The object of continuous improvement can be the design processes of products (services), production processes, quality management processes, business processes of the enterprise, the environment.
The improvement of production processes is achieved through : changes in technology (technical innovations), timely repair or replacement of equipment, changes in management methods (for example, the introduction of statistical methods of process control), improvement of work methods, increase in technological discipline, reengineering, improvement of production infrastructure.
At the heart of quality improvement are borrowed from the Japanese approach to quality improvement statistical methods quality design, or "seven simple methods". These include: the Pareto 80/20 method, cause-and-effect diagrams (Ishikawa (“fishbone”) diagram, affinity diagram, scatter diagram) histograms, control charts, control sheets.
One of the most effective methods (tools) of quality is structuring the quality function(Quality Function Deployment - QFD).
This method was invented in Japan and was first put into practice in 1966 at Matsushita Electric, where it was called the “Quality Assurance Plan”. The greatest contribution to the development of this method was made by Japanese scientists J. Akao and S. Mizuno. In 1983, the methodology for structuring (or deploying) the quality function was first introduced in the United States, and a few years later in Europe, in the 90s in Russia (see publications by Yu. Adler).
Structuring the quality function is a systematic way of deploying the needs and wishes of the consumer through the structuring of the functions and operations of the company. The purpose of the activity is to ensure quality at each stage of the product life cycle that meets the expectations of the consumer. The manufacturer in the process of forming the "imaginary" quality must first of all have a clear idea of the "quality profile" of the product being created.
"Quality profile" - a model proposed by N. Kano (Japan), which includes three components of the quality profile: basic, desired and required (Fig. 8.1).
Basic quality profile- a set of those quality parameters of the product, the presence of which the consumer considers mandatory, that is, "for granted". The consumer does not even consider it necessary to tell the manufacturer about these parameters. Examples of such parameters are safety guarantees for passenger vehicles, hermetic packaging of liquid and gaseous media, error-free transactions with bank accounts, etc. The manufacturer must remember that basic quality indicators do not determine the value of the product in the eyes of the consumer.
Desired quality profile- This is a set of quality indicators, which are the technical and functional characteristics of products. They show how the product matches what was intended. It is these quality indicators that are usually advertised and guaranteed by the consumer. Examples of technical parameters: noise, fuel consumption of a car, computer speed and memory, drug efficiency, etc. An example of functional characteristics are, for example, functions performed by an electronic device, vehicle control functions, and so on. Customer satisfaction increases when the quality parameters of the product offered to him are better than expected. Dissatisfaction appears when the required quality indicators of the product are worse than the level expected by the consumer (usually corresponding to the average level of the market).
Desired quality profile- this is a group of quality parameters that represent for the consumer unexpected (hidden) values of the product offered to him, the presence of which he could only dream of in order for the product to remain competitive. Taking into account the desired quality parameters in the proposed product is a good indicator of the potential capabilities of the manufacturer and creates favorable conditions for a breakthrough to the market, further improvement of the product, and getting ahead of potential competitors. A feature of the desired quality parameters is that the consumer does not have to invent them himself, he does not require them, but highly appreciates their presence. The desired quality parameters of the product should be inaccessible to competitors for as long as possible.
The manufacturer must bear in mind that the quality profiles under consideration are highly variable. . Today these are the desired quality parameters, and tomorrow they are the required ones. The manufacturer must be ready for this and work to constantly improve the quality of the product.
Rice. 8.1. The degree of satisfaction of the mass consumer, depending on the profile of the quality of the product imagined by the manufacturer
Method Technology QFD requires the joint participation of specialists from the marketing department and the design department, and therefore, its implementation is possible both at the final stage of marketing research and at the initial stage of product design. The QFD method is expert, it uses specific tabular forms of data presentation, called the "house of quality" (Fig. 8.2).
