How the bonus is accrued to controllers otk. Regulations on bonuses to the technical control department. Criteria for assessing the effectiveness of audit work

The indicators of the quality of labor and the coefficients of reduction by the controller, testers and locksmiths of the TsIS OTK are established by the regulation on the SBT OTK.

Workers who have absenteeism without good reason, who appeared at work in drunk, or who were absent from work for more than three hours continuously or in total during the working day without a valid reason, who committed theft of property

seizures (raw materials, materials, tools, parts, etc.) or those that contributed to their theft, which made a postscript in the orders or other documents, are completely deprived of the bonus.

Brigades or individual workersThose guilty of defects that caused claims for products, the return of poor-quality products identified by the consumer, may lose the premium in full, about which an order is issued for the division.

Full or partial withdrawal of the bonus is made during the settlement month in which the omission was committed and is formalized by the order of the director of the enterprise, the head of the shop (department).

In the presence of facts of additions and distortions of reporting, complaints about products and the return of poor-quality products, the bonus is withdrawn in the billing period in which these violations were discovered or reported about them.

Workers fired from previous place work for systematic violation labor discipline, absenteeism for no good reason or drunkenness at work, bonuses are paid in half for six months. AAAAAAAAAAAAAAAAAAAAAAAAAAA

Payment of bonuses in full to these employees within six months of work is made even if the place of work within the enterprise changes during this period.

The reduction of the bonus is made by the accounting department on the basis of the record of the head of the personnel department in the order for employment.

The team of a subdivision (workshop, department, site, brigade), after at least 3 months of work, has the right to apply in the future for the payment of the bonus in full, if the employee does not commit violations of labor discipline and is conscientious about fulfilling his duties.

The application is considered by the administration of the enterprise in agreement with the trade union committee.

The decision is formalized by order general director... The draft order is prepared by the department in which the employee works.

With a collective (brigade) form of organization and stimulation of labor, an employee dismissed from former place work for the above reasons, the reduction of the bonus is made based on its amount accrued to the employee, taking into account his real contribution to the overall results of the work of the team of the brigade (including accrued taking into account the coefficient of labor participation).

The unpaid part of the bonus in this period is not subject to distribution among the steel members of the collective and remains in the fund from which it should be paid.

Workers who have worked for less than a month in connection with conscription into the armed forces of the Republic of Belarus, transfer to another job, admission to educational institution, retirement, layoffs due to staff reductions, on their own and for other valid reasons, the bonus is paid for the actual hours worked.

Workers who have worked for less than a month and who have been dismissed for violation of labor and production discipline will not receive a bonus for that month.

In order to increase the material interest of a team of specialists and employees in performing tasks to increase the volume of production, reduce its cost, accelerate turnover working capital, to improve the quality of labor at the enterprise, the Regulation "On bonuses to managers, specialists and employees of JV" Zeiss-BelOMO "for the main results of economic activity was introduced.

Bonuses for production collectives, workshops, departments, sections and other divisions of the enterprise for the main results of work are carried out on a monthly basis at the expense of the cost within the bonus fund accrued to these divisions.

The divisions prepare a monthly report on the formation of the bonus fund for the main results of economic activity.

The main condition for calculating bonuses for workshops and departments is the fulfillment of the plan:

- for the main shops, industries and sections that are part of them, the fulfillment of the compulsory nomenclature plan is at least 100%.

- for departments and auxiliary workshops - fulfillment of the profit plan.

If the nomenclature of the most important products is not fulfilled by one or several main workshops, departments, auxiliary workshops and management of separate and subsidiary enterprises, through whose fault the failure occurred, are excluded from the list of bonuses, regardless of their indicators.

The fact of non-compliance and the specific culprits are reflected in the orders for the last month.

The fund for bonuses is charged monthly as a percentage of the planned fund wages managers, specialists and employees of the corresponding unit, depending on the performance of fund-forming indicators.

If the conditions for bonuses are not met, the specified fund is reserved. If the bonus conditions are met in subsequent periods of the calendar year, the bonus is paid in the amount of 50% of the accrued fund.

Accounting for the fulfillment of bonus indicators is made on an accrual basis from the beginning of the year.

Indicators, sizes and conditions of bonuses for workshops and sections of the main and auxiliary production are reflected in Appendix B.

General indicator bonuses for all divisions of the enterprise are reflected in table 2.9.

Table 2.9 - The general indicator of bonuses for all divisions of the enterprise

Coefficient quality	Award percentage
Coefficient quality	In the absence of safety violations	If there are safety violations




For departments 30, 41, 42, 45, 46, workshop 26

The amounts of unreimbursed fines, losses from marriage and downtime, surcharges for deviations from normal working conditions made through the fault of this unit, as well as the amount of the cost of packaging in the unit in excess of the standard and in 3 times the amount of the cost are excluded from the accrued fund for bonuses written off in excess of the standard or lost.

