Work to improve product quality. Development of proposals for improving the quality of the product at the enterprise. The concept and indicators of product quality
Conclusion
Mebelkomplekt LLC is a developing enterprise with its own unique style. Improving the quality of products contributes to the growth of production efficiency. To improve production efficiency in the furniture industry important role plays long term furniture service. On the this enterprise modern equipment, which allows them not only to easily accept a large volume of sales, but also to fulfill complex orders.
In the second chapter, an analysis was made of the activities of Mebelkomplekt LLC. To identify the strengths and weaknesses of the enterprise, a SWOT analysis was used. The analysis revealed the threats and opportunities of the plant. The main threat is untimely control.
When analyzing competitors, it turned out that Gloria Mebel uses other equipment that allows you to make various elements both on glass and on wood.
The decline in product quality is a collapse for all types of production. Applying the Ishikawa diagram revealed the following factors affecting product quality: Man, machine, methods, materials. Violations in the input and output control were revealed, which entails an analysis of the work of controllers.
In the third chapter, measures should be developed to improve the organization of quality control. Conduct an analysis job description. Carry out activities aimed at improving the organization of quality control.
Implementation of the 5S system
The 5S system includes 5 basic principles:
- 1-Seiri - Sorting. Selection of useful and useless things in the employee's workflow. Getting rid of excess.
- 2-Seiton - Keeping order. Proper organization of storage of things, when the most necessary is always at hand.
- 3-Seiso - Keeping it clean. Keeping the workplace always clean and tidy.
- 4-Seiketsu - Standardization, which is an important condition for the fulfillment of each of the first three principles.
- 5-Shitsuke - Improvement. Developing the habit of fulfilling all the above principles and improving.
To improve quality control, one of the methods is precisely the 5S method, because if the order is in the head, at the workplace, everything is at hand and done on time, then the problems with production and with marriage are reduced.
I think it is advisable to introduce this method in the department technical control. For implementation this method the responsible person is the quality director, the implementation time is three months. After each completed stage, the quality department should sum up, analyze the activities carried out, and identify positive aspects.
Method implementation algorithm:
Stage 1: This is the preparation of the project. Familiarization of all controllers and the head of the quality department with this method. We determine the leader and team for implementation and planning. Here are suggestions for implementation. In our case, we will consider the technical control department, where the quality director will be the leader, and the quality management department will be the team.
Lead time is one week. Responsible project leader.
Stage 2: Performing a workplace scan. To do this, we take photographs of the workplace for a given period of time, the group develops a system of indicators for the project and collects initial data on the documents and elements that I work with in the technical control department. We create an information stand.
Deadline 2 weeks. Responsible implementation team
Stage 3: We start with the first element of the sort method. To workplace was not littered with a bunch of useless things, you need to constantly sort things at hand, because the process of doing work every day is the same, and nothing should interfere. To do this, we look at the desktop of controllers and the head of the department, give them red and yellow flags, and during the week they must use them for documentation and other elements in their workplace in order to identify which things they use more often and which less often. Yellow flag - frequent use, red - once a month.
Lead time is one week. Responsible implementation team.
Stage 4: Rational arrangement of things. One of the most important questions that the worker himself should approach, because every day he develops a skill, and he, as it were, takes the tool he needs on the "machine". A list of tools and a diagram of their location should be established at each workplace so that any employee can find the tool he needs. To do this, quality controllers and the head of the department, in a week, must provide the quality director with a list of elements with which they work and, based on the sorting that has already been done, arrange things by depicting all this in a layout diagram. After that, at each workplace, we install these schemes, put things in their places, and during the week we observe the convenience, comfort and efficiency of the location. So during short term, we rid our workplace of unnecessary elements.
In order to check how effective our actions are, all workers can change their jobs for two days and observe it comfortably, easily and conveniently for each of the employees.
Deadline is two weeks. Responsible implementation team and people working in this department.
Stage 5: Cleaning with simultaneous inspection. At this stage, it is necessary to develop cleaning rules. For example, at the end of the work shift, all employees should be given 10-15 minutes to clean the workplace, both garbage and tools, which should be located according to the scheme located at each workplace.
Deadlines are one to two days. Responsible implementation team and workers in the area.