Rice. 8.2. House of Quality
The process of structuring the quality function consists of several stages. Let's highlight the main (key):
clarification of consumer requirements (through surveys),
identification of priority consumer requirements (by the method of paired comparisons, assessment of requirements by their weight with a total value of 100%),
translation of consumer requirements into measurable (mostly) product characteristics (the answer to the question: “How to do it?”);
Identification of the tightness of the relationship (correlation) between the degree of satisfaction of consumer requirements and the magnitude of product characteristics (by means of correlation and regression analysis),
building a profile of the correlation coefficient (weighted average),
Establishing the tightness of the connection (correlation) between the very characteristics of the product (by the method of paired comparisons with correlation coefficients 1, ½, 0, -1/2, -1).
building a company profile in the product market (using the benchmarking method, focusing on the closest competitors, the profile is built according to the parameters of the key characteristics of the product),
selection of product quality parameters according to the technical and economic capabilities of the company (compromise between quality and cost through expert evaluation),
· definition of characteristics for the terms of reference for the design of the product (drawing up the terms of reference for the design, taking into account the identified and compared characteristics).
The structuring of the quality function ends with the fact that all the above tables add up to the "house of quality".
A fully expanded quality function includes four phases that track the “voice of the customer” (Figure 8.3): Product Planning (Product Planning), Product Design (Design Deployment), Process Design (Process Planning), Production Design (Production Planning).
Rice. 8.3. Stages of QFD
Stage 1. Product planning. At this stage, the requirements and wishes of the consumer are transformed into characteristics (quality parameters) of the product (product) with the help of the "house of quality". The end result of the first stage should be the identification of the most important characteristics of the product that meet the expectations of the consumer and ensure its competitiveness in the market.
Stage 2. Design of parts and components of the product. At this stage, the most important (critical) parts and components of the product should also be identified using the "house of quality". The results of structuring the quality function at each stage should be accompanied by work that provides feedback to the consumer's opinion. At the same time, for the elements of the product that are most critical to market requirements, the project should provide for possible ways to improve their quality parameters and further carry out appropriate work to ensure prompt adjustment of product properties from the market reaction to its appearance.
Stage 3. Process design. At this stage, the properties (quality parameters) of the product and its component are transformed into specific technological processes that ensure the manufacture of a product with desired properties. This stage of QFD provides for the identification of the most important (critical) parameters of each operation and the choice of methods for their control. At this stage, a process control system should be developed and ways to improve the process should be provided.
Stage 4. Production design. At this stage, production instructions are developed and tools for quality control of the production of the product are selected. The instructions should provide for the possibility of improving the work of inspectors, depending on how many and how often control measurements are to be taken, as well as what measuring equipment is used.
The House of Quality is built at every stage of QFD. At the same time, the characteristics of the object of a higher stage become the requirements of the lower stage. It is important, each time moving to a new stage of design, not to lose the quality (value) of the product that embodies the "voice of the consumer".
Another quality improvement method, mastered by Motorola (USA) in the 80s, was called " 6 sigma". The method is based on calculating the variability of the technological system according to the formula Ср=Т/6σ, where Ср is the process reproducibility index, Т is the parameter tolerance, σ is the standard deviation of the distribution. The method led to the emergence of the Six Sigma strategy. The Six Sigma strategy is based on the fact that there is a direct correlation between the number of product defects and the level of customer satisfaction. A common indicator is the number of defects per unit of product, admitted at all stages of its production.
In general, this strategy corresponds to the indicator 6σ, equal to the number of defects per million items and 10% of the cost of quality. The more sigmas, the worse the quality, already 3 sigmas give 66807 defects per million products, which generates 20-30% of quality costs. This level is considered unacceptable. The average level is 6210 defects per million items, the level of quality costs is 15-20%.
Strategy lean manufacturing Toyota is focused on combating quality losses and activities that waste resources but do not create any value. Lean manufacturing consists of five stages:
1) determination of value (by the end consumer);
2) organization of the value stream - a set of all actions that need to be performed so that the product goes through three important stages of management: problem solving (design), information flow management (order and delivery schedules), physical transformation (from raw materials to the finished product). May need to go outside of production;
3) organization of product movement (methodology of the workplace 5 S);
4) product pull process (based on two methods: "takt time" (the time interval between the release of 2 products) and "kanban" (special order cards);
5) excellence (increasing the speed of value determination, speeding up the flow and simplifying the pull process, ensuring transparency).
