QMS Performance Organization Standard Summary: Analysis of methods for the effectiveness of the processes of a quality management system. Calculation of the assessment of the improvement of the quality management system

Process Performance Calculation

The effectiveness of the QMS depends on the effectiveness of each of the processes that make up the QMS. Therefore, when performing the “QMS Analysis” process, it is also necessary to determine and analyze the effectiveness of each QMS process.

Requirements for the planned results of each QMS process should be presented in the QMS documentation in the form of relevant process indicators and criteria for their evaluation.

The criterion for evaluating the indicator should contain the normative (planned) value of the process indicator, expressed in measurable units, as well as a requirement for evaluating the actual value of the indicator.

For each QMS process, the procedure for monitoring it should be regulated, during which the information on the actual value of each process indicator is collected at a set frequency.

Company officials responsible for managing specific QMS processes should analyze the compliance of actual values \u200b\u200bof process indicators with established criteria.

The results of the analysis should be used to make objective decisions on the operational management of the process.

Information on meeting the process criteria should also be regularly presented to senior management of the organization.

It is also allowed to use other methods of calculating performance, for example, taking into account the differences in the importance of each of the QMS indicators by assigning them different “weighting factors”. It should be borne in mind that the use of more complex methods significantly increases the complexity of performance calculations, and their use should be justified.

In the calculations, we will use the process performance indicators available in the Reports on the functioning of the QMS (Fig. 3).

The overall performance indicator of the processes will be calculated according to the generally accepted method of statistical processing of the results, that is, as the arithmetic average of the performance indicators of the processes:

where x i is the productivity of the i-th process;

n is the number of processes.

Some processes are not reduced to a percentage expression, and the value of one of them exceeds 100%, which requires settlement, as this may incorrectly affect the overall assessment of the effectiveness of the QMS, which will lead to a loss of objectivity of the obtained value of the latter. Therefore, in cases with a threshold exceeding 100%, the value 100% will be used.

So, in our case, the overall indicator of the effectiveness of the processes will be equal to: X? 92.785%.

Calculation of the assessment of the improvement of the quality management system

The ISO 9001: 2008 standard does not simply refer to the effectiveness of the QMS as such. A number of requirements are associated with the improvement of this effectiveness, for example: “The output (results) of the analysis by the management should include all decisions and actions related to ... improving the effectiveness of the quality management system ...”.

Increasing effectiveness is the principle of improving the quality management system, and this is an important point for analyzing the effectiveness of the quality management system.

There is also a hint in the standard which data to use to assess the improvement of the QMS: “The organization must constantly improve the effectiveness of the quality management system through the use of quality policies and goals, audit results, data analysis, corrective and preventive actions, as well as management analysis ".

The principle of improving the quality management system is laid down in the search and elimination of discrepancies, as well as the implementation of measures aimed at improving the quality management system and achieving the goals in the field of quality. Therefore, in this paragraph, we will consider the implementation of corrective and preventive actions based on the results of audits and the previous QMS analysis, proposals for improving the QMS and monitoring of quality objectives.

All of the above aspects are available in the QMS functioning report.

Calculation of assessment of corrective and preventive actions based on audit results

In the process of “Internal audit”, a search is made for possible inconsistencies across all departments and processes of the enterprise gradually, in order to identify their causes and subsequent elimination (corrective and preventive actions). Reports on internal audits of identified non-conformities, like all important documents, are compiled and stored for a certain time, and are also used in assessing the quality management system.

Evaluation of the KPI based on the results of audits will be determined from the ratio:

In the current reporting period, all issued requests for KPI were satisfied. Therefore, the effectiveness will be:

Calculation of the assessment of the implementation of proposals to improve the quality management system

In addition to corrective and preventive actions carried out based on the results of audits, we use the implementation of proposals to improve the quality management system (Fig. 5).

Evaluation of the implementation of proposals for improvement by the following methodology:

where k is the number of events;

Assessment of the status of the event (table. 17);

r - the number of events with the status of "no longer needed."

Table 17. Status assessments of ongoing activities ()

Therefore, our estimate will be equal to:

Calculation of performance assessment based on the results of a previous analysis of the quality management system

Assessment of the implementation of actions based on the results of the previous QMS analysis is carried out similarly to the assessment of the implementation of proposals for improving the QMS (according to formula 7). The data for the calculation are presented below (Fig. 6).