ALL RUSSIAN NEWS OF LEAN PRODUCTION

AVIASTAR-SP: IN 2015, THE EMPLOYEES OF THE ENTERPRISE HAVE ALREADY SUBMITTED 3,500 KAIZEN OFFERS

You are a successful and promising employee, but you are unhappy with the fact that the company, in your opinion, is not spending money very efficiently or the working conditions leave much to be desired? Do you know how you can fix everything? Do you have any ideas and have you even calculated how much profit can be brought to the plant if you change something in the department or workshop? Contact Lean Manufacturing (BP). Initiative people are always welcome here and appreciate new ideas.

Suffice it to say that this year Aviastar employees wrote 3,500 applications to further improve the quality of labor at the enterprise. Many of them are specific rationalization proposals and kaizen proposals with an economic effect, '' explains Dmitry Mironov, head of the bureau for innovation, invention and kaizen proposals, with whom we decided to talk on this topic.

He noted that today responsible engineers of the main and auxiliary industries work in each plant division to work with thinking and creative people. In some places, responsible representatives for the shop are introduced - this is metallurgy, UIT, etc. They are involved in the preparation of documents, holding shop committees, which consider the proposals of the authors and make appropriate decisions. Employees wishing to take on this responsibility in their department can contact the Improvement Department. production system... For this, monetary surcharges are provided, taking into account each subject of the proposal that brought economical effect.

According to Dmitry Mironov, metallurgists most often turn to them with effective proposals. And there are practical results. So, in shop 215, the manufacture of stampings for the Il-76MD-90A product was previously carried out on a two-ton hammer. At the same time, insufficient force of the stamping equipment led to incomplete filling deep ribs and under-stamping of streams on the mirror of the stamping equipment. The result was frequent breakage of the guide hammers. In this regard, it was decided to transfer the manufacture of stampings for aircraft parts to a three-ton hammer, which made it possible to eliminate defects and obtain an economic effect. The application was accepted in 2014, and the project itself was implemented in 2015. The award for a fruitful idea was paid to employees in June this year.

Here is another successful example implemented in production. To test some technical characteristics on an airplane, four batteries were previously used: two on each wing console, which was expensive. One of the leaders of the POS suggested making two portable simulators for replacement, which can be recharged. And most importantly, they do not need to be bought and they significantly reduce costs. This project has been successfully implemented and is being effectively used in our enterprise.

Specialists of the Bureau for Innovation, Inventions and Kaizen Proposals ask you to pay attention to the fact that in order to submit an application to improve productivity or working conditions, one must be ready to reasonably prove its expected economic efficiency for the enterprise. Therefore, with innovators, full time job in order to bring their creative idea to its logical conclusion.

By the way, for each kaizen proposal, authors or participants are paid monetary rewards from 200 to 2000 rubles per month. For rationalization proposals with kaizen - effect, the amount of payments is measured on a scale of gradation, but not more than 10 average salaries in the enterprise. Permanent innovators will receive additional rewards. Thus, two young specialists of Aviastar were recommended for the nomination “Best Young Rationalizer”. These are employees who have already submitted more than 10 effective ideas. And on August 10 at Aviastar a special competition for the "Best rationalization proposal" starts in order to activate the "Lean production" program.

Statistics show that a person who submitted the first application with a productive idea and received a monetary reward for it becomes a “professional” rationalizer, actively thinking, looking for new ways to reduce production costs.

SERGEY POPOV, PMZ: "THE PERM MOTOR PLANT HAS AMBITIOUS PLANS"

Sergey Popov, Managing Director of OJSC “PMZ”, head of the “Engines for Civil Aviation” division, talks about how he managed to avoid rash costs, what tools lean manufacturing uses the company and what goals it sets for the coming years.

The previous two years were quite successful for the Perm Engine Company. The company managed to make it profitable, first of all, due to the well-coordinated work of the team. In more detail, the company began to pay more attention to costs. We have tried to completely avoid rash costs - whether it is the purchase of expensive equipment or an order from a supplier of components, there must be a justification for each action. Moreover, we tried to convey this to each employee - specific goals were set, their significance explained. The results speak for themselves. The plant implements the principles of lean production. Frankly, I would like them to be applied more widely. I think, first of all, working in accordance with the principles of the 5S system teaches people to the simplest and most difficult - order. This is both cleanliness in the workplace, and the consistency of compliance with technologies, rules, standards.

But the most important thing in using lean manufacturing tools is consistency. After all, you can by force to introduce anything, but one has only to weaken the pressure, and if people do not have an understanding of the need to use this or that toolkit, we will very quickly give up the positions we have won. And it is also important not to slip into indicative use. Last year, beautiful markings were drawn in all workshops, nightstands were painted, it would seem that this is order, put in order. But these changes were perceived by the collective skeptically - many did not understand what the essence was, how it could be useful specifically for each of them.

And this year we took a different path - workshops were held not only for heads of shops, but also for heads of factory services at the upper and middle levels.

