Quality management: conditions, goals, principles, methods, essence. Quality Management System in an Organization Quality Management Organization

In the “Big economic dictionary” (Moscow: Knizhny mir, 2004. - p. 305) “quality is determined by the measure of conformity of goods, works, services to the conditions and requirements of standards, agreements, contracts, consumer requests. Distinguish between the quality of products, work, labor, materials, goods and services ”.

The quality of a product (service) is characterized as a set of properties that ensure their suitability to meet the corresponding production, social, individual needs. The quality of a product or service in a modern market economy is becoming an important factor in the competition and the achievement of commercial success of enterprises.

According to the ISO 9000 standard, quality is the collection of characteristics of an object related to its ability to meet stated and implied needs. This definition applies to both goods and services and the processes of their production. Quality characterizes the conformity of the product (service) to the requirements of consumers. The properties of the goods that characterize their suitability to meet certain requirements are called their quality attributes (characteristics).

The quality management system in the domestic literature (starting from the 70s of the last century) was defined as a set of measures at all levels of an enterprise (organization) aimed at producing products, goods or services of the highest quality. At the same time, this system goes beyond the limits of a specific organization, including also suppliers, distribution systems for finished products, and the provision of services to consumers in its practical use.

Quality management is closely related to a number of other management disciplines, such as production, corporate management, project management, investment, etc. 3.11 shows the relationship of quality management with other management disciplines.

International quality standards (including the latest developments ISO 9000: 2000) essentially repeat and develop the basic principles of the best domestic quality management systems (Saratov, Lviv, etc.):

1. Care for the quality of products extends to all links of the organizational structure of the enterprise.

Rice. 3.11. Relationship of quality management with other management disciplines

2. The quality of products and products is ensured at all stages of their life cycle (development, design, production, sale, after-sales service).
3. Quality is focused on customer satisfaction, not manufacturer.
4. Improving the quality of products, goods or services requires the use of modern technology, technology and management.
5. Total quality improvement (TQM) is achieved only by the active participation of all personnel in the organization.

Quality means that any product (product) must comply with the established regulatory requirements and standards. However, this is not the end result. According to modern concepts of the theory of quality management, genuine quality includes not only the production of products (goods) according to established standards, but also the process of distribution of goods, customer service, as well as the compliance of standards with the requirements of a market economy.

Consequently, quality is ensured already at the stages of studying the market needs for a particular product, its development, preparation of production, manufacturing of the product, its packaging and storage, sale and delivery of the product to the consumer, after-sales service and use of the product by the consumer, as well as disposal of the product at the end of its term. service.

THESIS

"Product quality management at the enterprise"
CONTENT

Introduction 5

1. Theoretical foundations of product quality management 10

1.1. Product quality as an object of management 10

1.3. Modern trends in quality management in foreign and

domestic practice 24

2. Analysis of the activities of the enterprise JSC "Zhelezobeton" 33

2.1. Systematic approach to product quality management at the enterprise

JSC "Zhelezobeton" 33

2.2. Organization of the development of quality management systems at the enterprise 44

2.4. Implementation of a quality management system at the enterprise

JSC "Zhelezobeton" 55

Conclusion 61

List of sources used 62

Introduction

Relevance The theme is that in a market economy, the problem of ensuring the quality of products by manufacturing enterprises is fundamental.

One of the most important factors in increasing production efficiency is improving the quality of products or services provided. Improving the quality of products is currently regarded as a decisive condition for its competitiveness in the domestic and foreign markets. The competitiveness of products largely determines the prestige of a country and is a decisive factor in increasing its national wealth.

The purpose This work is to find out how the process of product quality management at the enterprise takes place.

Based on the purpose of this work, the following tasks:

1. Consider the theoretical foundations of product quality management at the enterprise;

2. To develop the main directions for improving product quality management at the enterprise

Product quality is one of the most important criteria for the functioning of an enterprise in a relatively saturated market and prevailing non-price competition. An increase in the technical level and quality of products determines the rate of scientific and technological progress and the growth of production efficiency in general, has a significant impact on the intensification of the economy, the competitiveness of domestic goods and the standard of living of the country's population.

The growth of the technical level and quality of manufactured products is currently the most characteristic feature of the work of enterprises in industrialized countries. In the context of prevailing non-price competition and a saturated market, it is the high quality of products that is the main factor of success.

The quality of products can rightfully be attributed to the most important criteria for the activities of any enterprise. It is the increase in product quality that determines the degree of the firm's survival in market conditions, the rate of scientific and technological progress, the increase in production efficiency, and the economy of all types of resources used at the enterprise.

An increase in the production of high-quality products by Russian enterprises should ultimately lead to an intensification of the economy, an increase in the living standards of the population, and an increase in the competitiveness of Russian goods in the domestic and world markets. Modern enterprises need to learn how to more effectively use economic, organizational and legal levers of influence on the process of forming, ensuring and maintaining the required level of quality at all stages of the product life cycle.

Product quality management at the enterprise is considered in the scientific works of T. A. Salimov, S. D. Ilyenkova, I. A. Dubrovin and others.

1 Theoretical foundations of product quality management at an enterprise as a factor in increasing their competitiveness

1.1. Product quality as an object of management

The problem of quality is the most important factor in improving the standard of living, economic, social and environmental security. Quality is a complex concept that characterizes the effectiveness of all aspects of activity: strategy development, production organization, marketing, etc.

Management in the broadest sense of the word is a purposeful coordination of social reproduction. Moreover, in this coordination it is necessary to distinguish between the control of machines, mechanisms and processes. In addition, in society there is a management of people who, as the main creative force of society, cognize and use the laws of nature and society in the process of production, distribution, exchange and consumption of material goods. Therefore, management was defined as a purposeful impact on collectives of people to organize and coordinate their activities in the production process.

At present, various information sources contain diverse definitions of the term "management", that is, management is, in a general sense, a concept.

Product quality management is a process that includes identifying the nature and volume of needs for products, assessing the actual level of its quality, developing, selecting and implementing measures to ensure the planned level of product quality.