Stage 6: Standardization and information exchange. Standardization - is an important condition for the implementation of each of the first three principles. It is necessary to develop and implement standards that ensure the ideal condition. Management needs to consider cleanliness standards, which can be based on ISO 14644 Cleanrooms and Associated Controlled Environments.
Deadline 2 weeks. Responsible group and group leader.
Stage 7: Maintaining what has been achieved and improving. Improvement is about developing a habit so that workers understand the importance of the above points and the need to do them daily. Implement 5S in other departments. Improvements can be made in changing schemas.
Deadline: permanent.
Run proper organization and the implementation of a 5S system in the office or in production is quite difficult. This system does not have clear instructions for each individual employee, but defines the basic principles.
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Improving the quality of products is an integral part of the company's strategy, necessary condition improving production efficiency and increasing the amount of profit.
Product quality -- the most important indicator of the enterprise. Improving product quality is one of the most important means competition, gaining and holding positions in the market. The task of the enterprise's technical policy is to accelerate the creation of new progressive products that meet the current and potential requirements of consumers in terms of their technical and economic parameters.
In the economic literature, there are various formulations of the definition of product quality, they can be combined into two main groups:
- 1) characterization of quality as a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose;
- 2) definition of product quality as the degree to which this product satisfies certain needs.
GOST 15467--79 defined product quality as a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose.
From this definition it follows: product quality is considered:
firstly, as a set of useful properties,
secondly, as the ability to satisfy certain needs.
In this definition, an equal sign is put between quality and a set of properties.
Product quality is a set of product properties that determine the degree of satisfaction of certain needs in accordance with its purpose and taking into account the costs of its production and consumption.
Product quality is understood as novelty, technical level, absence of defects, reliability and durability in operation.
All products are divided into four groups, belonging to each of which determines the level of quality:
- - the highest;
- -- competitive;
- - lowered;
- - low (uncompetitive).
Top quality products are superior in their technical and economic indicators to similar products-competitors. As a rule, this is a fundamentally new product.
Competitive products are generally of a high quality level, but may be of average quality among similar products on the market. The competitiveness of such products is achieved through more efficient marketing activities advertising, and sales promotion will depend on the following factors: pricing, warranty service, advertising, choice of distribution channels, etc.
Products with a lower quality level have worse consumer properties than the products of most competitors. To maintain its position in the market, the manufacturer may resort to a price reduction strategy. Low quality products are usually uncompetitive. Such products either will not find buyers, or can be sold at a very low price.
Since quality expresses the properties of products to a certain extent satisfy one or another need, it is obvious that if this need is not satisfied, one cannot speak of any quality. The concept of quality applies to products suitable for consumption, i.e. products, the parameters of which meet all the requirements of the current regulatory and technical documentation. Products unsuitable for consumption are those that are manufactured with deviations from the requirements of standards, specifications and other requirements.
To characterize the deviations of the entire set of properties or one of these properties from the specified requirements, the concepts of "marriage", "defect", "defective product", "defective unit of production" are usually used. Therefore, the concepts of "product quality" and "marriage" are mutually exclusive.
Distinguish between correctable and incorrigible (final) marriage.
The main reasons for marriage can be:
unusable outdated technology; work done incorrectly, with errors;
improper adjustment of equipment;
poor fixture design;
poor maintenance;
faulty equipment;
defects in processed raw materials, material;
incorrect instrument readings;
lack of experience with equipment;
low-quality drawings, instructions;
improper use of tools;
poor working conditions;
unskilled instruction;
lack of technical documentation or standards;
retreat and neglect of instructions;
deliberate and malicious errors.
High-quality products are consistently produced by those enterprises that comprehensively solve quality assurance issues. The main task is to establish the causes of marriage, their elimination and ensure the release of products. best quality, since the quality of products under conditions modern production can be considered the most important component of the efficiency, profitability of the enterprise.
One of the main directions for increasing production efficiency is the continuous improvement of product quality. It can be characterized as a systematic, continuous and objective process.
Quality should be viewed from different perspectives.
First, improving the quality of products is a form of resolving complex contradictions between the higher needs that are constantly generated in the course of the development of production, and the new requirements imposed in connection with this on production.
Secondly, improving product quality is a change in the consumer properties of products in order to maximize the satisfaction of certain needs with minimal cost labor and capital.