These were a kind of "subbotniks", where, in real "combat" conditions of the workshop chaos, teams of specialists had to work together to figure out how work should be organized on a specific site, what was needed for the case and should be left, and what should be thrown away without regret breaking the usual stereotypes. And at first it was really hard for everyone, but then - the result exceeded expectations. The workers themselves became active participants in all transformations, they believed that this system works. But I understand that this task will not be solved at the same time, at once. To destroy stereotypes in heads, to teach, to teach, and not to force, to think in a new way is a long and laborious processand it takes a lot of patience. But I believe - we will succeed.

Over the past couple of years, a large number of new high-tech equipment has come to the enterprise. The machine park of the enterprise has not been updated for quite a long time, and the equipment that we have purchased to date is only a small part of the need. Negotiations are underway with suppliers on the purchase of another batch, they have reached the final stage. A procurement tender will be announced shortly. It is planned to purchase about 50 pieces of equipment for welding, heat treatment, machining centers. It will be supplied to almost all major mechanical assembly shops, primarily to areas that are "narrow" for production process.

It is worth mentioning the ongoing increase in the share of aircraft engines in the total production of the enterprise. This process is smooth, gradual, mainly associated with the start of operation of the Il-476 aircraft. So far, the aviation theme, according to sales plans for next year, is about 30–35 engines for aviation and 70–80 for ground ones. In the future, we will achieve a ratio of 50 to 50. Of course, we would like more of our motors to fly. And the aviation future of the plant, which we are counting on, is connected with the PD-14 engine and civil customers.

If we talk about the division "Engines for Civil Aviation", headed by me since April 29 this year, it is worth noting that all enterprises of the corporation build their work within the framework of overall strategy UEC. It spelled out the role of each enterprise and mutual obligations, and production cooperation between the companies of the division, not only on the PD-14 project, will certainly expand.

We hold weekly meetings within the division and discuss issues of cooperation, the state of affairs on joint projects. So, now I see an increase in the transfer of certain types of work on the production of the PS-90 engine to NPO Saturn. And this is quite understandable - we are definitely not able to master the production volumes of PS-90-based engines that are supposed to be at PMZ alone. We have an outdated machine-tool park, we will have to buy a fairly large amount of equipment, but it is already difficult to fit in the existing buildings, we are forced to look for free space. At the same time, serious funds were invested in the technical re-equipment of NPO Saturn. The capabilities of this enterprise and its competence will be in great demand by us. It is necessary during August to draw up a "road map" for the preparation of production there, to determine the amount of funding and sources.

At different times, the production of the ASh-62 engine was transferred from Perm to Rybinsk, then the D-30, now - the PS-90. The idea of \u200b\u200bproducing this engine by cooperation is not new. I have a 1988 document on my desk that was handed over to me in Rybinsk. Even then, it was planned to organize the production of PS-90 there, with the construction of appropriate areas and the allocation of funds. This decision was worked out by the Ministry of Aviation Industry. Surprisingly, our technical specialistshaving looked at the calculations of that time, they confirmed that everything converges with modern proposals for organizing production.

I believe that the Perm Motor Plant has serious prospects, its development plans are ambitious - after all, by 2027 we must reach a production level of up to 270 engines per year. And for this, it is necessary, using the advanced experience of creating high-tech industries, to build the best engine plant in Russia.

THE CONTROLLER ITSELF: MATERIAL STIMULATION OF EMPLOYEES TO DETECT PRODUCT NON-CONFORMITIES

From September 1, in all the main workshops of the Trubodetal plant, the provision on material incentives for employees to identify non-conformities will come into force.

Previously, such a system was tested for five months at sections 1.1 and 1.2 of the thermo-press-welding shop No. 1. The regulation was developed in order to improve the quality of products and exclude the possibility of unintentional ingestion of defective products by the consumer. Also, the new rules should help to increase the personal responsibility and motivation of plant employees and eliminate the material interest of workers in hiding defects.

Trubodetal specialists saw a similar system at the Paker enterprise in the city of Oktyabrsky (Bashkiria). It is based on the principles of the three "not" - do not accept marriage, do not make a marriage, do not pass the marriage on to another.

Let us recall what is included in this system. If an employee reveals a defect at the entrance control, he receives an incentive in the form of 500 rubles. The one who admitted or overlooked this discrepancy, on the contrary, will be punished with a 10 percent loss of bonus. If a person himself made a discrepancy, it does not matter, through his own fault or due to equipment malfunction, but reported this by filling out the registration form, then he will not be punished. Each case will be examined by a commission consisting of a site foreman, a quality control department controller and a technologist. Thus, the need to hide the marriage disappears.

I must say that the system will begin to operate at the enterprise in a modified mode. The implementation will take into account the five-month experience of her work in the first workshop. Pavel Voznyuk, Acting Head of the Technical Control Department, spoke in more detail about the test results:

Now we can say that the system works, but it does not work as efficiently as we would like. In fact, the same people fill out the non-conformity registration forms and complain about the same defects. At the same time, the number of inconsistencies detected by the technical control department did not significantly decrease. Not all employees of Sections 1.1 and 1.2 have adopted such a product quality control system, and I am talking now not only about workers, but also about foremen. It's also about the mentality of people. To some, the submission of such forms seems almost a betrayal, although in fact it is only a professional attitude to the matter.