In this case, the same rating system is applied. You can see that in this case, the assessment of the implementation of the decisions of the previous QMS analysis is 100%:

Calculation of the assessment of the achievement of quality goals

According to the data presented in table 18, we will evaluate the achievement of quality goals.

The calculation procedure, similar to the two previous ones, will be carried out according to formula 7:

The overall assessment of the improvement of the QMS will look like the arithmetic average of the four ratings obtained.

Ya. V. Androsenko, St. Petersburg State University of Economics and Finance,
K. M Rakhlin, 000 Conflax, St. Petersburg

Formation of understanding among senior managers that there is a quality crisis should not be a problem at a time when the company has lost 25% of its market share in favor of competitors. To form such an understanding is much more difficult when the company has not yet suffered catastrophic losses in the form of a loss of position in the sales markets. In this case, the proposal to recognize the primacy of quality must compete with other proposals submitted by supporters of other decisions. In this case, it will be most convincing to show how the implementation of quality projects brings various benefits. - J. Juran

The development, implementation and certification of quality management systems (QMS) in accordance with the requirements of ISO 9000 series have recently become increasingly widespread. In this regard, the issues of assessing the effectiveness of the QMS are becoming especially relevant and significant. Obviously, for such an assessment it is necessary to use a certain system of indicators, the development and justification of which is a rather difficult task.

This is due, firstly, to a high degree of interconnectedness of indicators: a change in some may be a consequence of a change in others, which makes it very difficult to single out the most significant indicator. Secondly, depending on the sphere of activity of an organization, the indicators allocated by them can vary significantly. In addition, the QMS is a part of the organization’s management, the activity of which is aimed at the effective management of processes that, one way or another, affect the quality of meeting requirements and meeting the needs of interested parties (consumers, business partners, enterprise personnel, owners and shareholders). For a comprehensive analysis and evaluation of any management process, or aspect of the organization, not only quantitative, but also qualitative indicators can be used.

In the present work, an attempt is made to establish the composition of such indicators, based on empirical data taken from the materials of the competitions for the title "Best Quality Manager" held annually 000 Conflax. Based on the information from the section "Practical results of the implementation of the QMS" in the reports of the contestants for 1998-2002. 24 Russian enterprises.

The analyzed enterprises are related to the military-industrial complex, ferrous and non-ferrous metallurgy, mechanical engineering, instrument making, electrical, nuclear, oil and gas, chemical, food and light industries, as well as those involved in the development of information systems.

During the first stage of the study, 57 indicators were identified, identified by respondents as an illustration of the presence of a positive result of the work. Their list is given below. As you can see, the indicators used to assess the effectiveness of the QMS are diverse and relate to various aspects of the enterprise.

QMS performance indicators

1. The increase in output

2. Improving labor productivity

3. The increase in exports

4. The increase in the share of exports in total output

5. Increase in sales

6. The increase in profit from sales

7. Improving the profitability of products

8. Decrease in losses of working hours

9. Decrease in losses from marriage and / or level of marriage

10. The increase in the cost of training and staff incentives in the field of quality

11. The increase in the cost of information quality assurance

12. The increase in the number of mastered new technologies, new types of profiles and sizes

13. Increase in the number of domestic consumers entering into product purchase contracts

14. The increase in the number of research projects, their implementation

15. The use of rationalization proposals of employees (patented inventions, industrial designs, etc.)

16. Improving the efficiency of regulation of technological processes

17. Improving employee turnover

18. Reducing the environmental impact of production

19. The increase in the costs of social protection of personnel

20. Increased environmental costs

21. Increase in own sources of funds

22. Increase in capital investment

23. The increase in capital productivity in terms of sales

24. Increase in the number of Russian and international awards in the field of quality

25. Carrying out work in the field of product certification (certificates of conformity)

26. Certification by foreign firms

27. Increase in overall quality costs

28. Increasing the cost of preventive measures (preventing errors and inconsistencies)

29. An increase in the wage fund (due to stabilization of the financial situation of the enterprise as a result of work in the field of quality)