The costs associated with unsatisfactory product quality are divided into distribution and consumption costs. Costs in the field of production: correction of operational defects, alteration of manufactured products of unsatisfactory quality. Costs in the sphere of circulation: repair of products during the warranty period, consumer complaints.
To ensure quality at optimal cost, two prices should be distinguished: the price of product conformity to customer requirements and the price of non-compliance. The price of compliance includes the costs of detecting or preventing defects, testing and testing, education and training of personnel, record keeping and reporting, etc.
The price of non-compliance is the sum of the cost of correction, the cost of repairs during the period warranty period, costs associated with the final (irreparable) marriage, as well as costs associated with late payments on invoices and changes in production technology, payments for delayed deliveries, etc.
To improve product quality, a systematic approach is required, i.e. the requirement to maintain the original quality of products (scientific and technical level of products) in the process of manufacturing products and maintaining it at all stages life cycle production (development, manufacture, sale, operation, circulation).
Better product quality in production means better use production assets, raw materials, cost reduction, reduction of waste from marriage, increase in production efficiency, accelerate the promotion of products on the market. The main task at all enterprises should be to study the impact of the implementation of measures to improve product quality on key indicators production activity.
To do this, it is necessary to establish close information links between developers and manufacturers and consumer enterprises; improve the method of comparative quality assessment; to introduce analytical accounting of the costs and effect of the activities, and on this basis to determine the impact of improving product quality on the main performance indicators of production activities.
Improving the quality of products is directly related to the process of selling products. Features of the implementation process are determined by the life cycle of the product. The life cycle of a product is the period of time during which it is developed and sold on the market. The concept of the product life cycle is used in the creation and marketing of products, the development of a marketing strategy from the moment a product enters the market until it is removed from the market.
The life cycle of a product can be represented as a certain sequence of different stages of its existence on the market, limited by a certain time frame. The dynamics of a product's life determines the volume of possible (actual) sales in each time period of the existence of demand for it.
The life cycle is more clearly visible in the dynamics of a particular type of product and may change depending on the specifics of the product, the degree of its use or attractiveness, the periodic return of fashion for it, and other factors.
The life cycle consists of four stages:
The first stage is the introduction of products to the market.
The second stage is the stage of growth: sales are expanding, profit from sales of products is increasing, and the number of consumers is growing.
The third stage is the stage of maturity, during which there is a slowdown and gradual deceleration.
The fourth stage - the stage of recession - is to reduce sales and the gradual displacement of this product from the market with new products.
There are the following types of product life cycles:
- 1) traditional (gradual growth and fall in demand);
- 2) boom (fashion - rapid growth in demand and maintaining it at a high level for quite a long time);
- 3) passion (rapid growth and fall in demand);
- 4) seasonality (the rhythm of maintaining demand at a high level by season).
Product quality is determined by a wide range of properties:
Purpose indicators characterize the properties of the product, which determine the main functions for which it is intended, and determine the scope of its application.
Indicators of the economical use of raw materials, materials, fuel and energy characterize the properties of the product, reflecting its technical excellence in terms of the level or degree of raw materials, materials, fuel and energy consumed by it.
Examples of indicators of this type are:
specific consumption of the main types of raw materials; specific gravity of the product;
coefficient of use of material resources;
efficiency factor, etc.
Reliability indicators represent a broader group.
Reliability is the property of an object to keep in time within the established limits the values of all parameters that characterize the ability to perform the required functions in given modes and conditions of use, maintenance, repairs, storage and transportation.
Ergonomic indicators characterize the convenience and comfort of consumption or operation of the product at the stages of the functional process in the system - "man - product - environment of use".
The nomenclature of ergonomic quality indicators applies to industrial products, which include: equipment for the interior and workplaces, control and monitoring panels, mnemonic diagrams, instruments and signaling devices, dials and instrument indicators, industrial and household furniture, etc.
Aesthetic indicators characterize the aesthetic properties of products, namely:
information expressiveness;
rationality of form;
the integrity of the composition; manufacturing excellence.
A number of products of a similar class and purpose, compiled by experts on the basis of basic samples, is taken as a reference criterion for aesthetic evaluation.
Examples of aesthetic indicators are:
harmony, originality, stylistic unity;
functional and constructive adaptability and expediency; structure organization, plasticity;
thoroughness of coating and surface finishing, clarity of execution of signs, signs, packaging, etc.