We will take into account the shortcomings of the original version and, in order to involve more people, we will work on changing the reward and punishment system. Workers, in my opinion, need to remember that the quality of products, like nothing else, affects the reputation of the enterprise. If we want to work in a successful factory, then each of us must take care of the quality of the products we produce.

What do you think is the main obstacle to implementation new system product quality control?

In order for it to take root, first of all, it takes time. People need to get used to innovation. On the same "Packer", such a culture has been forming for years, so it is naive to expect that here at Trubodetal it will work one hundred percent from the first day. Nevertheless, we need to move forward to improve product quality, which means we need to start somewhere. I think if the workers and their leaders are active and begin to monitor the quality of the products themselves, we will soon get the first results.

LEAN PRODUCTION OF OUR "APPLIANCE"

BEST KAIZEN OF AUGUST

The best kaizen of August can rightfully be called the kaizen of the master of the neutralization station, Petr Murashko. This is perhaps one of the most unique kaizens that were invented by our factory workers.

Working at a neutralization station is not an easy task, and all the actions associated with cleaning wastewater, must be performed in a specific sequence. For example, sludge pumping operations are carried out before starting the vacuum filter. When

the vacuum filter must then be put into operation between 08:00 and 08:30. Since the simultaneous pumping of sludge with a running vacuum filter is impossible

i had to start work earlier (from 07:00 instead of 07:30). Moreover, any delay in operations led to a shift in the schedule and, as a result, led to an emergency operation. This is what Petr Murashko drew attention to. He developed a new schedule for the neutralization station. By and large, only the sequence of operations was changed, but after this change, operations began to be performed in a normal mode, delays no longer lead to a shift in the schedule, and the time for performing operations has also decreased. “Changes to the station's operating schedule allow operations to be performed at a measured pace, and this improves the quality of performance, reduces the risk of injury and equipment damage,” notes the author of the improvement, Petr Murashko.

This is far from the only improvement that was introduced by Pyotr Murashko at the neutralization station entrusted to him. For a short period of work at our enterprise, they submitted about 6 kaizen proposals, developed more than 7 working standards, fully numbered and visualized workplaces and storage areas.

And this is not the limit. According to Peter, he plans to organize a single automated system control of the level of the boundaries of the media in all containers, which will simplify the work of the operator, as well as speed up the time of the process.

We are grateful to the editorial staff of the Novosti v Detlekh newspaper of Trubodetal OJSC for providing this material.

Trubodetal specialists saw a similar system at the Paker enterprise in the town of Oktyabrsky (Bashkiria). It is based on the principles of the three "not" - do not accept marriage, do not make a marriage, do not pass the marriage on to another.

Let us recall what is included in this system. If an employee reveals a defect at the entrance control, he receives an incentive in the form of 500 rubles. The one who admitted or overlooked this discrepancy, on the contrary, will be punished with a 10 percent loss of bonus. If a person himself made a discrepancy, it does not matter, through his own fault or due to equipment malfunction, but reported this by filling out the registration form, then he will not be punished the first time. Each case will be examined by a commission consisting of a site foreman, a quality control department controller and a technologist. Thus, the need to hide the marriage disappears.

I must say that the system will begin to operate at the enterprise in a modified mode. The implementation will take into account the five-month experience of her work in the first workshop. More details about the test results told acting Head of the Technical Control Department Pavel Voznyuk:

- Now we can say that the system works, but it does not work as efficiently as we would like. In fact, the same people fill out the nonconformity registration forms and complain about the same defects. At the same time, the number of inconsistencies detected by the technical control department did not significantly decrease. Not all employees of Sections 1.1 and 1.2 have adopted such a product quality control system, and I am talking now not only about workers, but also about foremen. It's also about the mentality of people. To some, the submission of such forms seems almost a betrayal, although in fact it is only a professional attitude to the matter.

- What, in your opinion, is the main obstacle to the introduction of a new product quality control system?

- In order for it to take root, first of all, it takes time. People need to get used to innovation. On the same "Packer", such a culture has been forming for years, so it is naive to expect that here at Trubodetal it will work one hundred percent from the first day. Nevertheless, we need to move forward to improve product quality, which means we need to start somewhere. I think if the workers and their leaders are active and begin to monitor the quality of the products themselves, we will soon get the first results.

CRITERIA FOR EVALUATING THE EFFICIENCY OF THE AUDITING WORK

The effectiveness and quality of state financial control depends on the efficiency of the audit body. Efficiency audit work can be estimated. At the same time, an assessment can be given both to the entire work of the audit body, and to the work of auditors performing financial control functions in the supervisory body under consideration. This article proposes criteria for assessing the effectiveness of audit work.