30. Creation of additional jobs (staff growth)

31. Improving customer satisfaction

32. Performance of work on certification of the quality system

33. Increasing the share of the Russian market

34. Increase in working capital

35. Conclusion of new contracts

36. Production growth (per worker)

37. Reducing the number of intermediaries

38. Increased investment in production development

39. Increase in volumes of purchases of raw materials from suppliers

40. Increasing the number of suppliers

41. Increase in the number of regular customers

42. Increase in average wages

43. Increasing population demand for enterprise products

44. Technical re-equipment (updating of fixed assets)

45. Reducing the complexity of production processes

46. \u200b\u200bDecrease in accounts receivable

47. An increase in deductions to the budget (reduction of debt to the budget)

48. Change in the range of products

49. Improving the competitiveness of products

50. The increase in the share of costs in the price of products

51. The increase in the percentage of delivery of products from the first presentation

52. Decrease in level of production wastes

53. Reducing the number of returns from customers

54. Reducing the number of complaints from consumers

55. Reduced cost of quality as a percentage of the cost of production

56. The increase in the shelf life of products through the use of new technologies, equipment

57. Organization of new industries, the development of new types of products

An analysis of the above indicators allowed us to conclude that not all of them can be used to assess the effectiveness of the QMS. This is due to the following reasons.

1. Many indicators duplicate each other. For example, an "increase in exports" is essentially the same as "an increase in the share of exports in total output." The difference lies only in the nature of the indicators: the first is absolute and is calculated in terms of value, the second is relative and is determined by the ratio of the volume of exported products in value terms to the total volume of products sold.

Duplicate indicators can also include "an increase in labor productivity" and "a decrease in the loss of working time." The second indicator is private, since a decrease in the loss of working time leads to an increase in labor productivity.

2. Some indicators characterize only private processes in the activities of individual services of the organization, but not the effectiveness of the quality system. For example, five out of 24 enterprises cited the indicator "increase in the number of intermediaries." But this is just a characteristic of the organization’s distribution network, expansion of existing or the formation of new distribution channels. Therefore, this indicator serves only as an illustration of the improvement of an individual function of managing the organization, and not a confirmation of the effectiveness of the implemented QMS.

One food industry enterprise, as evidence of a positive effect, noted an indicator such as "an increase in the shelf life of products through the use of new technologies and equipment." In this specific industry, the shelf life is one of the indicators of the quality of products, and the ability of an enterprise to influence this indicator through the application of innovations can become its competitive advantage. However, an increase in the shelf life of products is the result of the development of new technologies.

Private indicators can also include such as a decrease in staff turnover, a decrease in accounts receivable and DR.

3. Some indicators are excluded from further analysis due to the fact that in essence they in no way characterize the effectiveness of the QMS, for example, "an increase in the share of costs for quality in the price of products."

The level of customer satisfaction and the profitability of the organization are closely related to the quality of the goods. The tasks of improving goods and improving quality should be put at the forefront by the organization. Increasing management's attention to product quality issues and conducting preventive measures requires considerable costs, which will affect the total cost of quality and, ultimately, affect the price. However, our main focus should be on the consumer’s response to such a situation. In our opinion, this indicator cannot characterize the effectiveness of the QMS, since the consumer is always interested in lowering the price.

4. It is impossible to evaluate individual indicators objectively, for example, "an increase in the efficiency of regulation of technological processes", since there is no evaluation criterion. Or the indicator "increase in capital productivity by the indicator of sales." The volume of sales may vary due to inflation. To compare the dynamics of changes in this indicator, a single base is needed.

For further analysis, all indicators were classified according to seven groups of indicators characterizing:

1) the economic activity of the enterprise;

2) the quality of labor and production;

3) scientific and technical development of the enterprise;

4) development of the enterprise in the field of quality;

5) customer satisfaction;

6) social aspects;

7) environmental aspects.

The analysis shows that the frequency of respondents mentioning a particular indicator within a certain group has significant fluctuations. In some cases, “bursts” and prolonged gaps in the values \u200b\u200bare observed. This is clearly demonstrated by a curve reflecting the significance of environmental indicators. In the reports, only 15% of the respondents talk about the positive impact of the implementation of the QMS on the environmental component of the enterprise. For example, in some cases, there is a decrease in the harmful effects of production on the environment.

A similar situation should be noted for the group of customer satisfaction indicators. A third of enterprises do not pay attention to this issue at all, although to achieve success in the modern market with its fierce competition, organizations should focus primarily on the consumer. According to ISO 9004: 2000 "Quality Management Systems. Recommendations for Improving Activities", the main goal of the organization should be to identify and meet the needs and expectations of consumers. If the steps taken by the organization do not increase the value of the product and the organization itself to the consumer, then they do not make sense.

