Organization's standard for assessing the effectiveness of qmk. Summaries: Analysis of methods of effectiveness of processes of the quality management system. Calculation of the assessment of the improvement of the quality management system

Calculation of the effectiveness of processes

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 assessment.

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

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

Officials of the organization responsible for managing specific QMS processes should analyze the compliance of the actual values of the process indicators with the established criteria.

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

Compliance with the process criteria should also be reported to the top management of the organization on a regular basis.

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 indicators of the effectiveness of the processes available in the Reports on the functioning of the QMS (Fig. 3).

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

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

n is the number of processes.

Some processes are not reduced to a percentage, and the value of one of them exceeds 100%, which requires adjustment, since 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 where the threshold of 100% is exceeded, the value 100% will be used.

So, in our case general indicator 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 just talk about the effectiveness of the QMS as such. A number of requirements are related to improving this effectiveness, for example: "The output (results) of the management review should include all decisions and actions related ... to improving the effectiveness of the quality management system ...".

Improving performance is the principle of improving the QMS, and this is an important point for analyzing the effectiveness of the QMS.

The standard also provides a hint on what data to use to assess the improvement of the QMS: “The organization must continually improve the effectiveness of the quality management system through the use of quality policy and objectives, audit results, data analysis, corrective and preventive actions, and management review. ".

The principle of improving the QMS is based on the search and elimination of inconsistencies, as well as the implementation of measures aimed at improving the QMS, and achieving the set 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 previous analysis of the QMS, proposals for improving the QMS and monitoring quality objectives.

All of the above aspects are included in the report on the functioning of the QMS.

Calculation of the assessment of corrective and preventive actions based on the results of audits

In the process of "Internal audit", a search for possible inconsistencies in all departments and processes of the enterprise is carried out gradually, in order to identify their causes and subsequent elimination (corrective and preventive actions). Internal audit reports on identified inconsistencies, like all important documents, are drawn up and stored for a certain time, and are also used in assessing the QMS.

Evaluation of K&PD based on the results of audits will be determined from the ratio:

During this reporting period, all written requests for KiPD were satisfied. Therefore, the performance will be:

Calculation of the assessment of the implementation of proposals for improving 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 for improving the QMS (Fig. 5).

Evaluation of the implementation of proposals for improvement according to the following methodology:

where k is the number of events;

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

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

Table 17. Estimates of the statuses of the activities performed ()

Therefore, our estimate will be:

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

The assessment of the implementation of actions based on the results of the previous analysis of the QMS is carried out in the same way as 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 system of rating results is applied. It can be noted that in this case, the assessment of the implementation of the solutions of the previous analysis of the QMS is equal to 100%:

Calculation of the assessment of the achievement of quality objectives

Based on the data presented in Table 18, we will assess the fulfillment of quality objectives.

The calculation methodology, 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 estimates obtained.

Ya.V. Androsenko, St. Petersburg State University economics and finance,
K. M Rakhlin, 000 "Conflax", St. Petersburg

Forming an understanding among top managers that there is a quality crisis should not be a problem at the moment when an enterprise has lost 25% of its market share in favor of competitors. It is much more difficult to form such an understanding when the enterprise has not yet suffered catastrophic losses in the form of losing its position in the sales markets. In this case, the proposal to recognize the primacy of quality must compete with other proposals presented by supporters of other solutions. It will be most convincing in this case 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 the ISO 9000 series have recently become more and more 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 explained, firstly, by a high degree of interconnectedness of indicators: changes in some may be the result of changes in others, which makes it very difficult to single out the most significant indicator. Secondly, depending on the field of activity of a particular organization, the indicators allocated by them may differ significantly. In addition, the QMS is a part of the organization's management, whose activities are aimed at effective management processes that, in one way or another, affect the quality of meeting requirements and meeting the needs of interested parties (customers, business partners, enterprise personnel, owners and shareholders). For a comprehensive analysis and assessment of any management process, or aspect of the organization's activities, not only quantitative, but also qualitative indicators can be used.