By the end of the 1980s, it became clear that talking only about product quality management means keeping in mind one tenth of the whole variety of objects, the quality management of which should be discussed in modern conditions. In this regard, the concept of "quality management" has been standardized. International Standard ISO 8 402 defines quality management as “methods and activities of an operational nature used to satisfy quality requirements”. However, this definition does not reflect the real essence of quality management. After reading it, a natural question arises: why quality management includes only operational measures and does not affect strategic aspects? Pointing to the operational nature of the measures, the authors of the standard emphasize that these are the methods and actions that are implemented in the current period of time, while the permissible duration of this period is not determined. In fact, it turns out that actions that go beyond its limits cannot be attributed to quality management.

Of course, there are actions in quality management activities that can and should be performed in an expeditious manner (for example, elimination of inconsistencies identified in the course of a specific technological operation). But at the same time, quality management must necessarily include strategic aspects, without the development of which operational activities are impossible.

In modern conditions, quality management is a certain strategy and tactics not only for survival, but also for the further prosperity of society as a whole, specific organizations and each person. At the same time, all the terms and approaches to management, given above, fully apply to quality management.

Quality management also arose as an objective need of humanity, initially for a high-class product and technology, for highly qualified personnel, and then as a need for a decent quality of life. Many domestic experts now believe that F. Taylor's system is the source of management in general and quality management in particular. Indeed, it was the "father of scientific management" who paid close attention to the need to take into account the variability of the production process, appreciated the importance of controlling it and, if possible, eliminating it. Taylor's system included the concepts of upper and lower quality limits, tolerance margins, introduced such measuring instruments as templates and gauges, and also justified the need for an independent quality inspector position, a system of penalties for "scammers", forms and methods of influencing product quality.

Over time, the concept of quality management included more and more new elements, required the strengthening of the integration of the activities of various services and divisions of the organization. The concept of TQM - total quality management - appears and develops. At the same time, management begins to be divided into functional components, and in theoretical terms, it appears as management by goals. The main idea of this concept is to structure and deploy goals, and then design an organization system and motivate them to achieve these goals.

Quality management is understood as the impact on the production process in order to ensure the required product quality. This understanding of control includes three elements: the subject of control (who acts), the object of control (what the influence is directed at) and the process of influence itself. After identifying the object of management (production process), you can consider the very process of influence - on the "mechanism", "technology" quality management.

Like any management process, quality management is carried out through the implementation of management functions. For the construction of the concept of quality management, the process approach to management is of particular importance as one of the approaches considered in management theory. This approach allows you to organize and present quality management as a continuous chain of logically interrelated functions that affect production in order to ensure quality. Having determined the composition of functions, it is possible to formulate a concept and build a visual conceptual model of quality management, and then, in accordance with it, outline the methods for performing each function (quality management methodology).

When using the process approach in enterprise management, the following functions are used: conclusion of transactions, decision-making, planning, organization, motivation, personnel selection, order, control, communication (information), research, assessment, coordination, etc.

Product quality management refers to the actions taken during the creation, operation or consumption of products and the purpose of establishing, ensuring and maintaining the required level of its quality.

In this case, the direct objects of management are indicators and characteristics of product quality, factors and conditions affecting their level, as well as the processes of forming product quality at different stages of its life cycle.

Quality management is focused on improving the technical level of products and increasing its competitiveness of goods, which is ensured by an integrated approach within the framework of the “quality loop” management model.

The technical level of a product can be defined as a relative characteristic of product quality based on a comparison of the values of indicators characterizing the technical perfection of the evaluated product with the corresponding basic indicators and their values. The technical level of a product is an integral part of its quality, is reflected in various indicators (productivity, safety, economic parameters, etc.) and increases as a result of the use of original design solutions, the use of new materials, the introduction of progressive technological processes of production, control and testing of products.

The competitiveness of a product means its ability to be more attractive for consumption in comparison with other products of a similar type and purpose due to the better correspondence of its quality and cost characteristics to the requirements of this market and consumer estimates.

Product quality management should be carried out systematically, i.e. the enterprise should have a product quality management system, which is an organizational structure that clearly allocates responsibilities, procedures and resources necessary for quality management.

A quality system is a set of organizational structure, techniques, processes and resources necessary for the implementation of overall quality management (Fig.).

Quality assurance refers to the totality of planned and systematic measures necessary to create confidence that a product or service meets certain quality requirements.

Quality management includes the methods and activities of an operational nature used to meet quality requirements.

Quality improvement is a continuous activity aimed at improving the technical level of products, the quality of their manufacture and improving the elements of production and the quality system.

A quality assurance model is a standardized or selected set of quality system requirements combined to meet the quality assurance needs of a given situation.

National standards for quality systems were first established in the UK in 1983. The campaign was aimed at introducing quality systems in firms and establishing methods for certifying such systems. Other European countries followed Britain. However, the real boom in the implementation of quality systems in the work of enterprises occurred after the publication in 1987 by the International Organization for Standardization (ISO) of the ISO 9000 group of standards for quality management and quality assurance. ISO standards are advisory in nature, but documents in the ISO 9000 series have been adopted as national standards in more than 90 countries.

In order to develop a uniform approach to solving quality management issues, eliminating differences and harmonizing requirements at the international level, the Technical Committee of the International Organization for Standardization (ISO) has developed the 9000 series standards, which are adopted for use in the Russian Federation (GOST-R):

ISO 9000-94 - Standards for general quality management and quality assurance. The main purpose of the standard is to help an enterprise in the selection and application of ISO 9000 standards. The standard also contains a number of conceptual provisions on modern quality systems;

GOST R ISO 9001-96: Quality systems. Quality assurance model in design, development, production, installation and service;

GOST R ISO 9002-96 - Quality systems. Quality assurance model in production, installation, service;

GOST R ISO 9003-96: Quality systems. Quality assurance model for final inspection and testing.

The standards contain requirements for a quality system that can be used for external quality assurance. The quality assurance models set out in the standards represent three distinct forms of quality system requirements. The requirements of the standards for the quality system are additional in relation to the technical requirements established for the product. The standards establish requirements defining the elements required for inclusion in a quality system. The standards are general and do not depend on a specific industry or sector of the economy.

“Quality loop” (“quality spiral”) is a conceptual model of interdependent activities that affect quality at various stages: from identifying needs to assessing their satisfaction.