The first four groups of indicators are dominant. These include: indicators of enterprise development in the field of quality; indicators of economic activity of the enterprise; indicators of scientific and technical development of the enterprise; indicators of the quality of labor and production.

The identification of dominant indicators made it possible to narrow the boundaries of the analysis and identify the main indicators that can be used to assess the effectiveness of the QMS of an enterprise, regardless of its industry affiliation and nature of activity (production of goods or services). For this, out of the four dominant groups, those indicators were identified that were found in the reports of more than 50% of respondents. The positive dynamics of such indicators could indicate the effective functioning of the QMS.

It should be noted that the indicators of the enterprise development group in the field of quality (indicators 5-7 in Fig. 3) do not characterize the effectiveness of the system. Unlike quantitative indicators, they do not change over time and the impact on them of the activities carried out at the enterprise cannot be measured. These alternative indicators may be important at the beginning of work on the development, implementation and preparation for QMS certification, but lose their meaning after certification and obtaining a certificate.

Based on the results of the analysis of empirical data, it can be concluded that the following can be used as indicators of the effectiveness of the QMS: increase in profit from sales of products; increase in output; reduction of losses from marriage and / or marriage rate; increase in training costs and staff incentives in the field of quality.

The given indicators characterize the effectiveness of the QMS from different points of view and are focused on meeting the requirements of interested parties (consumers, personnel, owners and shareholders). The absence of such interested parties as suppliers and society in the composition of these indicators allows us to conclude that it is necessary to expand the number of indicators.

Note that performance indicators cannot characterize the effectiveness of the QMS, the evaluation of which requires the development of special techniques.

Literature:

1. Khodynsky A. Systems for ensuring the quality of company strategy // Bulletin of Moscow University. Ser. 6. Economics, 2001, No. 1.

2. GOST R ISO 9004: 2001. Quality Management Systems. Recommendations for improvement.

MINISTRY OF EDUCATION OF THE REPUBLIC OF BELARUS

UO "BELARUSIAN STATE ECONOMIC UNIVERSITY"

Department of Technology of Major Industries

ESSAY

discipline "Technical regulation

processes and products ”

on the topic: “Analysis of process performance methods

quality management systems "

5th year student FM

zKT groups

Checked Panevchik V.K.

ANNEXES ……………………………………………………………………………. 12

INTRODUCTION

The struggle for the consumer, increased competition have a significant impact on changes in the "philosophy" of doing business in the world: the quality problem has come first. Not declaring the quality of products, works and services, namely ensuring quality, constant work on improving consumer properties, improving production technology. Only high-quality products and services make consumers of the company turn to it again and again, because many consumers see an increase in quality as something more important than a decrease in price. To gain the trust of consumers and, moreover, to keep it is a cherished dream of both “generals” and “captains” of a business.

Some managers believe that meeting customer expectations for quality leads to higher costs, which in turn reduces profits or increases prices. This position is not at all unfounded, at first glance: in order to improve the quality it is necessary to tighten the inspection and rejection of low-quality products, which leads to inevitable losses of time and increase costs due to sorting and rejection of products.

In fact, if the quality improvement program is properly developed and implemented, this will lead not to an increase, but to a reduction in costs. The standardization of the work of an organizational and documented system can become the basis for creating a comprehensive quality management program. One of the steps towards improving management is the implementation of a quality management system that meets the requirements of ISO standards 9000: 2000 series. The management principles and quality criteria formulated in the standards, in essence, have incorporated the main experience of the international community in creating a competitive business. It is necessary to implement these standards in such a way that they work effectively at our enterprises. Quality Management System (QMS) - it is part of the general management system of the company, which operates in order to ensure stable quality of manufactured products and services.

The quality management system in accordance with ISO 9001: 2000 can serve as the basis for improving the management system and thereby ensure the further and successful development of the enterprise.

ISO is an acronym for International Organization for Standardization, an international agency with nearly 100 member countries. Each country, regardless of its size, has one “equal” vote.

The paper discusses methods for assessing the effectiveness of the processes of a quality management system (QMS).

QUALITY MANAGEMENT SYSTEM PROCESSES

One of the main tools for improving the organization's activities in the field of quality, according to ISO 9000: 2000 standards, is the measurement of the effectiveness of the existing quality management system (QMS). However, the methods for determining the effectiveness of the QMS in the standards are not regulated, therefore, each enterprise is faced with the problem of choosing its own mechanism for determining the effectiveness of the QMS.