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

The analyzed enterprises belong 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 developing information systems.

During the first stage of the study, 57 indicators were identified that were identified by the respondents as an illustration of the presence of a positive result of the work carried out. They are listed 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.

Indicators for assessing the effectiveness of the QMS

1. Increase in production volume

2. Increase in labor productivity

3. Increase in export volume

4. Increase in the share of exports in the total volume of production

5. Increase in sales

6. Increase in profit from sales

7. Increasing product profitability

8. Reduction of losses of working time

9.Reduction of losses from rejects and / or rate of rejects

10. Growth of costs for training and incentives for personnel in the field of quality

11. Growth of costs for information quality assurance

12. Increase in the number of mastered new technologies, new types of profiles and standard sizes

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

14. Increase in the number of research projects, their implementation

15. Usage rationalization proposals workers (patented inventions, industrial designs, etc.)

16. Improving the efficiency of regulation technological processes

17. Improving the rate of employee turnover

18. Reducing the harmful effects of production of products on the environment

19. Increase in costs for social protection staff

20. Increasing the cost of environmental protection measures

21. Increase own sources funds

22. Increase in capital investments

23. Increase in capital productivity by indicator products sold

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 (prevention of errors and inconsistencies)

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

30. Creation of additional jobs (growth in the number of personnel)

31. Improving customer satisfaction

32. Carrying out works 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. Increase in the volume of investments in the development of production

39. Increase in the volume 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 demand of the population for the products of the enterprise

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

45. Reducing the labor intensity of production processes

46. Decrease in accounts receivable

47. Increase in deductions to the budget (reduction of arrears to the budget)

48. Change in the range of products

49. Increasing the level of competitiveness of products

50. Increase specific gravity costs in product price

51. Increase in the percentage of delivery of products from the first presentation

52. Reducing the level of production waste

53. Decrease in the number of returns from buyers

54. Reducing the number of complaints from consumers

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

56. Increasing the shelf life of products through the use of new technologies, equipment

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

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

Duplicate indicators can also include "increase in labor productivity" and "decrease in losses 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 particular processes in the activities of individual services of the organization, but in no way the effectiveness of the quality system. For example, five out of 24 enterprises reported an "increase in the number of intermediaries". But this is just a characteristic of the organization's sales network, the expansion of existing or the formation of new distribution channels. Therefore, this indicator serves only to illustrate the improvement of a separate management function of the organization, and not to confirm the effectiveness of the implemented QMS.

One enterprise Food Industry as a confirmation of the positive effect, she noted such an indicator as "an increase in the shelf life of products due to the use of new technologies and equipment." In this specific branch of industry, the shelf life serves as one of the indicators of the quality of the products, and the ability of the enterprise to influence this indicator through the use of innovations can become its competitive advantage... However, the 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 AR.

3. Some indicators are excluded from further analysis due to the fact that in their essence they in no way characterize the effectiveness of the QMS, for example, "an increase in the share of quality costs 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 organization should prioritize product improvement and quality improvement. The increased attention of the management to the issues of product quality, the implementation of preventive measures requires considerable costs, which will affect the value of the total cost of quality and, ultimately, affect the price. However, our main focus should be on consumer reaction to such a situation. In our opinion, this indicator cannot characterize the effectiveness of the QMS, since the consumer is always interested in reducing the price.

4. Certain indicators cannot be assessed objectively, for example, "an increase in the effectiveness of regulation of technological processes", since there is no evaluation criterion. Or the indicator "increase in capital productivity in terms of products sold." The volume of products sold 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 into 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 mentioning a particular indicator by the respondents within a certain group has significant fluctuations. In some cases, "bursts" and long-term gaps in values are observed. This is clearly demonstrated by the curve reflecting the significance of environmental indicators. In reports, only 15% of respondents say about positive impact implementation of the QMS on the environmental component of the enterprise. For example, in a number of cases, there has been a decrease in the harmful impact of production on the environment.