TQM (Total Quality Management, comprehensive quality management) - it is a general organizational approach to meet customer needs and expectations by involving all managers and employees in the process of using statistical methods to continuously improve organizational processes, as well as the quality of goods and services. TQM serves as a tool for change in the same way as other methods of quality improvement, however, it is formed at a higher level, being a strategic approach to improvement.
Main characteristics of TQM:
1) Constant focus on consumers, who are the main evaluators of quality.
2) Systematic improvement of performance based on the use of quantitative methods.
3) Focus on managing processes, not just end results.
4) Assigning responsibility for product quality to all levels of management.
5) Involving employees in decision-making and the process of improving performance, maximizing the use of their abilities and skills.
6) Making decisions based on facts, not opinions.
7) Making decisions in terms of environmental protection and product safety.
8) Focus on effective cost reduction.
9) Long period of implementation of the TQM concept.
Benchmarking - a constant process of studying and evaluating goods, services and production experience of the most serious competitors or those companies that are recognized leaders in their fields (R. Camp, the founder of classical benchmarking).
"Benchmark" is a term used by surveyors for hundreds of years. Land surveyors used "benchmarks" - initial marks to start counting distances - as starting points of reference, the position of which was determined in advance, and then they used to determine the boundaries of the plots. As a benchmark for assessing the level of a product, benchmarking has been used since the early 1900s to find out how a competitor creates their products and how good this product is.
The concept of benchmarking originated in the late 1950s, when Japanese experts visited US and Western European companies in order to study and subsequently use their experience. For the first time, they examined not only the product, but also the process. In Japan, the concept of "benchmarking" corresponds to the word " dantotsu”, meaning “the effort, concern, concern of the best (leader) to become even better.”
The term "benchmarking" appeared for the first time in 1972 at the Institute for Strategic Planning of Cambridge (USA).
The purposeful use of benchmarking began in 1979 in a corporation xerox, who decided to follow suit IBM, comparing the products of an American company with those of its Japanese subsidiary, which sold copiers at a price equivalent to the cost of their production in the United States. This incident was the impetus that led to the creation of Xerox the first successful benchmarking program aimed at reducing costs in its manufacturing process. The main merit of the company Xerox in that she discovered that benchmarking can be done for organizations in any industry that are engaged in similar activities.
Undoubtedly, benchmarking has related roots with marketing, or rather, with marketing research: potential research, social research, research on the best experience in organizing production and ways to increase productivity in the enterprises of their partners and competitors. This last function is the benchmarking function.
Benchmarking is a process of comparison, design and implementation. He includes:
comparison of the organization and its divisions with the best organizations, regardless of which industry or country they belong to,
comparison of business processes, including production, with the best similar processes in another industry or in all industries in order to achieve the highest company value,
comparison of the products and services produced by the organization with those of its strongest competitors,
comparison of different types of equipment in order to select the best equipment,
implementation of selected best practices and practices,
· fulfilling and exceeding customers and consumers.
Basic principles of benchmarking:
1. Reciprocity. Benchmarking is an activity based on mutual respect, agreement and data exchange that provides a "win-win" situation for both parties.
2. Analogy. The operational processes of partners should be similar. The analogy of processes and the establishment of criteria for the selection of benchmarking partners is what determines the success of the activity.
3. Measurement. Benchmarking is a comparison of characteristics measured at several enterprises; the goal is to establish why there are differences in performance and how to achieve their best value. The most important is the identification of the key characteristics of the process, which allows you to improve the characteristics based on the study of the process.
4. Reliability. Benchmarking should be based on evidence, accurate analysis and study of the process, and not just on the basis of intuition.
What can be done with benchmarking?
1. Help the organization learn from the experience of others. At the same time, take into account that learning from your mistakes is an expensive pleasure.
2. Show the organization how it performs compared to its best competitors.
3. Determine the strengths and weaknesses of your organization.
4. Help the organization prioritize its performance improvement activities.
5. Provide the organization with proven corrective action plans.
Consider stages of development benchmarking.