Performance - this is the degree of implementation of planned activities and achievement of planned results.

Analysis (process) - activities undertaken to establish the suitability, adequacy, effectiveness of the process in question to achieve established goals. In other words, this is a generalized assessment of the process according to established criteria.

The standards define the requirements for the organization to evaluate the QMS processes. The organization shall:

Identify the processes necessary for a quality management system and their application throughout the organization;

Determine the sequence and interaction of these processes;

Define the criteria and methods necessary to ensure effectiveness both in the implementation and in the management of these processes;

Ensure the availability of resources and information necessary for the implementation of these processes and their monitoring;

To monitor, measure and analyze these processes;

Take the actions necessary to achieve the planned results and continuous improvement of these processes. [Appendix A]

Since we are talking about calculating the effectiveness of the system, here all aspects of the organization’s activities should be disclosed and indicators of the system’s performance should be highlighted for each aspect of the activity. In general, the assessment of the effectiveness of the QMS is the average value for all indicators of the aspects of the organization.

The methodology for assessing the effectiveness of the QMS consists of the following steps:

Stage 1– development of assessment criteria and. Based on the definition, for each subsystem of the system we develop criteria based on the requirements of the standards for QMS and set their planned values, by which we will determine the effectiveness in the future.

Stage 2 - definition of indicators for each criterion . We calculate the relationship between the actual and planned values \u200b\u200bfor each criterion, which we will use to determine the effectiveness of the system.

Stage 3 - determination of the significance of indicators . We determine the significance of the obtained indicators using the T. Saati hierarchy analysis method. As a result of the calculations, weights were determined for subsystem indicators.

Stage 4 - determining the effectiveness of each QMS subsystem.

Stage 5 - determination of the effectiveness of the quality management system.

Stage 6 - assessment of the sustainability of the quality management system. After determining the effectiveness of the QMS, we evaluate it on the Harrington scale of significance, taking into account the following conditions, presented in table 1.

Table 1 - Intensity scale of the criterion property of the QMS

Name of gradation	Numerical intervals	System Stability State	System Action
Very high		Steady	the system operates efficiently, but requires the development of preventive actions, if P ism \u003d 1, then the system does not require the development of any actions.
		Steady	the system operates efficiently, but requires the development of minor corrective actions
		Steady	the system operates efficiently, but requires the development of corrective actions
		Not stable	the system does not function efficiently and requires the development of significant corrective actions
Very low		Not stable	the system does not function efficiently and requires the intervention of senior management, if P ism \u003d 0, then the system requires development

Stage 7 - making decisions on managing the quality management system. After determining the effectiveness of the QMS on the Harrington scale and based on the conclusions made, the representative of the QMS management, together with the process owners, begins to develop corrective and / or preventive actions, improvement measures with subsequent monitoring and analysis of implementation. [Appendix B]

Thus, the information obtained on the effectiveness of the QMS is the basis for the analysis of the system by the management, it is used for operational control of processes, revision of documentation and procedures, periodic review of policies and goals, analysis and improvement of the QMS, informing personnel and interested parties.

To increase the efficiency and effectiveness of the enterprise as a whole and to ensure increased competitiveness of products, it is necessary to periodically evaluate the effectiveness of the quality management system. Performance should be calculated along the entire chain of key functions and processes of the organization. An indispensable component of the analysis should be a comparison of the values \u200b\u200bof indicators for individual processes and functions, which should be used as a means of improvement. As a result of the assessment, the process model of the organization is refined, the relationship between the processes is established, areas for improvement are determined and objective data on the state of the processes are collected. However, the standards do not propose a specific mechanism for a comprehensive performance assessment when declaring this principle. Therefore, the issues associated with the problem of an adequate and objective assessment, as well as the subsequent analysis of the effectiveness of the QMS, take on the form of a task, both theoretical and practical.