A similar situation should be noted for the group of indicators of customer satisfaction. A third of enterprises do not pay attention at all this issue although organizations need to focus primarily on the consumer to be successful in today's fiercely competitive marketplace. According to ISO 9004: 2000, Quality management systems - Recommendations for performance improvement, the primary goal of an organization should be to define and meet the needs and expectations of customers. If the steps taken by the organization do not add value to 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 the company's development in the field of quality; indicators economic activity enterprises; indicators of scientific and technical development of the enterprise; indicators of the quality of labor and production.

The isolation of the dominant indicators made it possible to narrow the boundaries of the analysis and highlight the main indicators that can be used to assess the effectiveness of the QMS of an enterprise, regardless of its industry affiliation and the nature of its activity (production of goods or services). To do this, out of the four dominant groups, those indicators were selected 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 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 certification of the QMS, but they 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 QMS performance: increase in profits from product sales; increase in the volume of production; reduction of losses from rejects and / or the rate of rejects; increase in the cost of training and incentives for personnel in the field of quality.

These indicators characterize the effectiveness of the QMS from different points of view and are focused on meeting the requirements of stakeholders (consumers, personnel, owners and shareholders). The absence of such stakeholders as suppliers and society in the composition of these indicators suggests the need to expand the number of indicators.

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

Literature:

1. Khodynskiy A. Systems of quality assurance of the firm's strategy // Bulletin of the Moscow University. Ser. 6. Economics, 2001, No 1.

2.GOST R ISO 9004: 2001. Quality management systems. Recommendations for improving performance.

MINISTRY OF EDUCATION OF THE REPUBLIC OF BELARUS

UO "BELARUSIAN STATE ECONOMIC UNIVERSITY"

Department of Technology of the Most Important Industries

ESSAY

by discipline " Technical regulation

processes and products "

on the topic: "Analysis of methods of effectiveness of processes

quality management system "

FM student 5 course

ZKT groups

Checked by V.K. Panevchik.

APPENDICES ………………………………………………………………. 12

INTRODUCTION

The struggle for the consumer, the aggravation of competition have a significant impact on changes in the "philosophy" of doing business in the world: the problem of quality has come to the fore. Not a declaration of the quality of products, works and services, but namely quality assurance, permanent job improving consumer properties, improving production technology. Only high-quality products and services make the company's consumers turn to it again and again, because many consumers see an increase in quality as something more important than a decrease in price. Winning the trust of consumers and, moreover, keeping it is the cherished dream of both "generals" and "captains" of business.

Some managers believe that meeting customer quality expectations increases costs, which in turn lowers margins or increases prices. At first glance, such a position is not at all unfounded: after all, in order to improve quality, it is necessary to tighten inspection and rejection of low-quality products, which leads to inevitable loss of time and an increase in costs due to sorting and rejection of products.

In fact, if the quality improvement program is properly designed and implemented, it will lead not to an increase, but to a decrease in costs. The standardization of an organizational and documented system can form the basis for a comprehensive quality management program. One of the steps towards improving management is the introduction of a quality management system that meets the requirements of the ISO 9000: 2000 series. The principles of management and quality criteria formulated in the standards, in fact, have absorbed 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 in our enterprises. Quality Management System (QMS) - it is part of the general management system of the company, which functions to ensure the stable quality of products and services provided.

A quality management system complying with ISO 9001: 2000 can serve as a basis for improving the management system and thereby ensure further and successful development enterprises.

ISO stands 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 quality management system (QMS) processes.

QUALITY MANAGEMENT SYSTEM PROCESSES

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

Effectiveness Is the degree of implementation of the planned activities and achievement of the planned results.