Aesthetics is a complex property that affects a person's sensory perception of the entire product as a whole from the point of view of its appearance. A less aesthetic product tires a person, distracts his attention from the labor process, and depresses the psyche. As a result, the use of the product deteriorates over time, the defect in work increases, and its productivity decreases. Aesthetics is determined by a number of simple properties, such as form, harmony, composition, style, etc.
Manufacturability indicators characterize the composition and structure or design of products, determine its suitability to achieve optimal costs during production, operation and restoration for the given values of product quality indicators, the volume of its output and the conditions for performing work. Examples of manufacturability indicators.
Transportability indicators characterize the suitability of the product for transportation and the ability to maintain the properties unchanged. For example:
- a) the average duration of preparation of products for transportation;
- b) the average duration of the installation of products on the means of transportation;
- c) the average labor intensity of preparing products for transportation;
- d) coefficient of use of the volume of the means of transportation;
- e) the average duration of unloading the party, etc.
The most complete indicators of this group are estimated by cost indicators. Environmental indicators characterize the level of harmful effects on the environment arising from the operation or consumption of products. For example, content harmful impurities in the product.
Safety indicators characterize the features of products that ensure human safety during the operation or consumption of products. These are the indicators:
- -- response time of protective devices, noise, vibration, radiation;
- - Time and shelf life of the product.
Patent-legal indicators characterize patent protection and patent purity of products and are an essential factor in determining competitiveness. When determining patent and legal indicators, one should take into account the presence in products of new technical solutions, as well as solutions protected by patents in the country, the presence of registration of an industrial design and a trademark, both in the manufacturing country and in the countries of intended export.
All considered indicators of product quality are ranked in order of importance in the following sequence:
- 1) appointment;
- 2) reliability;
- 3) environmental friendliness;
- 4) ergonomics;
- 5) manufacturability;
- 6) aesthetics;
- 7) standardization and unification;
- 8) patent and legal indicators.
Improving the quality or increasing the productivity of their work is a natural need of almost any employee, associated both with the accumulation production experience as well as increasing the level of knowledge in their field of activity. In many cases, the improvement in activity is caused by bringing the body into a less stressed state with less energy expenditure.
At the same time, systemic, and most importantly, continuous improvement of the quality of the process, in which not one employee, but the whole team is involved, requires organizational and methodological impact, which is aimed not only at improving the state of the workers’ body, but also at meeting the requirements of the consumer. TQM practice has shown that continuous quality improvement over many years can lead to outstanding results. For the Japanese economy of recent decades, the principle of searching for new methods in quality management that takes into account changes in conditions in the economy and society is inherent.
For the first time, the justification of the concept of continuous quality improvement was given by W. Shewhart in the form of a closed cycle. The development of Shewhart's ideas by the American scientist E. Deming led to the creation of the PDCA cycle, which is called the Shewhart-Deming cycle in the literature (Fig. 2.1). The abbreviation PDCA stands for plan - do - heck - act (plan - do - check - correct). In modern literature there are a large number of modifications of this cycle, but the essence of continuous improvement through sequential actions from idea to implementation remains unchanged.
What can be subject to continuous improvement? Obviously, the range of objects that can be improved is incalculable. In this case, we will define areas or areas of improvement that will help meet consumer needs:
- - product design processes;
- - production processes;
Rice. 2.1.
- - quality management processes;
- - business processes of the enterprise;
- - environment.
Process improvement product design achieved through continuous quality innovation through careful study and anticipation of the future needs of current and potential clients. Product improvement is more about creating new needs than simply improving existing and familiar characteristics and properties for the consumer.
Consumer quality of products is laid down in the design documentation developed on the basis of data obtained from market research and the designers' own experience. It is their insight and intuition, supported by innovative developments, benchmarking results of competitors, customer reviews and complaints about previous products of a similar purpose, that determine the performance indicators of the quality of a future product that will be included in its passport. All subsequent stages of the life cycle of the product, aimed at its production and operation, at best, will retain the design indicators, and at worst, they will significantly reduce them.
The constant improvement of design activity is inherent in the attributes of this profession. The use of FMEA and QFD methodologies helps to significantly improve the quality characteristics of the project. But it is impossible to overestimate the regular activity of the organization to study the changing needs and expectations of consumers.