First generation (first half of the 70s) - benchmarking of product indicators. This benchmarking was interpreted as reengineering, due to the fact that the introduction of new borrowed designs resembled the process of reengineering. Competitive products were purchased to compare them with similar-purpose products of their company. Benchmarking focused on such product indicators as price and quality, technical characteristics of goods and services, speed, reliability, etc. The main methods of benchmarking product indicators were: studying the design features of the product, direct comparison of parameters, analysis of operational data. This process of testing a competing product is only a small part of today's benchmarking.
Second generation (from the second half of the 70s onwards) - process benchmarking. In the literature, this generation is often referred to as benchmarking the competitiveness of competitors in their industry. Manufacturing processes, business processes (business), equipment, management systems, processes for handling consumer complaints, processing invoices, processing and fulfilling orders, selection and placement of personnel have already been subjected to a comparative analysis.
Third generation (eighties) - functional benchmarking, comparative analysis of competitors in other industries. Priority was given to process testing. This is due to the fact that it was easier to find similar processes (but more difficult - objects). At the same time, many industries offered a large range of processes, which led not only to the borrowing of new processes, but also to familiarity with the new principles of their functioning. At the same time, attention began to be paid to testing auxiliary processes that serve the main production or business processes.
Fourth generation (nineties) - strategic benchmarking, testing the successful strategies of competitors as an important long-term competitive advantage. Strategic benchmarking is rarely limited to a particular industry. Typically, he looks at several industries in search of the most successful corporate strategies that allow the most efficient companies to thrive in their market segments. It is not surprising that many Japanese companies, which are excellent at seeing the long term, are committed to strategic benchmarking.
Fifth benchmarking generation (present) - global benchmarking, where partner benchmarking came to the fore, when competitors realized that it is easier to stay in the market when you team up with other competing organizations against the rest.
Depending on the goals of competitor research or the tasks assigned to the management of a developing organization, different types (types) of benchmarking are used: internal, external competitive, external intra-industry, external inter-industry, external partner, individual, individual competitive, interactive, internal, in-process, functional, global, strategic.
Let's take interactive benchmarking as an example.
The European Foundation for Quality Management (EFQM), developing approaches to business excellence, introduced interactive benchmarking using web resources. A databank of the best business practices of the world's leading organizations was created. The database is accessed via Internet-service (Excellence One - www://web-1.efqm.org/excellenceone). It is a learning interactive open system that combines and organizes the best tools and methods of improvement based on the EFQM model. It helps members and clients of the European Foundation for Quality Management use a wide range of different benchmarking options by providing access to training methods, case studies, trainings, workshops, other information on key approaches and excellence experience.
Another example of global benchmarking is Internet- BRIR project (Benchmarking and Performance Improvement Resource). Its toolkit allows you to identify the area of necessary improvements and specify the object of reference comparison based on the process classification scheme developed in the international Benchmarking Center of the American Center for Productivity and Quality (APQC).
The benchmarking process can be simplistically defined as a combination of the following requirements:
decide what should be benchmarked,
identify divisions for comparative analysis,
development of indicators that allow comparison,
identify branches within the organization and external organizations for benchmarking, collect and analyze benchmarking data,
determine the discrepancies between the levels of their subsystem and the level of the best analogous subsystems,
develop action plans, goals and procedures for measurement (assessment),
Justify the need for a benchmarking process.
There are two different approach to benchmarking: strategic and organizational. Most organizations need both approaches. At strategic In this approach, an organization conducts benchmarking to determine the strengths and weaknesses in a particular area or function. Organizational benchmarking is more focused on the study of simple operations or business processes, and should not be limited to testing only products.
The benchmarking process usually consists of several stages, starting with planning and ending with the implementation of best practices in your organization. There is no single scheme for conducting the benchmarking process; each organization determines the sequence of work itself.
So, for example, the approach of H.D. Harrington includes:
internal benchmarking (assessment of your organization according to the indicators by which competitors will be tested);
external benchmarking (search for open data and conducting a primary study of a competitor (closed search).
5.18. Ways to improve the quality of products and the organization of marriage
The quality of products in modern economic conditions has become the most important factor in the competitiveness of the enterprise. Naturally, in market relations, the manufacturer seeks to achieve a stable quality of its products, to use all the tools developed by world and domestic practice. The most important of these is the quality assurance system (quality system).