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

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

Determine the processes needed for the quality management system and their application throughout the organization;

Determine the sequence and interaction of these processes;

Determine the criteria and methods needed to ensure the effectiveness of both the implementation and the management of these processes;

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

Monitor, measure and analyze these processes;

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

Since we are talking about calculating the effectiveness of the system, all aspects of the organization's activities should be disclosed here 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 aspects of the organization's activities.

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

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 the QMS and establish their planned values, by which we will further determine the effectiveness.

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

Stage 3 - determining the significance of indicators... We determine the significance of the obtained indicators using the method of analysis of hierarchies by T. Saati. As a result of the calculations, the weighting factors for the indicators of the subsystems were determined.

Stage 4 - determination of the effectiveness of each subsystem of the QMS.

Stage 5 - determining 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 assess it on the Harrington significance scale, taking into account following conditions presented in table 1.

Table 1- The scale of the intensity of the criterion property of the QMS

Gradation name	Number intervals	System stability state	System action
Very high		Stable	the system functions effectively, but requires the development of preventive actions, if P ism = 1, then the system does not require the development of any actions.
		Stable	the system is functioning effectively, but requires the development of minor corrective actions
		Stable	the system is functioning effectively, but requires the development of corrective actions
		Not stable	the system is not functioning effectively and requires the development of significant corrective actions
Very low		Not stable	the system does not function effectively and requires the intervention of top management, if P ism = 0, then the system requires development

Stage 7 - making decisions on the management of the quality management system. After determining the effectiveness of the QMS on the Harrington scale and based on the conclusions made, a representative of the QMS management, together with the process owners, begins to develop corrective and / or preventive actions, improvement measures, followed by 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, is used to operational control processes, revision of documentation and procedures, periodic review of policies and goals, analysis and improvement of the QMS, informing staff and stakeholders.

To improve the efficiency and effectiveness of the enterprise as a whole and to ensure an increase in the competitiveness of products, it is necessary to periodically assess the effectiveness of the quality management system. Performance should be calculated across the entire chain key functions and organizational processes. An indispensable part of the analysis should be a comparison of the values of 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 identified, and objective data on the state of the processes is collected. However, when declaring this principle, the standards do not offer a specific mechanism for a comprehensive assessment of performance. Therefore, issues related to the problem of adequate and objective assessment, as well as the subsequent analysis of the effectiveness of the QMS, take on the form of a problem, both theoretical and practical.

As follows from ISO 9001, quality management system (QMS) processes must be implemented effectively. According to the requirements of ISO 9001 - 2011, GOST ISO 9001-2011 The effectiveness of the QMS is necessary: to ensure (clause 5.6.1), analyze (clause 5.6.3), demonstrate (clause 8.4), constantly improve (clause 4.1, 5.1) and constantly improve (clause 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, performance refers to the achievement of the organization's objectives, that is, it is inherently "teleological" and reflects the degree of implementation of a certain strategy, and efficiency rather refers to the assessment of the use of company resources in the course of strategy implementation.

ISO 9001 provides the following definition:

"Effectiveness (clause 3.2.14) - the degree of implementation of planned activities and achievement of planned results"

The main arguments in favor of the effectiveness of the QMS are usually expressed as follows:

Reducing costs 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 question of some balance of their interests and a possible compromise. What counts 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 assess the effectiveness and efficiency of management systems.

When assessing the effectiveness of the QMS, the following should be established:

The degree of implementation of the planned activities;

The extent to which the planned quality results have been achieved.

The first assessment gives an idea of the degree of implementation of the organization's QMS provisions and the degree of implementation of documents for the planning and implementation of product life cycle processes. The analysis of this assessment is based on the determination of the degree of achievement of the specified outputs of the processes, as well as the degree of fulfillment of the requirements of ISO 9001: 2011 and the characteristics of the processes. 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 of the outputs of technological processes are regulated by standards, technical specifications, product documentation, and a contract. Outputs of business management processes are regulated by quality plans for the organization of departments, regulations on departments. The characteristics of technological processes are regulated in technological documentation, quality plans, business management processes - in quality plans for divisions, regulations on divisions.