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);
- - improvements working methods;
- - improvement of technological discipline;
- - reengineering;
- - Improvement of production infrastructure.
The main goal of process improvement is to reduce the variability (variability) of quality characteristics and to eliminate or reduce the degree of influence of the causes that generate variability (but not to combat the level of defectiveness). The decrease in defectiveness is the result of a decrease in variability.
In our opinion, the most successful algorithm for continuous process improvement is given in the work. Figure 2.2 shows the phases of continuous process improvement, and Figure 2.2. 2.3 typical stages of critical process analysis are given. Considering the stages of critical analysis, it can be noted that the first six stages are aimed at identifying losses or costs of the current process. The most important 7th and 8th stages are the result of the intellectual activity of one employee or the whole team.
Brainstorming methods help to find the most profitable solution, however, today practice has developed a sufficient number and simpler methods for solving problems to improve quality, using which you can significantly reduce time and costs. Figure 2.4 shows the methods and target areas of their application, and in table. 2.1 briefly reveals the essence of simple methods.
|
Table 2.1 |
|
|
Name |
|
did not end |
|
|
"why?" |
When analyzing a problem, ask the question “why?” five times, then you can find the true causes of the problem |
|
Name |
|
|
visibility production |
The concept of building production, in which information is easily accessible and understandable to each employee for use in order to continuously improve. Examples of this approach: color-coded stamps, labels in kanban areas, labeled tool boxes |
|
Group |
The process of continuous improvement shifts efforts from traditional management methods, which were carried out by managers and departments of the enterprise, to the activities of special teams created during process changes. |
|
Quality tools |
Includes flow charts, frequency histograms, Pareto charts, cause-and-effect diagrams, and control charts |
|
(hints) |
Visual “tips”, alarms, limiters, counters, memos and other simple devices located at the workplace that help to eliminate or reduce defects, preventing possible errors |
|
Seven types of loss |
|
|
Comprehensive equipment maintenance activities |
A company-wide program to maintain equipment in such operating condition that it provides efficient work throughout the life cycle, which requires participation in the program of each worker |
|
Instant |
A method or process that allows you to switch from one type of product to another without compromising productivity and without undue change-over costs |
|
Ordering work activities |
Bringing the duration of work operations closer to “takt time” in order to increase the efficiency of operators |
|
Name |
|
|
Rational layout |
Optimal equipment layout to achieve production targets and minimize cycle times |
|
Movement "one by one" |
Such a construction of the production process, in which the operator is busy on one part of the process, and only then moves on to the next. This reduces the number of moves and transports and allows for quick feedback when defects occur. |
|
A mechanism that synchronizes production with customer requirements in terms of volumes and delivery times; ensures the production of the necessary parts in the required quantities at the required time |
We single out the main factors affecting the quality of processes or an increase in the costs of their implementation:
- - changes in technology;
- - wear of equipment and cutting tools;
Rice. 2.2.
Rice. 2.3.
Rice. 2.4.
- - improving management efficiency;
- - change in process control methods (for example, the use of statistical methods);
- - changes in standards;
- - violations of technological discipline;
- - instability technological system;
- - improvement of production working conditions.
How can an enterprise find so many problems that they can be continuously solved throughout the entire production activity of the personnel? Any process in production can be expressed as a chain of operations or individual stages. The results of the output of the chain are determined by the failure-free operation of all operations without exception. The failure of even one of them practically leads to loss of time, resources and money. As a rule, in each chain there is a weak link that brings the most trouble to production workers. Improving the quality (reliability, durability, etc.) of this link is the solution to the problem that we wanted to find.
Now this improved, more reliable process can lead to improved productivity. But even higher performance cannot be provided by another weak link in our chain. This means that now improving the quality of this link (workplace) is a new, urgent problem facing the creative team. And the Shewhart-Deming wheel “spun”.
But improving the quality of a weak link puts its own problems on the agenda: it is necessary to determine the cause bad work this link, find the most economical way to eradicate its cause, find a new solution to improve the weak link, test it for performance, document the new solution.
The enterprise has many different processes (chains of operations) both in the main production and in the auxiliary one. These chains do not have to be production chains, they can be management chains, supply chains, etc.