Quality system- a set of organizational structure, responsibilities, processes and resources that ensures the implementation of overall quality management.
The quality of public catering products primarily depends on the quality of the incoming raw materials. Firms or individual enterprises, concluding a contract for the supply of food products or logistics, must be confident in the supplier. At enterprises processing and producing food products, a product quality management system should be introduced. The quality system is not only a means of ensuring the quality of goods, but also a criterion for assessing the reliability of the supplier.
There are two ways to ensure the quality of the product. The first is a check, control of the product itself. This method is quite acceptable when a small amount of goods is purchased. But if we are talking about a wholesale purchase, then even with complete control, due to random factors, you can skip a product with a defect.
In recent years, another method has been increasingly used: checking not the product, but the ability of the enterprise to produce products with a quality that satisfies the consumer.
This also applies to catering establishments. The most important universally recognized instrument of integrated quality management is the quality system. What criteria should a quality system meet? The International Organization for Standardization (ISO) took over the response. This organization has issued three international standards that have received the ISO 9000 index, these standards take into account the rich experience of the largest companies in a systematic approach to the problem of quality.
The cornerstone principle of the quality system is the coverage of all stages of the product life cycle. For a public catering enterprise, the following stages of the product life cycle can be indicated (Scheme 24):
1. Marketing, searches and market research.
2. Development of technical requirements for products, enterprise standards.
3. Logistics.
4. Preparation and development of production processes.
5. Production.
6. Control, quality check.
7. Technical assistance and service.
8. Realization and distribution of finished products.
Scheme 24. Stages of the product life cycle
According to the nature of the impact at the stage of the product life cycle, three areas are distinguished in the quality system:
Quality assurance;
- quality control;
- quality improvement.
Quality assurance is a set of planned and systematic activities for the implementation of each stage of the "quality loop" so that the products meet the requirements for quality.
Quality control includes methods and activities of an operational nature. These include: process management, identification of various kinds of deficiencies in products, production and elimination of these deficiencies and their causes.
Quality improvement- this is a constant activity aimed at improving the quality of products, reducing the cost of it, improving production.
The object of the quality improvement process can be any element of production, for example, the technological process, the introduction of a scientific organization of labor, modern equipment, the provision of inventory, tools, staff development, etc. Continuous quality improvement is directly related to increasing the competitiveness of products.
The management of the firm, company (enterprise) develops and defines a quality policy, ensures linkage with other activities and monitors its implementation at the enterprise.
The main document in the development and implementation of the quality system is the "Quality Manual", which contains reference data (normative and technological documentation, standards, documents confirming product quality, plans for "NOT", to improve production, train and improve the skills of personnel and enterprises etc.) "Quality Manual" can be used as a demonstration material confirming the effectiveness of the quality system for other organizations (consumers), certification bodies, as well as for voluntary certification of the quality system. quality system”, contributes to increasing the competitiveness of the enterprise.
Quality data recording should be carried out to confirm that the required quality has been achieved. All elements of the quality system should be subject to continuous and regular review and evaluation.
Checks can be external and internal. External control is control by the local administration, sanitary and epidemiological supervision, trade inspection, etc. Evaluations of the quality of the enterprise's food are recorded in the control log, the rejection log. If violations are found, an act of verification is drawn up in two copies, one copy remains at the enterprise.
Internal control is carried out by the administration of the enterprise: director, production manager and their deputies, heads of workshops, as well as cooks-foremen. Control over the quality of food is called the rejection of finished products. For the purpose of daily quality control of products, a rejection commission is created at large enterprises. The composition of the marriage commission includes: chairman - director of the enterprise or his deputy for production; production manager or his deputy; process engineer (if available); cook-foreman, qualified cook; sanitary doctor (if available in the staff of the enterprise). At small enterprises, there may be no grading commission; in this case, the production manager is responsible for checking the quality of food. The composition of the marriage commission is approved by the order of the enterprise.