The quality system is developed taking into account the specific activities of the enterprise, but in any case, it should cover all stages of the “quality loop”, or the product life cycle (Fig.) .: 1) marketing, searches and market research; 2) design and / or development of technical requirements, product development; 3) material and technical supply; 4) preparation and development of production processes; 5) production; 6) control, testing and examination; 7) packaging and storage; 8) sales and distribution of products; 9) installation and operation; 10) technical assistance and service; 11) after-sales activities; 12) disposal after use of the product.

By the nature of the impact on the stages of the "quality loop" in the quality system, three areas can be distinguished: quality assurance, quality management, quality improvement.

Quality Assurance - All planned and systematically carried out activities within the quality system, as well as additional activities (if required) necessary to create sufficient confidence that the facility will meet the quality requirements.

Quality management - methods and activities of an operational nature used to meet quality requirements. Quality management includes methods and activities of an operational nature, aimed both at managing the process and at eliminating the causes of unsatisfactory performance at all stages of the quality loop in order to achieve economic efficiency.

Quality improvement - activities carried out to improve the efficiency and effectiveness of activities and processes in order to obtain benefits for both the organization and its customers.

A quality manual is a document containing a quality policy and describing an organization's quality system. It can cover all the activities of the organization or only part of it. A quality manual usually contains, or at least refers to: a) a quality policy; b) responsibility, authority and relationships of personnel who perform, check or analyze work that affects quality; c) quality system methodologies and instructions; d) provision for the revision and adjustment of the manual.

The quality manual is sometimes referred to as a quality assurance manual or a quality management manual.

The structure of the quality system is reflected in the following documents: quality manual for the entire company, including, in addition to the above, the organizational structure of production; methodological documents of a general nature; quality assurance activities and sequence of operations; work instructions, reference books, etc.

The quality system should provide: quality management in all areas of the “quality loop”; participation of all employees in quality management; inextricable link between quality improvement activities and cost reduction activities; conducting preventive checks to prevent inconsistencies and defects; the obligation to identify defects and eliminate them in production. The quality system should also establish: the responsibility of managers; the procedure for conducting periodic checks, analysis and improvement of the system; the procedure for documenting all procedures of the system.

Among the current trends in the field of quality management in countries with developed market economies, the integration of the concept of total (company-wide) quality management (TQM) into the practice of enterprise management should be noted. In the framework of TQM, quality management is closely linked with the management of other aspects of the enterprise's activities - finance, resources, environmental protection, etc.

Total quality management is a long-term integrated approach to the management of an organization, which guarantees, on time and with minimal costs, the provision and improvement of the quality of the product (service) at all stages of the production process, involving the efforts of all employees of the company to optimally meet the needs of customers. The TQM system is aimed at the processes between suppliers and buyers, and consists of the following elements:

- "hard" components (personnel, consistency, tools);
- "soft" components (involvement, culture, communication).

Supplier-Buyer Processes. The main idea is to optimize and ensure the highest quality of the production process. Based on the needs of customers, the requirements for the current stages of the process are established and fulfilled according to the principle of the reverse movement (from sales to the provision of raw materials and materials). At the same time, employees and departments within the enterprise are considered both suppliers and consumers at the same time.

"Hard" components of TQM. It is not possible that just one person or one department can guarantee the standard of quality, although the responsibility for this rests with the head of the enterprise. Quality is in the hands of the staff and can only be achieved in a team. Quality improvement occurs in teams of employees from different departments.

Consistency, i.e. systematic processes of planning, activity, control, analysis and adjustment are one of the fundamental requirements of the TQM process. The systemic basis for TQM is the preparation of quality plans and budgets, documenting and improving the progress of processes and allocation of responsibilities, audits and audits. The minimum requirements for the components and documentation of the quality system are reflected in the international standards ISO 9000 series.

The use of appropriate tools (for example, methods of statistical process control, various problem-solving techniques, etc.) helps to achieve the desired indicators in the process of improving the quality with the most effective result.

"Soft" components of TQM. Involvement, i.e. recognition and awareness of the responsibility of management in the quality management process is a fundamental prerequisite for the functioning of TQM. She cannot delegate. Without communication between employees and managers, the TQM strategy cannot be realized. Assistance in finding a solution, "transparency" of decisions made, feedback should be present in the system.

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1 THEORETICAL ASPECTS OF QUALITY MANAGEMENT IN THE ENTERPRISE

1.1 Concept and indicators of product quality

1.2 Product quality management system

1.3 Quality management methods

2 ANALYSIS OF THE QUALITY MANAGEMENT SYSTEM AT JSC "MTSENSKY CASTING PLANT"

2.1 General characteristics of the enterprise

2.2 Analysis of the internal environment of JSC "Mtsensk Foundry"

2.3 Analysis of the external environment of JSC "Mtsensk Foundry"

2.4 Analysis of the product quality management system at JSC "Mtsensk Foundry".

3.1 Areas of improving activities to improve the quality of products manufactured by JSC Mtsensk Foundry.

3.2 Justification of measures to improve the quality of products at JSC "Mtsensk Foundry".

CONCLUSION

LIST OF USED SOURCES

INTRODUCTION

In recent years, the business world has become extremely complex, it has become incredibly volatile, the level of competition has increased, the environment as a whole has become unpredictable, rapidly changing. For the survival and development of enterprises in real conditions, they need to adapt to dynamically changing environmental conditions. To do this, each entrepreneur, each firm must have its own economic strategy, find the main link for victory in the fierce competition. Without a "strategic vision" of the future, without seeking long-term competitive advantages, it is impossible to achieve effective business functioning.

One of the most important factors in increasing production efficiency is improving the quality of products or services provided. Product quality is the key to survival and the key to market success in a highly competitive market. The concept of quality is constantly changing. The quality that satisfied the consumer a year ago may no longer meet his requirements this year. Therefore, every leader must monitor the situation in the world, be aware of all events, anticipate the tastes, opinions and requirements of people. The rapidly changing preferences and tastes of people are forcing manufacturers to look for new ways to create a better product or service. Improvement of a product or service involves the introduction of any innovations, transformations, elimination of defects, thereby increasing the quality of the previous product, the manufacturer receives a competitive product that meets the new market conditions. Improving the quality of products is currently regarded as a decisive condition for its competitiveness in the domestic and foreign markets. The competitiveness of products largely determines the prestige of a country and is a decisive factor in increasing its national wealth.