As follows from the ISO 9001 standard, the processes of a quality management system (QMS) should be implemented efficiently. According to the requirements of ISO 9001 - 2011, GOST ISO 9001-2011 the effectiveness of the QMS is necessary: \u200b\u200bto ensure (paragraph 5.6.1), analyze (paragraph 5.6.3), demonstrate (paragraph 8.4), constantly improve (paragraphs 4.1, 5.1) and constantly improve (paragraphs 5.3, 5.6.3, 6.1, 8.1, 8.4, 8.5.1). In addition, clause 4.2.4 requires the provision of evidence of performance. Essentially, effectiveness refers to the achievement of the organization’s goals, that is, by its nature it is “teleological” and reflects the degree to which a certain strategy is implemented, and effectiveness rather refers to evaluating the use of company resources in the course of strategy implementation.

ISO 9001 gives the following definition:

“Efficiency (paragraph 3.2.14) - the degree of implementation of the planned activity and achievement of the planned results”

As the main arguments in favor of the effectiveness of the QMS, the following are usually expressed:

Cost reduction at all stages of the product life cycle;

Increase in revenues (increase in market share and corresponding sales volume, including due to justified price increases);

Improving the manageability of companies by increasing the validity and efficiency of decisions.

Today, for most QMS specialists, it is obvious that the effectiveness for different stakeholders is different, that it is always a matter of some balance of their interests and a possible compromise. What to consider as a result and an effect is, first of all, a matter of the company's strategy. In principle, any indicators can be used to evaluate the effectiveness and efficiency of management systems.

When assessing the effectiveness of the QMS, it is necessary to establish:

The degree of implementation of the planned activity;

The degree of achievement of the planned results in the field of quality.

The first assessment gives an idea of \u200b\u200bthe degree of implementation of the provisions of the QMS of the organization and the degree of implementation of documents on the planning and implementation of product life cycle processes. The analysis of this assessment is carried out on the basis of determining the degree of achievement of the established process outputs, as well as the degree to which the requirements of ISO 9001: 2011 and the characteristics of the processes are met. The second assessment characterizes the degree of achievement of the set goals in the field of quality at various levels of the organization, including in departments.

The values \u200b\u200bof the outputs of technological processes are regulated by standards, specifications, product documentation, and contract. The outputs of business management processes are governed by quality plans for the organization of divisions, regulations on divisions. The characteristics of technological processes are regulated in technological documentation, quality plans, business management processes - in the quality plans of divisions, regulations on divisions.

As characteristics of processes can be used cost, technical indicators and indicators of terms.

To improve the performance of the enterprise as a whole and ensure increased competitiveness of products, it is necessary to periodically evaluate the effectiveness of the QMS.

As a result of the assessment, the process model of the organization is refined, relationships between processes are established, areas for improvement are determined, and objective data on the state of processes are collected.

As practice shows, the organization begins to be interested in the effectiveness of the implemented system only after a few years of work according to the ISO 9001 standard, when process management is included in the norm, performance indicators of process execution are systematically achieved, and process management indicators satisfy management.

When evaluating the effectiveness of the quality management system, it is important to disclose all possible aspects of the company’s activities, including every aspect. Each organization needs to find or develop an appropriate performance assessment for it.

MINISTRY OF EDUCATION OF THE REPUBLIC OF BELARUS

UO "BELARUSIAN STATE ECONOMIC UNIVERSITY"

Department of Technology of Major Industries

ESSAY

discipline "Technical regulation

processes and products ”

on the topic: “Analysis of process performance methods

quality management systems "

5th year student FM

zKT groups

Checked Panevchik V.K.

ANNEXES ……………………………………………………………………………. 12

INTRODUCTION

The quality management system in accordance with ISO 9001: 2000 can serve as the basis for improving the management system and thereby ensure the further and successful development of the enterprise.

ISO is an acronym for International Organization for Standardization, an international agency with nearly 100 member countries. Each country, regardless of its size, has one “equal” vote.

The paper discusses methods for assessing the effectiveness of the processes of a quality management system (QMS).

QUALITY MANAGEMENT SYSTEM PROCESSES

Performance - this is the degree of implementation of planned activities and achievement of planned results.

The standards define the requirements for the organization to evaluate the QMS processes. The organization shall:

Identify the processes necessary for a quality management system and their application throughout the organization;

Determine the sequence and interaction of these processes;

Define the criteria and methods necessary to ensure effectiveness both in the implementation and in the management of these processes;

Ensure the availability of resources and information necessary for the implementation of these processes and their monitoring;

To monitor, measure and analyze these processes;

Take the actions necessary to achieve the planned results and continuous improvement of these processes. [Appendix A]

The methodology for assessing the effectiveness of the QMS consists of the following steps:

Stage 4 - determining the effectiveness of each QMS subsystem.