The technique for searching for root causes can be different. Table 2.1 shows simple methods for finding solutions. But the most widely used in today's practice in identifying the causes of failures are seven simple statistical methods, of which one can especially single out cause-and-effect diagrams, also called Ishikawa diagrams (after the author's name). It is they that allow you to clearly systematize all potential causes, identify the most significant of them and conduct a systematic search for the root cause of the failure.
The scope of the search for the causes of failures in the production processes is limited by the main factors that can be the causes of failures: technology (modes, tooling, tools), equipment, materials, personnel, external environment. On the initial stage searches, in order to reduce time and costs, it is important to highlight the most probable failure factor or the zone of defect causes.
Let's assume that statistical data or expert assessments have confirmed that the most likely zone (90%) of failure (defect) is poor-quality work of personnel (Fig. 2.5). Naturally, the investigation cannot be completed on this, since it is not yet possible to take specific measures to eliminate the defect. The investigation must continue in the identified area. We build a new diagram (Fig. 2.6). In this diagram, the most likely failure zone is the low qualification of the worker. But even here it is necessary to identify one more level of causality among the following factors: ignorance of the job description, low initial level of education, high staff turnover, lack of a system of advanced training (Fig. 2.7). By accurately predicting the most likely causes, the time it takes to identify the root cause can be greatly reduced.
Lead.™ enterprises and departments committed to the idea of continuous improvement of the quality of processes must be persistent,
Rice. 2.5.
Rice. 2.6.
Rice. 2.7. Chart Ishikawa (qualification) tolerant, support the efforts of others and recognize their right to make mistakes. Successes (as well as shortcomings) must be made public so that employees feel the support of management. Difficulties in the transition to a new culture of quality management, both for management and for ordinary performers, are explained, among other things, by stereotypes that have taken root in existing practice. Among the latter is the indispensable search for the culprit of the error, instead of establishing its actual cause. The results of such a stereotype are expressed in the adoption of measures of a predominantly punitive nature and reinforce the desire of workers, if possible, to hide the defects of their work. This, in turn, does not make it possible to discover the causes, which means that it slows down the improvement process and increases costs many times over.
A process-oriented approach to enterprise management allows you to get a structure whose activities are aimed at constantly improving the quality of the final product and customer satisfaction. Such a process is based on the concept of a business process.
Buisness process consists of a set of operations. The order in which they are performed within a business process is usually clearly defined by technology or relevant rules and instructions. Therefore, concepts such as routes and rules that define the business logic of a process are necessary characteristics.
The internal business processes of an enterprise are divided into main, auxiliary and management processes. To main include processes that create added value and are associated with the life cycle of the product or service provided:
- - marketing, market research and customer requests;
- - design and development of products and services;
- - interaction with suppliers;
- - processes of production, storage and delivery of products;
- - sales and technical service.
To auxiliary(or subordinate) processes include those that ensure the execution of the main processes and form the infrastructure of the enterprise:
- - selection and management of personnel;
- - collection of data and information, its storage, processing, evaluation;
- - provision of funds and infrastructure;
- - control and ongoing improvement of work and processes.
To management processes can be attributed:
- - strategic planning;
- - management of the reorganization of the processes and structure of the enterprise;
- - analysis of reports on the economic situation of the enterprise, etc.
It can be noted that if management processes define
ultimately the vector of development of production (main) processes, then the auxiliary ones, as it were, support production processes providing them with the necessary resources.
Among the production processes, the so-called key (or main) processes for a given industry or enterprise are often distinguished. Key processes include:
- - determine the creation of products and services;
- - bring obvious benefits to consumers, for which they are willing to pay;
- - are original for the industry or enterprise;
- - it is impossible to model easily and quickly;
- - are unique and cannot be replaced by other solutions.
From the above classification of processes, it is obvious that the greatest gain for the enterprise is achieved by improving the main processes, and of them the priority task is to improve the key processes.
Before you start improving processes, you need to know how they are currently running. It is necessary to understand the various tasks and activities in the process and to identify their relationship with other steps in the process. There are a large number of auxiliary tools and tools, including software, for depicting processes and modeling them. Among the currently existing software (SW), four main classes of software products can be distinguished:
- 1) universal standard software computer graphics, which can also be used to display processes, for example, Microsoft Word, Microsoft power Point, Micrografx Designer, CorelDRAW;
- 2) special standard software for displaying the progress of processes in the form of so-called flow charts (Flowcharts), for example, ABC Flowchart, Flowmodel;
- 3) special software for general description and modeling of processes, for example, ARIS, Micrografx Optimal, process modules from SAP;
- 4) special software for general description and functional modeling of processes (IDEFO methodology), for example, BPwin.