In the conditions of market relations in any organizations and enterprises, the relevance of quality management is determined by its focus on ensuring such a level of quality of products and services that can fully satisfy all the needs of consumers. The high quality of products and services is the most significant component that determines their competitiveness. Without ensuring stable quality that meets the requirements of consumers, it is impossible to rationally integrate the national economy into the world economy and take a worthy place in it. The integration processes in the modern conditions of the development of the world community are objectively irreversible, therefore, the modern concept of product and service quality management in achieving all the goals and objectives of the functioning of enterprises and organizations presupposes its mandatory priority among other areas of management.

Therefore, in order for products to be competitive, constant, purposeful, painstaking work of manufacturers to improve quality, systematic quality control is necessary, in other words, we can say that any company wishing to strengthen its position in fierce competition and maximize its profits should pay great attention to the quality management process. All of the above determines the relevance of studying the topic "quality management at an enterprise" in modern conditions.

The aim of the course work is to study the product quality management system and develop recommendations for its improvement.

The purpose of the course work is considered through its tasks, which include:

To study the concept, features and areas of application of the main types of organizational structures;

Explore the concept of quality management;

Analyze the main methods of quality management;

Analyze quality management at JSC "Mtsensk Foundry"

The object of research of the course work is JSC "Mtsensk Foundry".

1 THEORETICAL ASPECTS OF QUALITY MANAGEMENT IN THE ENTERPRISE

1.1 Concept and indicators of product quality

In the modern world, the survival of any company, its stable position in the market for goods and services is determined by the level of competitiveness. In turn, competitiveness is associated with two indicators - the price level and the level of product quality. Moreover, the second factor is gradually coming to the fore.

The concept of product quality is regulated in the Russian Federation by the state standard, GOST 15467-79 “Product quality management. Basic concepts. Terms and Definitions"

Product quality is a set of properties of a product that determine its suitability to meet certain needs in accordance with its purpose.

Each buyer purchases the product that best meets his personal needs. In general, buyers purchase the product that more fully meets social needs in comparison with others. Therefore, the degree of customer satisfaction with a product also consists of the totality of opinions of individual buyers and is formed even in anticipation of its appearance on the market, at any stage of the product's life cycle until the moment of disposal. With the development of scientific and technological progress and the needs of society, new requirements are formed, and high-quality products become insufficiently high-quality. The set of properties of a product may be the same (i.e., the quality has not changed), but for the consumer, this product may be unacceptable.

A product property is an objective feature of a product that can manifest itself during creation, operation or consumption.

Products have many different properties that must be considered when developing, manufacturing, storing, transporting, operating or consuming. Properties can be simple or complex. The simple ones include mass, capacity, speed, and so on. The complex ones are the reliability of the technical means, the reliability of the device, the maintainability of the machine, and others.

The quantitative characteristic of one or more properties of a product that make up its quality, considered in relation to certain conditions of its creation, operation or consumption, is called an indicator of product quality.

By the way of expression, product indicators can be natural (meters, kilometers), relative (percentages, coefficients, points, indices), as well as cost.

By the stage of determination - predicted, design, normative, actual.

According to the characterized properties, the following groups of indicators are used:

Indicators of purpose characterize the beneficial effect of using the product for its intended purpose and serve the area of application of the product.

Reliability indicators are reliability, preservation, maintainability, as well as the durability of the product.

Manufacturability indicators characterize the effectiveness of design and technological solutions to ensure high labor productivity in the manufacture and repair of products. It is with the help of manufacturability that the mass production of products is achieved, the rational distribution of the costs of materials, means, labor and time during the technological preparation of production, manufacture and operation of products.

Indicators of standardization and unification are the saturation of products with standards, unified and original components, as well as the level of unification in comparison with other products.

Ergonomic indicators reflect the interaction of a person with the product and the complex of hygienic, anthropometric, physiological and psychological properties of a person, manifested when using the product.

Aesthetic indicators characterize information expressiveness, rationality of form, integrity of the composition, perfection of performance and stability of the presentation of the product.

Transportability indicators express the suitability of products for transportation. Patent and legal indicators characterize patent protection and patent purity of products and are an essential factor in determining competitiveness.

Environmental indicators are the level of harmful effects on the environment that arise during the operation or consumption of products, for example, the content of harmful impurities, the likelihood of emissions of harmful particles, gases, radiation during storage, transportation and operation of products.

Safety indicators characterize the features of products for the safety of the buyer and service personnel, i.e. ensure safety during installation, repair, and product consumption.

The combination of these indicators forms the quality of products. But besides all these indicators, the price of the product is also important. It is with the price that the question of economically optimal quality is connected. When purchasing a product, the buyer always compares whether the price of the product compensates for the set of properties that it possesses.

Economically optimal quality is understood as the ratio of quality and costs, or the price per unit of quality, which can be expressed by the formula:

where:K wholesale- economically optimal quality;

Q - product quality;

C ? - the cost of purchasing and operating the product, rubles.

The main task of each enterprise is the quality of products and services provided. The successful operation of an enterprise must be ensured by the production of products or services that meet the following requirements:

Meet clearly defined needs, applications or purposes;

Satisfy customer requirements;

Compliant with applicable standards and specifications;

Compliant with applicable law;

Offered to the consumer at competitive prices;

Are aimed at making a profit;

Improving the quality of products is of great importance for the enterprise - manufacturer, consumer and the national economy as a whole. The release of high-quality products contributes to an increase in sales volumes and profitability of capital, and an increase in the company's prestige. Consumption of products of improved quality and higher use value reduces the unit costs of users and ensures more complete satisfaction of needs. The national economy has a number of advantages from high-quality products: an increase in the export potential and the income side of the country's balance of payments, an increase in the living standards of the population and the prestige of the state in the world community.

The consequences of an insufficient level of product quality are as follows:

Economic:

Loss of material and labor resources spent on the manufacture, transportation and storage of products that are out of order before the planned dates of physical wear and tear;

Additional costs for the repair of equipment;

Loss of natural resources as a result of the use of low-quality machinery used to extract these resources;

Additional costs of material and labor resources for the implementation of a multi-link and multi-stage system of quality control bodies;

Social:

Scarcity of domestic products;

The decline in the prestige of products manufactured at national enterprises;

Insufficient satisfaction of the needs of the production, technical and personal plan;

Decrease in the growth rate of the well-being of the population;

Environmental:

Additional costs for cleaning: air basin, water basin, land resources;

Loss of productivity of agricultural products due to poor air quality;

Additional costs for measures to improve the health of the population;

Accelerated depreciation and additional costs for civilian buildings and transport repairs due to poor air quality. This implies the need for constant, purposeful, painstaking work of commodity producers to improve the quality of products in comparison with competitors' analogues. Everyone should be engaged in quality - from the director of the enterprise to the specific executor of any operation. All processes for ensuring, designing, maintaining quality are integrated into a quality management system.