Cost, technical and timing indicators can be used as process characteristics.

To improve the efficiency of the enterprise as a whole and to ensure an increase in the 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 identified, and objective data on the state of the processes is collected.

As practice shows, an organization begins to take an interest in the effectiveness of the implemented system only after several years of work in accordance with ISO 9001, when process management becomes the norm, the performance indicators of the processes are systematically achieved, and the process management indicators satisfy the management.

When assessing the effectiveness of the quality management system, it is important to disclose all possible aspects of the company's activities, including each aspect. Each organization needs to find or develop an appropriate performance measure.

MINISTRY OF EDUCATION OF THE REPUBLIC OF BELARUS

UO "BELARUSIAN STATE ECONOMIC UNIVERSITY"

Department of Technology of the Most Important Industries

ESSAY

in the discipline "Technical regulation

processes and products "

on the topic: "Analysis of methods of effectiveness of processes

quality management system "

FM student 5 course

ZKT groups

Checked by V.K. Panevchik.

APPENDICES ………………………………………………………………. 12

INTRODUCTION

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

A quality management system that complies 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 stands 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 quality management system (QMS) processes.

QUALITY MANAGEMENT SYSTEM PROCESSES

Effectiveness Is the degree of implementation of the planned activities and achievement of the planned results.

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

Determine the processes needed for the quality management system and their application throughout the organization;

Determine the sequence and interaction of these processes;

Determine the criteria and methods needed to ensure the effectiveness of both the implementation and the management of these processes;

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

Monitor, measure and analyze these processes;

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

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

Stage 4 - determination of the effectiveness of each subsystem of the QMS.

Stage 5 - determining 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 assess it on the Harrington scale of significance, taking into account the following conditions presented in Table 1.

Table 1- The scale of the intensity of the criterion property of the QMS

Gradation name	Number intervals	System stability state	System action
Very high		Stable	the system functions effectively, but requires the development of preventive actions, if P ism = 1, then the system does not require the development of any actions.
		Stable	the system is functioning effectively, but requires the development of minor corrective actions
		Stable	the system is functioning effectively, but requires the development of corrective actions
		Not stable	the system is not functioning effectively and requires the development of significant corrective actions
Very low		Not stable	the system does not function effectively and requires the intervention of top management, if P ism = 0, then the system requires development

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

To improve the efficiency and effectiveness of the enterprise as a whole and to ensure an increase in the competitiveness of products, it is necessary to periodically assess the effectiveness of the quality management system. Effectiveness should be calculated across the entire chain of key functions and processes of the organization. An indispensable part of the analysis should be a comparison of the values of 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 processes is established, areas for improvement are identified, and objective data on the state of the processes is collected. However, when declaring this principle, the standards do not offer a specific mechanism for the comprehensive assessment of performance. Therefore, the issues related to the problem of adequate and objective assessment, as well as the subsequent analysis of the effectiveness of the QMS, take on the form of a problem, both theoretical and practical.

Among the various techniques, the following can be distinguished:

Calculation of the effectiveness of the QMS based on scores according to the specified parameters;

· Model of index valuation of performance assessment (MINOR);

· Methodology for self-assessment of the company's performance and the level of maturity of the QMS;

· Comprehensive approaches to self-assessment of quality management of an industrial enterprise, including: audit, QMS analysis, self-assessment according to ISO 9004 criteria, self-assessment according to the criteria of national awards 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 based mainly on the use of summary assessments of the growth of values with 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 method of scoring an enterprise's activities in the field of quality, a set of criteria is determined quantify, which allows you to evaluate the activities of the enterprise in the field of quality as a whole. The criteria are ranked, each is assigned its own "weight" in points, while the number of points for each criterion is determined according to predetermined estimated parameters. To evaluate the accomplished for reporting period activity in the field of quality is determined by the increase in the results of the assessment 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 assess 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 choosing the parameters to be assessed and setting the criteria for their assessment. However, in practice, not all criteria can be quantified, their limit values and the final limit of the QMS effectiveness are not determined. In accordance with MINOR, the entire set of key indicators within the QMS is converted from absolute values to relative values, namely, into 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. In spite of positive points This methodology, namely, a clear example of the dynamics of the main indicators of the enterprise in the field of quality, there are some kind of 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 errors in determining priorities for assessing the performance indicators of the QMS.