Evaluation of the effectiveness of the audit work can have several directions, the author suggests two:

Assessment of the activities of auditors;

Assessment of the results of the audit work of the supervisory authority.

The assessment of the performance of auditors can be used to reward and punish employees, the distribution of bonuses based on the performance of auditors, etc.

Assessment of the activities of auditors

In assessing the performance of auditors, various conditions of control and supervision activities can be used. Here are some of them:

Conditions related to performance job duties;

Conditions related to the implementation of particularly important, complex and urgent tasks;

Conditions related to intensity, tension and high performance;

Conditions related to the quality of work performance;

Other conditions: the use of modern forms and methods of work organization in work, the development of proposals for the organization of work, etc.

When evaluating the performance of auditors, it is necessary to take into account conditions that reduce the efficiency of work, such as:

Comments on the preparation and execution of acts (certificates) of audits and inspections;

Late completion of tasks;

Violation of labor discipline, etc.

It is best to evaluate the effectiveness of the work of auditors in points.

Let us present in the table the criteria for evaluating the work of auditors and the recommended number of points.

Criterion ¦Number of points

Performance of job duties, including: ¦Up to 3

Performance of duties in excess of the established ones ¦ up to 1

the relevant job regulations. In this case ¦

without changing job responsibilities, an employee can

be entrusted with the performance of the duties stipulated by ¦

regulations of other positions that are similar in content ¦

works of equal complexity, the performance of which is not

requires a different specialty and qualifications ¦

Performance of duties of a temporarily absent ¦ up to 1

employee ¦

Compliance with labor discipline and internal rules ¦ up to 1

work schedule ¦

Execution of especially important, complex and urgent tasks, up to 13

including: ¦

Participation in inspections of large institutions ¦ up to 4

Participation in inspections carried out on behalf of up to 4

superior and / or law enforcement ¦

Summarizing audit results, drawing up reports, up to 2

certificates and letters based on the results of checks ¦

Performing especially difficult tasks ¦ up to 2

Performance urgent work Up to 1

Intensity, tension and high results ¦Up to 25

work, including: ¦

Actual time (timeliness) of work execution up to 3

Work results up to 5

Amount of work performed (amount of checked funds) ¦ up to 5

Special working hours, working conditions (business trips, up to 1

large institutions, special working hours) ¦

Revision group management ¦ up to 1

Number and list of questions checked up to 10

High-quality performance of work, including: ¦Up to 8

Responsibility and competence when making ¦ to 1

corresponding solutions ¦

High-quality preparation of materials for inspections and revisions up to 1.5

Successful, conscientious and high-quality performance ¦ up to 1.5

professional and job responsibilities ¦

Professionalism and efficiency when performing up to 2

labor functions ¦

High quality document preparation ¦ up to 2

Application of modern forms and methods in work ¦Up to 1

labor organization ¦

Training for beginners and student trainees ¦Up to 1.5

Proactive and conscientious attitude to work, personal Up to 3.5

contribution to the fulfillment of tasks of the supervisor's management ¦

body, including: ¦

Development of proposals for the organization of work up to 1

supervisory authority ¦

Active participation in the activities of the controller ¦ up to 2.5

Conditions that reduce work efficiency, including: ¦Up to 20

Notes on the preparation and execution of acts (certificates) ¦ up to 5

revisions and reviews ¦

Late completion of tasks ¦ up to 5

Violation of labor discipline ¦ up to 10

Total ¦Up to 55

The assessment of the activities of the auditors is set by calculating in the range from zero to the maximum value of the assessment in points for each criterion.

For example, when calculating the amount of the auditor's bonus, the amount of points is determined, which is then converted into percentage. The bonus is calculated on the basis of its base size, taking into account the number of points at which the auditor's performance was assessed based on the results of work for the billing period.

We offer the following scale of dependence of the amount of the award on the number of points:

1. When evaluating from 25 to 40 points: the premium is 100% of the base size.

2. When evaluating more than 40 points: multiplying coefficients are applied to the base premium in an amount increased by 0.1 for each point scored. For example, when assessing 41 points, the coefficient 1.1 is used, when assessing 42 points, 1.2, etc.

3. When evaluating from 20 to 25 points: the premium is 75% of the base amount.

4. When evaluating from 10 to 20 points: the premium is 50% of the base amount.

5. When evaluating from 1 to 10 points: the premium is 25% of the base amount.

6. When evaluating 0 points: the bonus is not paid.

From the proposed criteria for assessing the work of the auditor, the most acceptable for the activities of the controlling body can be selected. The score may also be different.

Assessment of the results of the audit work

supervisory authority

Evaluation of the results of the audit work of the supervisory body involves an assessment of the quality of work, namely, the correctness of registration of the results of control measures. The following criteria can be distinguished here:

Compliance with the procedure for organizing the planning of audits (inspections) provided for by the regulatory legal act;

Compliance with the procedure for preparing the audit (verification) program;

Compliance with the established procedure for the appointment of an audit (check);

Compliance with the established procedure for drawing up an audit (verification) act;

Assessment of the quality of the audit (check) act in accordance with the established requirements;

Evaluation of the results of the implementation of audit materials (checks) in accordance with the requirements.