1.2 Product quality management system

In the modern quality management system in accordance with ISO 9001: 2000, there are five integrated strategically important areas of activity within which the requirements for the system are grouped - a total of more than 200.

International standards ISO 9000 proceed from the continuity and mutual influence of all activities in the management system - a systematic approach to the activities of the organization.

First, customer focus: Organizations depend on their customers and therefore must accept current and future needs, fulfill their requirements and strive to exceed their expectations.

Leadership second: leaders establish unity of purpose and direction for the organization; they should create and maintain an internal environment in which workers can become fully involved in the task at hand.

Third, employee involvement: people at all levels are the backbone of the organization, and their full involvement enables the organization to capitalize on their capabilities.

Fourth process approach: the desired result is achieved more efficiently when activities and associated resources are managed as a process.

Fifth systems approach: the identification, understanding and management of interrelated processes as a system contributes to the effectiveness and efficiency of the organization in achieving its objectives.

Sixth Continuous Improvement: Continuous improvement of the overall performance should be seen as an enduring goal.

Seventh fact-based decision making: Effective decisions are based on the analysis of data and information.

Eighth mutually beneficial supplier relationships: An organization and its suppliers are interdependent, and a mutually beneficial relationship between them enhances the ability of both parties to create value.

Product quality is of paramount importance to consumers, since it is the quality that determines its consumer value. At the same time, an increase in product quality is often equivalent to an increase in its quantity; in addition, quality improvement is usually achieved at a lower cost than increasing output.

With the highest value of the integral indicator of product quality, the highest useful effect is obtained for each ruble of costs, that is, the maximum efficiency for the company / society.

Product quality management is the achievement of a certain (required) level of products by establishing, ensuring, maintaining. An important role in this is played by economic methods, which cover such systems of production activities as planning, incentives, and pricing.

Planning for quality improvement, establishing reasonable targets for the release of products with certain values of indicators that must be achieved by a given moment or for a given period of time.

Product quality requirements are included in the system of state standards of the Russian Federation and include:

General specification standards, which contain general requirements for groups of similar products;

Specification standards, which contain the requirements for a specific product.

The values of quality indicators can be formed on the basis of:

Calculated (predicted) values;

The best existing values in world or national practice;

Standards or regulations.

The level of product quality is the sum of the technical level of the product or the quality of the model. For example, for machines and equipment, the quality level is determined by: equipment performance; standardization and unification of models, reliability, simplicity and safety in use, as well as technical novelty and patent purity, durability, service life without repair.

In assessing the level of product quality, both technical and economic data are used. Justification of the choice of the nomenclature of quality indicators is made taking into account:

Purpose and conditions of product use;

Consumer requirements analysis;

Product quality management tasks;

Composition and structure of the characterized properties;

The main requirements for quality indicators.

The essence of any control lies in the development of control decisions and the subsequent implementation of the control actions provided for by these decisions on a specific control object. In product quality management, the direct objects of management are, as a rule, the processes on which the product quality depends.

The development of control decisions is carried out on the basis of comparing information about the actual state of the controlled process with its characteristics specified by the control program. Regulatory documentation governing the values of parameters or indicators of product quality (technical specifications for product development, standards, specifications, drawings, delivery terms) should be considered as an important part of a product quality management program.

Product quality management should be carried out systematically, i.e. the enterprise must operate a product quality management system, which is an organizational structure that clearly allocates responsibilities, procedures, processes and resources required for quality management.

In recent years, the ISO 9000 series standards have become widespread, which reflect the international experience of product quality management at the enterprise. In accordance with these documents, a quality policy is highlighted - a quality system itself, including ensuring, improving and managing product quality.

A quality policy can be formulated as a business principle or long-term goal and include:

improving the economic situation of the enterprise;

expansion or conquest of new sales markets;

achievement of the technical level of products exceeding the level of leading enterprises and firms;

focus on meeting the requirements of the consumer of certain industries or certain regions;

mastering products, the functionality of which is implemented on new principles;

improvement of the most important indicators of product quality;

reducing the level of defectiveness of manufactured products;

increased warranty periods for products;

service development.

An important element in product quality management systems is standardization - a rule-making activity that finds the most rational norms, and then fixes them in regulatory documents such as a standard, instructions, methodology, requirements for product development.

The main task of standardization is the creation of a system of normative and technical documentation that defines progressive requirements for products manufactured for the needs of the national economy, population, national defense, export, as well as control over the correct use of this documentation.

In the Russian Federation, normative documents on standardization are divided into the following categories:

State standards of the Russian Federation (GOST R);

Industry Standards (OST);

Technical conditions (TU);

Standards of enterprises and associations of enterprises (unions, associations, concerns, joint stock companies, intersectoral, regional and other associations) (STP);

Standards of scientific and technical societies and engineering unions, associations and other public associations (STO). Product certification at the time of purchase allows you to verify that the product meets the requirements of the standards. The certification establishes that the products have been tested, verified fairly objectively.

Certification of conformity is the act of a third party that demonstrates that it provides the necessary assurance that a properly identified product, process or service complies with a specific standard or other regulatory document.

Certification is based on testing and assessing the production conditions of certified products, monitoring the implementation of these procedures and monitoring product quality by an independent body. The combination of all these operations makes it possible to establish in the normative and technical documentation and control any product characteristics important for the consumer. Therefore, certification is not only a reliable guarantee of their strict compliance with the established requirements and a source of reliable information about such compliance, but also an effective means and incentive to improve product quality.

The existing number of approaches to quality management can be divided into two main areas: administrative and economic approaches.

With the administrative approach, it is expected to increase the quality of products by up to 100%. Product quality control is divided into stages of the life cycle of products, products. The life cycle of a product begins with marketing research and development, and includes production, sale, operation and disposal or consumption. The greatest attention is paid to the stages of the operation that contribute to the formation of defects. Defects that arise are broken down by type. For all types of defects, measures are proposed to prevent the formation of defects and bring the quality level up to 100%. In the administrative approach, getting a marriage is considered an emergency that must be eliminated at any cost.