Stage 5 - determination of the effectiveness of the quality management system.

Table 1 - Intensity scale of the criterion property of the QMS

Name of gradation	Numerical intervals	System Stability State	System Action
Very high		Steady	the system operates efficiently, but requires the development of preventive actions, if P ism \u003d 1, then the system does not require the development of any actions.
		Steady	the system operates efficiently, but requires the development of minor corrective actions
		Steady	the system operates efficiently, but requires the development of corrective actions
		Not stable	the system does not function efficiently and requires the development of significant corrective actions
Very low		Not stable	the system does not function efficiently and requires the intervention of senior management, if P ism \u003d 0, then the system requires development

Among the various techniques, the following can be distinguished:

· Calculation of the effectiveness of the QMS based on scores for the given parameters;

· Model of index rationing for performance assessment (MINOR);

· Methods of self-assessment of enterprise performance and the level of maturity of the QMS;

· Comprehensive approaches to the self-assessment of the quality management of an industrial enterprise, including: audit, QMS analysis, self-assessment according to the criteria of ISO 9004, self-assessment according to the criteria of national premiums in the field of quality, self-assessment according to the criteria of international models of excellence. [Appendix B]

The quantitative approaches used in practice to assess the effectiveness of the QMS are mainly based on the use of summary estimates of the growth of values \u200b\u200bwith a limited set of indicators or criteria. Such indicators, as a rule, do not cover all aspects of the organization’s activities and do not fully take into account the specific features of their formation and functioning.

When using the methodology of scoring the activities of the enterprise in the field of quality, a set of criteria for quantitative assessment is determined, which allows to evaluate the activities of the enterprise in the field of quality in general. The criteria are ranked, each has its own “weight” in points, while the number of points for each criterion is determined by predetermined estimated parameters. To evaluate the quality activities carried out during the reporting period, an increase in the results of the assessment is determined in relation to the base (initial period). Moreover, the assessment can be made both by the overall result and by individual criteria. The methodology allows you to evaluate the activities of the enterprise in the field of quality and the dynamics of the effectiveness of the QMS. Nevertheless, the use of this approach in almost all cases is possible only after selecting the parameters to be evaluated and setting criteria for their assessment. However, in practice, not all criteria can be quantified, their limiting values \u200b\u200band the final boundary of the effectiveness of the QMS are not defined. In accordance with MINOR, the entire set of key indicators within the framework of the QMS is being converted from absolute values \u200b\u200bto relative, namely, to the chain growth rates of these indicators. This is the “dynamic" component of the model, i.e. when measuring the effectiveness of the QMS, the emphasis is on the magnitude of the increment of this indicator, and not on its achieved absolute level. Despite the positive aspects of this technique, namely, a good example of the dynamics of the main indicators of the enterprise in the field of quality, there are some problems. Determining the effectiveness in this case comes down to comparing some parameters, the choice of which for the enterprise is a difficult task due to the possibility of an error in determining priorities for assessing the performance indicators of the QMS.

The methodology for self-assessment of enterprise performance and the level of maturity of the QMS is the assessment of the effectiveness of the QMS in points, summarizing the most important aspects of the enterprise in the field of quality. The data for the quantitative assessment of the effectiveness of the QMS of an organization is provided by the heads of the respective divisions according to the existing or specially organized statistical reporting for this purpose. Depending on the specifics of the process and the available data, it is necessary to develop a list of indicators that can most fully characterize the state of the process at the moment. The most important indicators of the enterprise in the field of quality are presented in dynamics over several years. According to the dynamics of indicators, the effectiveness of the current QMS is evaluated. The main negative quality of this approach is the excessively large influence of the parameters determined to a large extent subjectively by the enterprise management.

All the considered models are based on the “process approach” and the determination of the effectiveness of the QMS begins with the selection of the process and the collection of the necessary information for it, the sources of which can serve as unit reports, acts, protocols, normative documents, etc. Depending on the specifics of the process and the available data, it is necessary to develop a list of indicators that can most fully characterize the state of the process at the moment. Considering that the dynamics of process indicators is the main characteristic of these models, it is possible to compile a generalized algorithm for determining the effectiveness of the considered methods [Appendix D].