The marriage commission is guided in its activities by normative and technical documentation - collections of recipes for dishes, technical and technological maps, specifications and technological instructions for semi-finished products and culinary products, standards, quality requirements for finished dishes.
The scrapping commission conducts an organoleptic assessment of the quality of food, determines the actual weight of piece products and semi-finished products. All batches of prepared dishes are subject to marriage before the start of the holiday for distribution. In the restaurant, the quality control of portioned dishes is carried out by the production manager selectively during the day.
The most important conditions for the production of high quality dishes are the strict observance by all employees of the norms for laying raw materials and the implementation of the technological process in strict accordance with the established requirements. Of great importance are the mechanization of technological processes, as well as the development of a new progressive technology for cooking, the development of a technology for the preparation and use of chilled dishes, and the creation of optimal conditions for the sale of culinary products. Improving the quality of food largely depends on the professional training of catering specialists. All these conditions clearly echo the principles of the quality system and the stages of the "quality loop".
The evaluation of the quality of dishes is carried out in the following sequence. First, they try dishes that have a mild taste and smell, then more spicy; sweet dishes are tasted last.
Each of the five indicators of food quality (appearance, color, texture, smell, taste) is evaluated according to a five-point system. The average score is displayed as the arithmetic mean with an accuracy of one decimal place. For example, a dish received the following ratings:
Appearance - good;
- color - excellent;
- consistency - good;
- smell - excellent;
- taste - good;
- average score - 4.4.
When carrying out grading, the grade "excellent" is given to dishes prepared in strict accordance with the technology and in which there are no deviations in organoleptic parameters. A dish prepared in accordance with the recipe, but with minor deviations from the established requirements, is rated as “good”. The rating "satisfactory" is given to dishes that have significant deviations from the requirements of the technology, but are allowed to be sold without processing.
The rating “unsatisfactory” is given to dishes with an extraneous taste that is not characteristic of them, as well as sharply oversalted, undercooked, undercooked, having an incomplete yield. Such dishes are not allowed to be sold. In cases where the identified deficiencies can be eliminated, the dishes are sent for processing. If it is impossible to correct the shortcomings, the products are rejected, formalizing this with an appropriate act.
The results of checking the quality of culinary products are recorded in the culinary journal before the start of its sale and are certified by the signatures of the culinary commission (see table):
Extract from the marriage journal
| product name | Evaluation of the quality of dishes and products | Responsible for cooking | ||
| I party 10.30 |
II party 12.30 |
3rd party 14.30 |
||
| fish salad | Vegetables are properly cut. The taste is sharp, moderately salty, with the smell of fish and spices. |
The appearance of the product meets the requirements, the salad is brought to taste, but the potatoes are slightly overcooked. |
Satisfactorily Vegetables and fish have retained their cutting edge, but the pickled cucumbers are not squeezed out, the taste of cucumber pickle is felt. |
Cook V category N.S. Ivanov |
| Homemade noodle soup with chicken | Roots, onions have the correct cut shape, the soup is brought to taste, but the homemade noodles are slightly overcooked. |
Roots, onions and homemade noodles have the correct cut shape. The taste of the soup is moderately salty, the aroma of browned roots, onions and broth is felt |
Satisfactorily The soup is brought to taste, but there is a smell of slightly overcooked roots. Chicken broth is not clear enough. |
Cook V category A.S. Sidorov |
The correctness of the technological process, compliance with recipes, the quality of incoming raw materials, as well as finished products and semi-finished products manufactured by enterprises, are controlled by sanitary and food laboratories. With the help of laboratory studies, physicochemical (the proportion of solids, the proportion of fat, the proportion of salt, the content of heavy metals, etc.), microbiological indicators (mesophilic aerobic and facultative anaerobic microorganisms, E. coli bacteria, pathogenic microorganisms, etc.) are determined.
Another characteristic feature of the quality system, which determines its effectiveness, is the constant work on the analysis and evaluation of quality costs.
Quality costs are divided into production and non-production.
Production costs are associated with the activities of the enterprise to ensure the required product quality. These are the costs of preventing defects, losses from the production of defective products (losses from marriage, damages, etc.).