The essence of the economic approach to the problem of quality improvement is as follows: the work to prevent the formation of defects is carried out in the same way as in the administrative approach, however, the calculated level of product quality is made dependent on the economically feasible amount of costs to achieve it (i.e., not the achievement of 100% quality level is always set as a guideline). An economic approach to the problem of quality assurance is based on the fact that one monetary unit invested in quality assurance, at some initial stage of work, can bring tens, if not hundreds, of monetary units of income. As the cost of quality assurance continues to increase, the corresponding return on the monetary unit invested decreases, i.e. an increase in the cost of quality assurance leads to the fact that for each invested monetary unit, the effect obtained will also be equal to one monetary unit of additional income. At higher costs, investments will give less return. With an economic approach, this limit allows you to choose the optimal level of quality.

Quality costs are usually divided into two types. The first is the “cost of non-compliance” - direct losses due to the production of non-conforming products to the consumer's requirements, the second is the “cost of compliance” costs of preventing the production or withdrawal of low-quality products before they reach the consumer.

Quality costs can also be categorized as follows: error prevention costs; quality assessment costs; losses from marriage (losses).

The cost of assessing quality is a means aimed at preventing the appearance of substandard products or services from the consumer. This category of quality costs is associated with measurement, inspection, testing and evaluation of products or services in order to confirm that they meet quality or specified specifications. Quality assessment costs are costs of inspections, product testing, audits, calibration of test equipment, monitoring service comments, and customer satisfaction surveys.

According to the method of determining costs, they are divided into direct and indirect. Direct costs can be directly calculated and accounted for for a specific type of product or activity; indirect - according to one or another accepted criterion. When organizing cost accounting, it is necessary to strive to ensure that most costs can be determined by direct count, since the possibility of their correct planning, analysis and assessment depends on the completeness of cost accounting.

1.3 Quality management methods

management quality organizational structure

Quality management methods are methods and techniques for the implementation of management activities and the impact on controlled objects to achieve the set goals in the field of quality. In the practice of quality management, mainly economic, organizational and administrative, and socio-psychological methods are used.

Economic methods of quality management are implemented by creating economic conditions that encourage employees and teams of departments and organizations to systematically improve and ensure the required level of quality.

The economic group includes the following quality management methods:

Financing of activities in the field of quality management (lending to the development of innovations in the field of management companies, new and modernized types of products, loans, cost determination, calculation, comparison of costs and benefits);

Cost accounting in subdivisions of the MC system;

Economic incentives for production, distribution and provision of products and services to consumers that meet their requirements;

Pricing for products and services, taking into account their level of quality;

Formation of funds for economic incentives for quality, including funds for incentives and bonuses for quality;

Application of the system of remuneration and material incentives;

The use of economic measures of influence on suppliers depending on the quality of the supplied products and services provided.

One of the examples of using the economic method is material incentives: in response to an advanced wage increase, one can expect a more responsible attitude of the employee to the quality of his work, more enthusiasm and, as a result, a higher quality of products.

The implementation of this method on a large scale may ultimately increase the demand and purchasing power of the population (due to higher wages), which will accordingly increase the volume of sales of products, gross income and the mass of the enterprise's profit.

Organizational and administrative methods are carried out through binding directives, orders and other prescriptions aimed at increasing and ensuring the required level of quality.

The group of organizational and administrative methods should include methods:

Regulation (corporate, functional, official, structural);

Standardization;

Rationing (based on the norms of time, number, relativity);

Instructions (introduction, explanation, advice, explanation);

Regulatory actions (based on orders, orders, decrees);

Orders and instructions for the Criminal Code, ensuring the fulfillment of the requirements of MS, GOST and TU, control over the fulfillment of the requirements of NTD.

The use of organizational and administrative methods of quality management determines the creation of a set of documents of various status.

Socio-psychological methods are based on the use of a group of factors influencing the management of socio-psychological processes taking place in labor collectives to achieve quality goals.

Among the socio-psychological methods, the following should be noted:

Ways to increase self-discipline, responsibility, initiative and creative activity of each member of the team;

Forms of moral incentives for high quality labor results;

Methods for improving the psychological climate in the team, including ways to eliminate conflicts, select and ensure the psychological compatibility of employees;

Techniques for the formation of motives for the labor activity of team members, aimed at achieving the required quality;

Methods for preserving and developing the traditions of the enterprise to ensure the required quality;

Technological methods of quality management:

Automatic MC method, when the deviation of processes from the given parameters and control measures are determined, developed and influenced by the object automatically using technical devices;

Statistical methods are an interconnected set of quality monitoring methods and include statistical regulation, statistical acceptance control, statistical analysis, statistical quality assessment;

Graphical methods, including the method of control charts.

The charts, built in the form of control charts, differ from the usual ones by the presence of specific lines on them, which indicate the regulation boundaries.

Control charts graphically reflect the dynamics of the process, i.e. change in indicators over time. The range of unavoidable dispersion is marked on the map, which lies within the upper and lower boundaries. using this method, it is possible to quickly trace the beginning of the drift of parameters for any quality indicator during the technological process in order to carry out preventive measures and prevent defective finished products.

The histogram method is an effective data processing tool and is intended for ongoing quality control in the production process, studying the capabilities of technological processes, analyzing the work of individual performers and units. A histogram is a graphical method of presenting data grouped by frequency over a specified interval.

The stratification method, based only on reliable data, is used to obtain correct information, to identify cause-and-effect relationships.

2 ANALYSIS OF THE QUALITY MANAGEMENT SYSTEM FOR

2.1 General characteristics of the enterprise

In 1965, in the new building of technological equipment The Mtsensk Secondary Non-Ferrous Metals Plant began to operate an experimental section, where the first hand brake shoe was cast for the ZIL-1ZO car. From this site, from this detail, Mtsensk began. an aluminum casting plant separated from the Vtortsvetmet plant in 1966. He was supposed to provide the Moscow plant named after Likhachev with colored casting.

Then, in 1966, the plant consisted of several still unfinished, but already partially operating small workshops. For the first six months of its existence, only five names of parts were mastered. The staff of the plant then totaled only 900 people.