However, such an assessment is practically not linked to the quality side of the organization’s self-assessment and the development of an improvement strategy, therefore, in practice, self-assessment models are applied according to the criteria of national premiums in the field of quality. Based on models of quality premiums, they build a company management strategy aimed at continuous improvement of the business. Moreover, the basis for any assessment is the criteria, which, in turn, are based on the assessment methodology. When the methodology is improved, then the evaluation criteria are also reviewed. The same process of growth of qualitative and quantitative improvement takes place with the criteria for the effectiveness of the QMS.

It should be noted that when conducting this type of self-assessment, the measurement of performance extends not only to the QMS, but is also aimed at measuring the effectiveness of the organization as a whole.

The results of the analysis of methods for evaluating the effectiveness of the quality management system are presented in table 2.

table 2 - Comparative evaluation of methodological approaches to assessing the effectiveness of QMS

Comparative indicators (general requirements)	Analyzed Techniques
Comparative indicators (general requirements)	Payment QMS performance based scores	Model index standardization assessments performance (MIOR)	Methodology self esteem performance enterprises and maturity level	Self-esteem by criteria national awards in the region of qualities
The goals of the organization and the target orientation of the QMS towards improvement
Establishment of the QMS processes of the enterprise, with performance assessment
Definition of criteria for quantitative assessment and procedures for determining and effectiveness of the process and the entire QMS as a whole
Dynamic performance measurement component
Obtaining a generalized indicator
Measuring the effectiveness of not only the QMS, but also measuring the effectiveness of the organization as a whole

Note:

“+” - a tool has been proposed to meet the relevant requirement;

“-” - there is no tool to fulfill the relevant requirement.

Thus, in the method of self-assessment according to the criteria of models of excellence of organizations, the system approach to measuring the effectiveness of the QMS, taking into account its synergistic nature, is most fully implemented. In accordance with this approach, the requirements of MS ISO 9000 are no longer sufficient to assess the effectiveness of the QMS. If the ISO 9000 MS considers the internal problems of the enterprise within the framework of the QMS, then the quality premiums are aimed at the external problems of the organization, this is their difference.

Based on the presented analysis of approaches to assessing the performance of the QMS, it can be concluded that the approaches are not comprehensive, do not contain methodological support that fully meets the requirements of ISO 9000: 2000. In addition, some of the areas chosen as indicators are analysis procedures, and not indicators by which the effectiveness of the QMS can be evaluated. Therefore, we need a fairly simple and at the same time reliable tool for assessing the effectiveness of the QMS. This role can be fulfilled by an approach that combines the position of both process and system approaches as a methodological basis.

QMS improves the transparency of the enterprise in terms of its organizational structure, business processes and functions. When developing procedures that represent an algorithm of activities related to quality, the organizational structure (as obligations, powers and relationships, presented in the form of a scheme by which the company performs its functions) and business processes and functions are determined or refined. It should be noted that this does not apply to financial transparency, since the QMS does not affect the financial activities of the enterprise.

Manageability of the enterprise is improved due to the fact that when designing the QMS, responsibility for the implementation of procedures is strictly distributed. Most procedures provide for maintaining records (reports) on quality, which are formed by responsible persons after the implementation of the established actions. In the process of creating a QMS, the provisions on units, job descriptions and work instructions are reviewed. It also improves enterprise manageability.

The development of the enterprise is due to several factors. These include increasing the competence (mandatory training) of personnel, their involvement in the process of creating the system, increasing production efficiency by eliminating unnecessary functions and reducing the share of low-quality products, focusing on essential, as well as improving relations with consumers and suppliers.

The most clearly effective functioning of the QMS affect the competitiveness of the enterprise. The presence of a certificate significantly raises the credibility of the enterprise, its brand. This allows you to change the pricing policy of the enterprise (obviously high-quality products should cost more). Having a certificate increases the likelihood of success when participating in contests and tenders. In some cases, it is even a prerequisite for a tender or tender.

On the one hand, the study of the effectiveness and efficiency of management systems and their impact on the competitiveness of organizations has shown that in modern conditions the functioning of such systems gives the organization real advantages over competitors by improving the organization of the enterprise. On the other hand, an important component of the development of enterprise management is the intensive development of integration processes both within the enterprise and with the external environment, strengthening the cooperation of management entities, their integration and interaction.

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APPENDICES

APPENDIX A

APPENDIX B

ANNEX B

QMS performance analysis techniques

ANNEX D

Generalized algorithm for assessing the effectiveness of the QMS of an enterprise

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