One of the most common graphical tools (tools) for describing and visualizing work processes are the so-called flow diagrams (flow diagrams of process execution algorithms), which can be used as in the above-mentioned software, and for building "manually".
The construction and use of flowcharts is one of the most important activities in managing both administrative and production processes. Obviously, before managing (let alone improving) any process, one should understand what kind of process it is. However, many businesses try to solve problems and improve their workflows without realizing the importance of flow charts as a first step in their analysis.
The consulting company "Conflux" (St. Petersburg) conducted a survey of 37 large and medium-sized Russian enterprises of the machine-building, metallurgical and woodworking profile regarding the effectiveness of the mechanisms of continuous improvement at these enterprises. All of these enterprises have an “age” of at least 20 years. More than 50% of enterprises have QMS according to ISO 9000.
researched the following indicators activities:
- - the predominant type of improvement (Fig. 2.8);
- - methods for ensuring the continuity of improvements (Fig. 2.9);
- - the most commonly used statistical methods in quality improvement (Fig. 2.10);
- - factors influencing the functioning of the continuous improvement mechanism (Fig. 2.11);
- - motivation for participation in improvement activities (Fig. 2.12).
Rice. 2.8.
Rice. 2.9. Methods for ensuring continuity of improvement, %
Rice. 2.10. The most commonly used TQM methods for reactive improvement, %
Rice. 2.11.
Visual analysis of the diagrams shows the results of the study very clearly. I would like to comment on some of the results.
So, among the methods for ensuring the continuity of improvements, the direction of strategic and tactical planning stands out (see Fig. 2.9). At the same time, plans for improving and developing the QMS are different: 70% - a plan for staff development, 50% - a plan for upgrading equipment (i.e., improving technological systems), 40% - planning the development of new products and technologies. Such sample survey results show that at least half of Russian enterprises are seriously engaged in product and process improvement processes.
Unfortunately, the improvement activity processes mainly use seven simple methods, which indicates a backlog.
Rice. 2.12. Motivation to participate in improvement activities, %
Western firms widely using the QFD method and seven new methods (link diagram, tree diagram, matrix diagram, affinity diagram, etc.).
Very interesting information on the factors that affect the functioning of the continuous improvement mechanism (see Figure 2.11). Note that a wide range of factors apply. It is gratifying that “training personnel in quality management methods” prevails among them.
As for the motivation for participation in improvement activities, the American way is mainly chosen: first the result, then the money (see Fig. 2.12). At the same time, the Japanese path (kaizen transformation), which is discussed below, makes it possible to involve a significant part of the production personnel in creative activity.
Japanese firms were the first to move from isolated quality improvement methods to continuous product and process improvement (CPM) based on kaizen transformation. In contrast to what was generally accepted before the 1990s. principles of improving product quality, providing for one-time, significant innovative investments, kaizen transformation is based on the continuous and gradual accumulation of small improvements made by all employees of the enterprise, including top management and managers at all levels of the company. While significant innovation often requires huge investments and special technology, kaizen transformation requires, as a rule, only “a certain portion of common sense and ability to skilled work - ie. what everyone can do."
Why is so much importance given to the participation of all employees? The reason is that kaizen transformation is based on trust in the natural tendencies and abilities of each person. This approach allows employees to independently develop and implement improvements without fear of being reprimanded from above. The system based on kaizen transformation is aimed at achieving the following goals:
- - development and activation of the organizational structure;
- - increasing potential abilities, improving production indicators workers;
- - Obtaining useful results - tangible and intangible.
The goals formulated above correspond to three stages of practical activity:
- - Encouraging employees of the company to participate;
- - creating opportunities for employees to develop their creativity and develop proposals;
- - Obtaining a beneficial effect from the implementation of proposals.