In the same year, intensive construction began, a building for a motor transport workshop was erected.

In 1967, the first stage of the chill casting body was commissioned. A year later - the second, in 1971 - the third.

It was an interesting and hectic time. Going fast construction of production buildings, people worked tirelessly, with enthusiasm were carried out subbotniks and resurrection days.

In January 1968, M3AL produced a thousand block heads. Factory buildings grew, workshops were equipped with new domestic and foreign equipment.

3а the first five-year plan from 1966 to 1971. Since its inception, the plant has gained capacity to produce 20 thousand tons of aluminum casting per year. By this time, the enterprise was working smoothly.

The staff of the plant was headed by the first director - D.E. Kornakov

The number of the enterprise in 1971 was 3305 people.

Five years after the start-up of the plant, the reconstruction of its shops began. It was necessary to dramatically increase the volume of production. Modern equipment was purchased, production lines for casting parts were installed.

Chill molds of the Italian firm "Fata" were purchased and installed, as well as new chill molds of domestic production

In the core shop were installed machines of the Japanese company "Naniwa" for the manufacture of cores in hot boxes. In the thermo-cutter, a complete reconstruction of the production was carried out in order to create directed cargo flows. As a result, the production output exceeded the volume envisaged by the project by more than five thousand tons of casting per year.

1975-76 the injection molding workshop was moved from temporary premises to a new building equipped with modern equipment and machinery.

At the end of the seventies, capacities for a new type of casting were commissioned: the plant began to master the production of products from gray iron steel. MZAL was a powerful developed enterprise, one of the largest in the Oryol region. The plant produced more than 200 items of parts for cars, which were supplied to the head plant named after Likhachev, to other enterprises. The supply of products for export began - spare parts for ZIL vehicles were supplied to 33 countries of the world. More than seven thousand workers, employees, engineers worked in the shops.

1980-86 further development of production, expansion of the plant, supply of castings to the head plant according to the main process technology for the production of 50 diesel vehicles. There were mastered 25 items of a new range of castings. A new design of V-shaped head castings was introduced into production. Technical re-equipment in non-ferrous casting shops; installation of a carousel machine for casting a block head and an inlet pipe. A single-electrode melting furnace was put into operation in the iron casting shop. A lot of work is underway to improve social and cultural life, restoration centers (swimming pool, sauna, treatment rooms) are being built in the shops. Self-financing began to be introduced in brigades.

In 1987, a technology for restoring molds with the help of powder metals was introduced in tool production, and tooling durability increased. Construction of gas treatment facilities in the iron casting workshop. A greenhouse was put into operation on a subsidiary farm.

In 1988, there was an increase in the output of consumer goods. A plasma furnace is being built in the iron casting workshop. The construction department of the plant builds city facilities - a maternity hospital, treatment facilities.

In 1989, the output of consumer goods increased, and the re-equipment of the easel park was increased. Opening of the Sovremennik teenage club.

Throughout the nineties, the plant carried out large-scale housing, social and cultural construction.

On the northeastern outskirts of Mtsensk, a whole microdistrict has grown, most of the houses of which were built by MZAL. A health-improving base was created, a pioneer camp in the area of the Feta estate in winter turned into a boarding house for recreation of MZAL workers. The plant supported five kindergartens, teenage clubs at its own expense, and had a strong football team.

At the end of 1999 and beginning of the 2000s, complex processes of reorganization and restructuring took place at the plant. The form of ownership changed, the enterprise became a joint stock company, on December 1, 2000, the Mtsensk Foundry was established on the basis of MZAL. In June 2001, he became part of the Mtsensk Aluminum management company.

2.2 Analysis of the internal environment JSC "Mtsensk Foundry"

The internal environment of an organization is that part of the overall environment that is within the organization. It has a constant and most direct impact on the functioning of the organization. The main variables within the organization itself that require management attention are goals, structure, tasks, technology and people.

An organization, by definition, is at least 2 people with conscious common goals. Organization can be seen as a means to an end that enables people to collectively accomplish what they could not individually accomplish. Goals are specific end states or desired outcomes that the group seeks to achieve by working together.

The objectives of the enterprise include:

Obtaining economic profit;

Expansion of technological capacities;

Expansion of the international sales market;

Search for new suppliers and customers;

Reduced production costs.

The main goal of most organizations is to make a profit. Profit is a key metric for an organization.

The structure of the organization reflects the existing in the organization the allocation of separate divisions, links between these divisions and the unification of divisions into a single whole.

The structure of an organization is a logical relationship between levels of management and functional areas, built in such a form that allows you to most effectively achieve the goals of the organization.

One of the main concepts related to structure is specialized division of labor, i.e. assignment of this work to specialists, those who are able to perform it best of all from the point of view of the organization as a whole. This type of organizational structure is linear-functional, allowing the most complete use of all types of resources at the enterprise with the aim of the most efficient production of the final product. The production process consists of several stages. At each stage there is a leader who oversees the production and work of the organization. All of them, in turn, are subordinate to the director.

The organizational structure of the enterprise is linear - functional, which is presented in Appendix A. This structure combines all the advantages of linear and functional. It ensures the development of specialization in management activities.

Another direction of the division of labor in an organization is the formulation of tasks. A task is a prescribed job, a series of jobs, or a piece of work that must be completed in a predetermined manner within a predetermined time frame. From a technical point of view, tasks are assigned not to the employee, but to his position. Based on the decision of the management about the structure, each position includes a number of tasks that are considered as a necessary contribution to the achievement of the organization's goals.

Organizational tasks are traditionally divided into three categories. This is work with people, objects, information. Two important points in the work are the frequency of repetition of a given task and the time it takes to complete it.

The tasks of OJSC "MLZ" include:

Increase in the number of highly qualified specialists;

Increasing the level of production technology;

Expansion of the range of finished products;

Increase in the number of production of high-tech castings from non-ferrous metals;

Increasing the power of iron casting;

Increasing the range of mechanical assembly production;

People are the backbone of any organization. People in the organization create its product, they shape the culture of the organization, its internal climate, what the organization is depends on them. People working in an organization are very different from each other in many respects: gender, age, education, nationality, marital status, his abilities, etc. All of these differences can have a profound effect on both the performance and behavior of an individual employee and the actions and behavior of other members of the organization. As far as possible, the company's management tries to improve the qualifications of employees through various courses, seminars, etc.