Non-manufacturing costs are associated with product quality assurance, such as product and quality system certification.
In accordance with the ideology of the ISO 9000 series of standards, the quality system should function on the principle that problems are prevented, not detected after they occur.
Systematically carried out measures to prevent discrepancies that have arisen can be aimed at replacing process equipment, tools, outdated documentation, etc.
A special place in the work to ensure stable product quality is occupied by preventive measures to eliminate product defects.
Let us now consider the main requirements of the quality system, which must be met at the stages of the product life cycle to ensure the required level of production.
The first stage, which largely determines the result of all activities of the enterprise in terms of quality, is marketing. The function of marketing in an enterprise should give an accurate definition of market demand and sales of products necessary for planning production volumes, objectively evaluate "consumer requirements based on ongoing analysis, collect information about claims, etc. Marketing is a system of managerial levers, methods that link in a single whole the main economic functions of the enterprise for the development, production and marketing of products.In quality systems, marketing is given great importance in determining market needs and establishing feedback with consumers of products.Large firms, joint-stock companies should have marketing departments.
Market Research Results Determine Processes product design. For catering, this means the development of signature dishes, dishes from new types of raw materials. At this stage, recipes, technical conditions, standards are developed, experiments, tests are carried out, quality is checked in the laboratory. At this stage, it is very important to prevent errors in the development of new products.
The purpose of the complex of works on logistics in the quality system is to ensure the stable quality of incoming raw materials, semi-finished products, items of material and technical equipment. At this stage, the choice of reliable suppliers is very important.
A necessary condition for effective work to prevent defects at the stage of development of production processes is the use of planning methods: what equipment needs to be purchased, to study the market for the supply of equipment. At this stage, production processes are developed, the creation of optimal conditions for stable production of products in strict accordance with the requirements of regulatory documentation is ensured. The tasks of mastering new technology, ensuring the stability of equipment operation, training personnel, etc. are being solved.
At the stage of production, the quality system provides for a set of measures aimed at ensuring the stability of production for the production of products in accordance with the requirements of regulatory documentation. This is, first of all, quality control of product manufacturing, control of technological discipline, metrological support of production. An important place among the methods and means of ensuring a stable quality of manufacturing products is given to the system of incentives for employees of the enterprise, as well as their training and advanced training.
Not the last role in the quality system is played by the stage of technical assistance and service. This stage includes carrying out loading and unloading operations; strict observance of product safety requirements; creation of optimal storage conditions; technical assistance in equipment maintenance.
So, the principles of building a quality system and the basic requirements for the stages of the product life cycle are considered.
The quality system must meet the following basic principles:
Personal participation and responsibility of the manager in the work to ensure product quality;
- availability of clear planning in the field of quality;
- a clear distribution of responsibility and authority for each type of activity, ensuring the implementation of the enterprise's plan in the field of quality;
- determination of costs to ensure product quality;
- ensuring the safety of products, works, services for the consumer and the environment;
- stimulating the development of work to improve quality;
- systematic improvement of methods and means of quality assurance and control.
Questions for knowledge control
1. What is the quality system?
2. What determines the quality of products?
3. In what ways can you be sure of the good quality of the goods?
4. Name the main stages of the product life cycle or "quality loop".
5. What directions of influence on the stages of the "quality loop" stand out?
6. Define the directions: quality assurance; quality control; quality improvement.
7. What does the term "quality manual" mean?
8. What types of verification of the enterprise can be?
9. Who exercises external control over the work of the enterprise?
10. Who exercises internal control over the release of quality products?
11. Who can be a member of the marriage commission?
12. What guides the marriage commission in its activities?
13. What is organoleptic rejection?
14. How is organoleptic grading carried out?
15. What grades are given to dishes during organoleptic grading and for what?
16. What is determined in the finished product with the help of laboratory tests?
17. How can you divide the cost of product quality? Give them a description.
18. Give a description of the stages of the product life cycle - "quality loops":
- marketing;
- product design;
- material and technical supply;
- development of production processes;
- production;
- quality control;
- technical assistance and maintenance.
19. List the basic principles, what characteristics should the quality system meet.
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