As part of the methodology for self-assessment of the effectiveness of the enterprise and the level of maturity of the QMS, there is an assessment of the effectiveness of the QMS in points, which summarizes the most important aspects of the enterprise's activities in the field of quality. Data for a quantitative assessment of the effectiveness of the organization's QMS is provided by the heads of the relevant departments for the existing or specially organized for this purpose. statistical reporting... 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. Most important indicators the company's activities 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 assessed. The main negative quality of this approach is the excessively large influence of the parameters determined to a greater extent rather subjectively by the management of the enterprise.

All considered models are based on “ 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 be the reports of departments, acts, protocols, regulatory 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 draw up a generalized algorithm for determining the effectiveness of the considered methods [Appendix D].

However, such an assessment is practically not tied to the quality side of the organization's self-assessment and the development of an improvement strategy, therefore, in practice, self-assessment models are used according to the criteria of national awards in the field of quality. On the basis of quality premium models, they build a company management strategy aimed at continuous business improvement. 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 revised. The same process of growth of qualitative and quantitative improvement occurs with the performance criteria of the QMS.

It should be noted that when conducting a self-assessment of this type, 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 the methods for assessing the effectiveness of the quality management system are presented in Table 2.

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

Comparative indicators ( General requirements)	Analyzed techniques
Comparative indicators ( General requirements)	Payment the effectiveness of the QMS based on scores	Model index rationing appraisals effectiveness (MIOR)	Methodology self-esteem effectiveness enterprises and maturity level	Self-esteem by criteria national prizes in the area of quality
The goals of the organization and the target orientation of the QMS to improve
Establishment QMS processes enterprises with performance assessment
Determination of criteria for quantitative assessment and procedures for the determination and effectiveness of the process and the entire QMS as a whole
Dynamic component of performance measurement
Getting 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 fulfill the corresponding requirement;

"-" - there is no tool to fulfill the corresponding requirement.

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

Based on the presented analysis of approaches to assessing the effectiveness of the functioning 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 selected as indicators are analysis procedures, and not indicators by which the effectiveness of the QMS can be assessed. 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 quality of methodological framework provisions of both process and system approaches.

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

The manageability of the enterprise is improving due to the fact that in the design of the QMS, responsibility for the implementation of procedures is strictly distributed. Most procedures provide for the maintenance of quality records (reports), which are formed by the responsible persons after performing the specified actions. During establishment of the QMS the regulations on divisions, job descriptions and work instructions are being revised. It also improves the manageability of the enterprise.

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 a system, increasing production efficiency by eliminating unnecessary functions and reducing the share of low-quality products, focusing efforts on the essential, as well as improving relations with consumers and suppliers.

The most clearly effective functioning of the QMS affects the competitiveness of the enterprise. The presence of a certificate significantly raises the authority 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 competitions and tenders. In some cases, it is even a prerequisite competition or tender.

On the one hand, the study of the effectiveness and efficiency of management systems and their impact on the competitiveness of organizations showed that in modern conditions, the functioning of such systems gives organizations real advantages over competitors on the basis of 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 external environment, strengthening the cooperation of the subjects of management, their unification and interaction.

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ANNEXES

APPENDIX A

APPENDIX B

APPENDIX B

Methods for analyzing the effectiveness of the QMS

APPENDIX D

Generalized algorithm for assessing the effectiveness of the enterprise QMS

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