Let us present in the table the criteria for assessing the results of the audit work of the controlling body and the recommended number of points.

Criterion ¦Number of points

Compliance with the procedure for organizing audit planning ¦Up to 5

(inspections) provided for by the regulatory legal act, ¦

including: ¦

Timeliness of the plan test work, ¦ to 2

completeness of its implementation ¦

Correspondence of the name of the control measure ¦ up to 1.5

(revision, check), name of the checked ¦

organization of the approved test plan ¦

The basis for the audit (check) (plan ¦ up to 1.5

control work, assignments, tasks of the superior ¦

body, law enforcement, unscheduled ¦

verification) and its compliance with the authority ¦

supervisory authority ¦

Compliance with the procedure for preparing the audit program ¦Up to 5

(checks), including: ¦

Availability of an audit (check) program containing up to 1

list of issues of audit (check). Meeting deadlines¦

approval of the audit program проверки

Compliance of officials who have approved up to 1

and those who signed the audit (verification) program, requirements¦

regulatory legal acts ¦

Compliance of the content of the revision (verification) program ¦ up to 2

the requirements of regulatory legal acts ¦

Compliance with the topic of the revision (check) specified ¦ to 1

in the program, the subject of the revision (check) specified in the plan¦

test work ¦

Compliance with the established procedure for assigning an audit ¦Up to 5

(checks), including: ¦

Availability of an order on the appointment of an audit (check) ¦ up to 1

and compliance of its content with the requirements ¦

regulatory legal acts ¦

Availability of an audit certificate ¦ up to 2

(checks). Compliance with its content ¦

established requirements. Availability in the certificate ¦

extension, suspension and renewal marks ¦

revisions (checks) ¦

Justification of making decisions on renewal and up to 1.5

suspension of the audit (check). Availability ¦

motivated presentation of the head of the audit ¦

groups and orders for extension, suspension and ¦

resuming revision (check) ¦

Bringing decisions on extension and suspension up to 0.5

audits (checks) to the attention of the auditee ¦

Compliance with the established procedure for drawing up an act ¦Up to 15

revisions (checks), including: ¦

Availability of the original of the audit (check) act for у up to 2

supervisory authority in accordance with the requirements ¦

regulatory legal acts regulating ¦

activities of the supervisory authority ¦

The presence on the last page of the act of the necessary ¦ up to 0.5

signatures ¦

Compliance with the established requirements for registration ¦ up to 1.5

revision (check) certificate ¦

Compliance with established requirements for content ¦ up to 2

parts of the audit (check) act ¦

Compliance with the established structure of the audit act ¦ up to 0.5

(checks) ¦

Availability in the appendix to the act of revision (check) ¦ up to 1

information on specific issues of the program and / or ¦

intermediate acts prepared by members of the audit

groups, and the order in which they are signed ¦

established requirements ¦

Compliance with the procedure for delivering an audit (verification) certificate ¦ up to 1.5