In accordance with the goals of kaizen transformation, proposals should be aimed at increasing the profitability of the company. Since there are only two ways to increase profits, the proposals made can be classified into two target areas: ideas that increase turnover and ideas that help reduce costs. A firm can operate at low cost if production operates without defects, overloads, unnecessary material costs, interruptions, etc. This category can include all proposals aimed at intensifying processes, i.e. increasing labor productivity, as well as improving the quality of processes. Continuous improvements to increase turnover include suggestions to improve the service, enhance advertising, improve the quality of marketing, etc.
At many enterprises, including Russian ones, the work of the rationalization and invention bureau is quite well established, which mainly concerns the creative activity of workers. The review process is much weaker. rationalization proposals and their implementation. Most strong point of the SNUPP system is an exceptionally clear and prompt response of the relevant departments of the company to the kaizen transformation, including the payment of monetary rewards. This aspect of the matter is essential to maintaining a continuous flow of proposals.
The system of sentences based on the kaizen transformation forms a closed cycle of the four main components (Fig. 2.13).
Rice. 2.13.
In this case, it is necessary:
- - motivate their employees to participate in solving problems and at the same time not forget about their daily duties;
- - motivate employees to fix their proposals on paper;
- - check and evaluate proposals, provide employees with the necessary assistance;
- - ensure the recognition and material reward of proposals.
With the uninterrupted implementation of this cycle, proposals smoothly move from one to another. Each idea leads to the next idea, and the improvements achieved are covered by further improvements. Of course, it is necessary to initiate the creative activity of workers.
Methods of influencing activity on proposals can be divided into two categories: the "nudge" strategy and the "pull" strategy. Varieties of the "nudge" strategy include, for example, methods that increase employee motivation. Among them there are both soft methods and hard ones (a kind of pressure techniques).
Various kinds of propaganda campaigns and events can be attributed to soft methods of stimulating activity. Newer means may be various kinds of video materials. The pull-up strategy mainly includes incentive methods, in the vast majority - cash rewards. Other important elements of a pull-up strategy are review and evaluation, instructions from superiors, and assistance in putting proposals into practice. Unlike typical schemes for considering employee proposals, which provide for centralized verification, kaizen transformation practices the collection and verification of proposals at the place of their occurrence, which is very logical and sensible, since the head of the unit or foreman, who knows better than others the work that subordinates are doing, is likely to and give the most accurate assessment of their proposals. Consideration and evaluation of proposals should be carried out quickly. If a worker, as a result of the creative tension of the mind, has found a way to solve a problem, then he wants to find out as soon as possible how correct his solution is. This state is caused by the creative "itch". Therefore, sentences with small economic effect, which are usually larger, are considered first. Proposals with a significant economic effect are considered longer, as they undergo expert examination. Employees who are familiar with this review process rarely complain about delays.
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) 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: passenger safety guarantees Vehicle, the tightness of the packaging of liquid and gaseous media, the accuracy of operations 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 possible 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 commodity market(using the benchmarking method, focusing on the closest competitors, the profile is built according to the parameters key features 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 terms of reference for product design (drawing up technical specifications for 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 step should be the identification the most important characteristics product that meets consumer expectations and ensures 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 possible ways improving their quality parameters and further carrying out relevant 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 control system should be developed technological process and ways to improve the process are provided.
Stage 4. Production design. At this stage, development manufacturing instructions and tools for quality control of product production 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. General 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 consists of five stages:
1) value determination ( end user);
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) Decision making in terms of protection environment 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 strategic planning Cambridge (USA).
The purposeful use of benchmarking began in 1979 in a corporation xerox, who decided to follow suit IBM by comparing products American company with the products 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 studies, study the best experience organization of production and ways to increase productivity at 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 to achieve the greatest company value,
comparison of the products and services produced by the organization with those of its strongest competitors,
Comparison of different types of equipment for the purpose of selection the best equipment,
implementation of selected best practices and working methods
· 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. Identify weaknesses and strengths 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 product indicators such as price and quality, specifications 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 successful strategies̆ 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 objectives of the study of a competitor or the tasks assigned to the management of a developing organization, apply different types(types) of benchmarking: 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). This is an educational interactive open system, which unites and systematizes the best tools and methods of improvement based on the EFQM model. She helps members and clients European Fund quality management to use a wide range of different benchmarking options, providing access to training methods, case studies, trainings, workshops, and other information on key approaches and experience of excellence.
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,
Determine departments for comparative analysis,
development of indicators that allow comparison,
identify branches within the organization and external organizations̆ to conduct 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).
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