the head of a verified organization or ¦

to the person authorized by him. Presence in the original of the act ¦

revision (check) of the record made by the head ¦

a verified organization or a person authorized by it, ¦

on receipt of one copy of an act or record ¦

the head of the audit team on the refusal of the leadership ¦

verified organization from signing or receiving ¦

Confirmation of the results of the audit (check), up to 2

reflected in the act of audit (verification), the results ¦

control actions and counter-checks, explanations¦

officials, financially responsible and other persons ¦

verified organization, other materials. Availability ¦

in the appendix to the act of revision (verification) of the specified ¦

documents and materials certified by signature ¦

the head of a verified organization or ¦

the official authorized by him and the seal ¦

verified organization ¦

Compliance with note requirements in the description описании up to 2

each violation identified during the audit ¦

(verification), the period to which the identified ¦

violation; the essence of the violation; documented ¦

the confirmed amount of the violation; officials, ¦

financially responsible or other persons verified ¦

organizations that committed the violation ¦

Timeliness of drawing up an audit (check) act ¦ up to 0.5

Lack of conclusions in the audit (verification) act, ¦ up to 0.5

assumptions, facts not confirmed ¦

evidence ¦

Absence in the act of audit (verification) morally - up to 0.5

ethical assessment of the actions of officials, material ¦

responsible and other persons ¦

The absence of blots in the audit (check) act, ¦ up to 0.5

erasures and other unspecified fixes ¦

Assessment of the quality of the audit (check) act in accordance with ¦Up to 15

with established requirements, including: ¦

Correctness of qualification of revealed violations, ¦ up to 4.5

their reflection in the audit (check) act and in ¦

reporting in accordance with ¦

established requirements, namely: ¦

The presence in the audit (check) act of references to ¦ up to 1

provisions of legislative and regulatory legal acts, ¦

which were violated ¦

Correctness of qualification of violations in the audit act ¦ up to 2

(checks) ¦

The correctness of reflection of the revealed violations by ¦ up to 1.5

corresponding lines of the submitted statements ¦

Correctness of classifying violations as financial ¦ up to 2.5

violations (indicating the total amount for each type ¦

violations, in thousand rubles, including with a breakdown by ¦

pages of the act, in a column: inappropriate use ¦

budget funds, ineffective use ¦

budget funds, shortage of money, material ¦

funds, non-receipt of payments to the budget, other ¦

financial violations) ¦

Correctness of classifying violations as non-financial ¦ up to 2.5

violations (the essence of the violation with an indication in the column ¦

pages of the act) ¦

Compliance with the non-admission requirements in the audit report ¦ up to 1

(checking) conclusions, assumptions, facts, not ¦

confirmed by relevant documents; instructions ¦

on materials from law enforcement agencies and testimony, ¦

data given to the investigating authorities by officials, material ¦

responsible and other persons of the verified organization ¦

Completeness of coverage of audit program issues программы up to 2

Compliance with the powers of the supervisory authority ¦ up to 1

Timeliness of preparation of reasoned ¦ up to 1.5

opinions on objections, taking into account the quality ¦

preparation of objections (objections are reasonably not ¦

accepted, partially accepted, fully accepted, ¦

reviewed on time or out of date) ¦

Assessment of the results of the implementation of audit materials ¦Up to 5

(checks) in accordance with the requirements, including: ¦

Compliance with the procedure for preparing the results report

revision (check) and sending it to the head ¦

regulatory body to the established requirements ¦

Compliance with the order of sending to the checked up to 1

organization required documents (e.g. ¦

mandatory for execution by a verified organization ¦

(its officials) instructions for elimination ¦

identified violations of budgetary legislation, ¦

a mandatory view of ¦

improper performance budget, letters of identified ¦

violations, etc.). Compliance and и

territorial administration, the legislation of the Russian Federation ¦

in the financial and budgetary sphere ¦

Measures taken by the head of the supervisor ¦ up to 1

body for monitoring the timely ¦

compliance with instructions and consideration of views ¦

or the requirements specified in letters sent to ¦

proven organization ¦

Results of proceedings in cases of administrative ¦ up to 1

offenses, including those provided for

art. Art. 15.14 - 15.16, 19.5, 20.25 of the Administrative Code of the Russian Federation. Compliance ¦

procedure for proceedings in cases of administrative административ

offenses, terms of execution of procedural ¦

documents and requirements for their content in accordance with ¦

with the Code of Administrative Offenses of the Russian Federation ¦

Compliance with the requirements of the Decree of the President of the Russian Federation from ¦ to 0.5

03.03.1998 N 224 “On ensuring interaction ¦

government agencies in the fight against offenses in ¦

economic sphere "in terms of immediate

informing the relevant bodies of the RF prosecutor's office ¦

on the identified violations in the economic sphere ¦

Ensuring interaction with law enforcement ¦ up to 0.5

authorities for transferred materials and measures taken ¦

Total ¦Up to 50

This estimate can be used to calculate the amount of bonuses for the heads of supervisory bodies, as well as to determine the position of the supervisory body in the system of supervisory bodies (ministry, service, agency, etc.).

The Executive Bonus can be calculated in a manner similar to the one suggested above for assessing the performance of auditors.

The place of the controlling body in the system of control bodies is determined by the number of points scored in descending order of ranking: the highest number of points - 1st place, etc.

In conclusion, we note that the proposed criteria for assessing the effectiveness of the regulatory body and auditors can be used by the heads of regulatory bodies, and also modified depending on the specifics of the system of control bodies.

The bonus for this indicator depends on the performance production plan... The amount of the bonus for the fulfillment of the plan is calculated on the following scale: Fulfillment of the plan,% The size of the bonus,% Less than 80 0 80-90 10 90-100 15 100 20 The basis for calculating the bonus for the indicator of the fulfillment of the plan is the "Report on the fulfillment of the production plan", which is monthly is the department operational planning to calculate the production premium. 3. An indicator of bonuses for quality control inspectors, a senior supervisor of the shop is the absence of claims from production units on the quality of the equipment and tools accepted by the QCD employee. The bonus for this indicator is set at 40% of the salary.

Regulations on bonuses for employees of the technical control department

We are grateful to the editorial staff of the newspaper "Novosti v detlyah" JSC "Trubodetal" for providing this material. Previously, such a system was tested for five months at sections 1.1 and 1.2 of the thermo-press-welding shop No. 1. The regulation was developed in order to improve the quality of products and exclude the possibility of unintentional ingestion of defective products by the consumer.

Also, the new rules should help to increase the personal responsibility and motivation of plant employees and eliminate the material interest of workers in hiding defects. Trubodetal specialists saw a similar system at the Paker enterprise in the city of Oktyabrsky (Bashkiria). It is based on the principles of the three "not" - do not accept marriage, do not make a marriage, do not pass the marriage on to another.

Let us recall what is included in this system. If an employee reveals a defect at the entrance control, he receives an incentive in the form of 500 rubles.

Insufficient funds on account

Development of proposals on increasing the requirements for the quality of products manufactured and consumed by the enterprise, on improving the regulatory and technical documentation establishing these requirements, aimed at stimulating the production of high quality products and combating the production of low-quality products. The relationship of the technical control department with other divisions of the enterprise 1. With the main accounting department Receives: information on the results of the registration of losses from marriage in workshops for marriage notices and on the attribution of amounts to the guilty. Submits: acts of marriage and conclusions on those guilty of the formation of marriage; conclusions on acceptance of the complaint and calculation of losses in connection with the elimination of the discovered deficiencies. 2.

On approval of the Model Regulations on the department (management) of technical control industrial enterprise (associations) DECISION of December 11, 1979 N 1094 On approval of the Model Regulations on the department (management) of technical control of an industrial enterprise (association) (as amended on December 1, 1987) Document as amended by: Decree of the USSR Council of Ministers of December 1, 1987 N 1367 (entered into force on January 1, 1988). The Council of Ministers of the USSR resolves: 1. To approve the attached Model Regulations on the department (management) of technical control of an industrial enterprise (association).

Regulation on the motivation of the technical control department

Control over the timely preparation and implementation of activities related to the introduction of new standards, technical conditions and normals. 8. Control over the presence of a trademark (brand of an enterprise) on finished products. 9. Systematic monitoring of the state of control and measuring instruments at the enterprise, as well as their timely submission for state verification. 10.

Control over the quality of manufacture of products and inspection of the condition of tools and production equipment in operation at the enterprise. 11. Drawing up and submitting to the director of the enterprise for approval and timely fulfillment of schedules for periodic (repeated) standard tests of serial products in accordance with the requirements of GOST, MRTU, TU, as well as checks for compliance with the requirements of the most important technological processes. 12.
GOST, TU and production instructions; conclusions on complaints, necessary decisions on parts, assemblies, assemblies and products that have certain deviations from the drawings and specifications, as well as calculations necessary to determine the quality of products; technological processes for the approval of control operations. Provides: information about the revealed technology deficiencies; notification of violations of technological processes that affect product quality; recommendations and suggestions for improving technology and improving product quality; information on the quality of products supplied by the enterprise; Complaints received from customers for an opinion, as well as protocols and conclusions on the results of testing units, products, systems, assemblies and parts. 4.
The one who admitted or overlooked this discrepancy, on the contrary, will be punished with a 10 percent loss of bonus. If a person himself made a discrepancy, it does not matter, through his own fault or due to equipment malfunction, but reported this by filling out the registration form, then he will not be punished the first time. Each case will be examined by a commission consisting of a site foreman, a quality control department controller and a technologist.

Thus, the need to hide the marriage disappears. I must say that the system will begin to operate at the enterprise in a modified mode. The implementation will take into account the five-month experience of her work in the first workshop. Pavel Voznyuk, Acting Head of the Technical Control Department, spoke in more detail about the test results: - Now we can say that the system works, but it does not work as efficiently as we would like.

I. General Provisions The Department of Technical Control (QCD) is independent structural unit enterprise and reports directly to the director. II. Objectives Preventing the release (delivery) of products by the enterprise that do not meet the requirements of standards and technical specifications, approved samples (standards), design and engineering and technological documentation, delivery terms and contracts, or incomplete products, as well as strengthening production discipline and increasing the responsibility of all links production for the quality of products. III. Structure 1. The structure and staffing of the department is approved by the director of the enterprise in accordance with the standard structures of the management apparatus and the standards for the number of managers, specialists and employees, taking into account the volume of work and the specifics of production. 2.

Attention

Quality control department or manufactured by persons working in self-control conditions. The products must be issued with a certificate, passport, form or other document certifying the compliance of these products with the established requirements. 4. The system of technical control (objects of control, control operations and their sequence, technical equipment, modes, methods, means of mechanization and automation of control operations) is an integral part of the production process, is developed (determined) simultaneously with the development of production technology by the service of the chief technologist (chief metallurgist, chief chemist, etc.) of the enterprise (association) or the corresponding design and technological organizations with the participation or in agreement with the Quality Control Department and is mandatory recorded in the approved technological processes.

If we want to work in a successful factory, then each of us must take care of the quality of the products we produce. - What, in your opinion, is the main obstacle to the introduction of a new product quality control system? - In order for it to take root, first of all, it takes time. People need to get used to innovation. On the same "Packer", such a culture has been forming for years, so it is naive to expect that here at Trubodetal it will work one hundred percent from the first day. Nevertheless, we need to move forward to improve product quality, which means we need to start somewhere.

I think if the workers and their leaders are active and begin to monitor the quality of the products themselves, we will soon get the first results.

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