Production technology, depending on the metal that is used as a raw material, includes:

Aluminum alloys are produced at Orel Metals. The enterprise was established on the basis of the production facilities of the Secondary non-ferrous metals plant. The plant was the head enterprise of the secondary non-ferrous metallurgy of the USSR. When creating it, all advanced technologies and scientific and technical developments were taken into account. During the existence of the USSR Ministry of Secondary Nonferrous Metallurgy, the plant introduced and tested new technologies and processes in the processing of secondary aluminum. As a result, Oryol Metals inherited modern production facilities and highly qualified specialists from the VTSM. Thanks to this, the production process is constantly being improved at the enterprise, and new technologies are being introduced.

The enterprise successfully processes any kind of aluminum waste and scrap. One of the main conditions for obtaining high-quality alloys is the preparation of raw materials for smelting. Scrap and waste preparation for smelting, depending on the volume of processed raw materials, can be carried out on an automated line or using manual sorting.

In both cases, the quality of training is determined by highly qualified specialists who are the main value of the enterprise.

Melting is carried out on drum and reverberatory furnaces, which make it possible to adjust the chemical composition of the metal during melting. Smelting is carried out with the use of fluxes, which provides an increased yield of good metal compared to other enterprises in the industry and partial refining of the alloy. The metal casting process is equipped with automatic pig stackers.

Casting from non-ferrous metals is carried out at OJSC "MLZ", which was founded as a subsidiary of AMO "ZIL" for the production of components.

The production facilities for casting from non-ferrous metals were designed, first of all, to meet the needs of ZIL and the automotive industry of the USSR, however, the capabilities laid down during the construction of the plant allow quickly and efficiently mastering other types of products.

With thirty years of experience in the production of components for the automotive industry, highly qualified specialists and modern equipment, the company has the ability to produce high-tech castings from non-ferrous metals.

Foundry production of non-ferrous metals includes:

Injection molding area;

Chill casting area;

Forming area;

Casting primary processing area.

Melting is carried out in gas reflective and induction crucible furnaces.

The production facilities of the enterprise allow producing:

Castings from aluminum, zinc and brass alloys weighing from 5 grams to 8 kg on die casting machines with a locking force from 160 to 1000 tons. Production capacity - 15 thousand tons / year

Chill castings from aluminum alloys AK9ch, AL30, etc. weighing from 100 grams to 30 kg of complex configuration using rods. Production capacity 10 thousand tons / year.

The production of castings from gray and ductile iron is carried out on automatic lines, castings from gray iron СЧ20, СЧ25, СЧ30, castings from VChShG (ductile iron) grades VCh40, VCh50, VCh60. Casting weight from 0.2 to 100 kg.

Large-scale castings weighing from 0.1 to 20 tons are produced in flasks and caissons.

The production capacity of iron casting is 35,000 tons per year.

OJSC MLZ was the first enterprise in the USSR that mastered the production of ductile iron by in-mold modification. Several inventions have been introduced into production. In-mold modification made it possible to abandon the heat treatment of the casting.

The mechanical assembly shop has a wide range of high-precision processing equipment, which allows the production of products, both in piece and in mass production:

Turning machines;

Drilling and boring machines;

Grinding machines;

Milling machines;

Broaching machines;

Presses with force up to 100 tf;

Electroplating lines;

Chemical coating lines;

Polymer coating chamber in a thermostatic field;

Metrology (instrumentation);

Site for assembling complex mechanical assemblies and assemblies.

The products of mechanical assembly production are represented by products of more than 3000 items of various categories of complexity from non-ferrous metals and cast irons. In addition, products are produced from bars, forgings, rolled products, etc., cold-stamped products. The final processing of finished products is carried out with the application of galvanic coatings (nickel plating, brass plating), chemical coatings (tinning, passivation), paint and varnish and polymer coatings.

Thanks to its own tool production, the association manages to produce high-quality castings. Tool production manufactures and repairs molds and foundry equipment. The high technological level of tool production is ensured by the availability of modern technological equipment and 30 years of experience in the manufacture of equipment of a higher category of complexity. The level of tool production is recognized by large engineering companies in Western Europe and the USA, which order tooling for the products they supply.

The use of CAD in the design of tooling and CNC machines for its production allows you to minimize production time and achieve high quality. In 2002, the latest version of the Pro / ENGINEER automated design system was introduced into production and is being successfully used.

This software product is based on a single database, which allows different engineering groups to work on one product synchronously, eliminating the process of translating data between different modules and packages, and ensuring that the geometry is fully consistent with the original design. Changes made at any time during development are automatically propagated to all implemented stages. For example, changing a part will automatically change the assembly, drawing, tooling, and control program. This avoids errors associated with making changes to the project. Associativity in Pro / ENGINEER is two-way, which allows you to make changes at any stage of project development and production preparation.

Due to the fact that all modules coexist in a single information space, access to a product at any stage of development can be carried out simultaneously by several engineering groups (designers, technologists, metallurgists, etc.). Thus, it is possible for all departments involved in product development to be involved in the project earlier. For example, technologists who design control programs do not need to wait for the preparation of working drawings and even the final completion of work on the part, since all changes made to the geometry after the machining strategy has been created will be reflected in the tool path automatically. With the traditional sequential design method, the next stage of development began only after the completion of the previous one.

As a result, the use of Pro / ENGINEER provides a significant reduction in the design-to-manufacture cycle due to the possibility of an end-to-end parallel design process:

Making changes - by 65-90%

Development time - 30-70%

In addition, the quality of the tooling is significantly increased, and the costs of its manufacture are reduced by 5-50%.

2.3 Analysis of the external environmentJSC "Mtsensk Foundry"

The concept of "external environment" includes economic conditions, consumers, trade unions, legislation, competing organizations, public opinion, technology and technology, and other components. These interrelated factors influence everything that happens within the organization. Distinguish between the external environment of direct and indirect impact.

The direct impact environment includes factors that affect the activities of the organization. These include suppliers, shareholders, workforce, laws and regulatory agencies, trade unions, consumers and competitors.

The main types of inputs are materials, equipment, energy, capital, and labor. Vendors provide input for these resources. Obtaining resources from other countries can be more profitable in terms of prices, quality or quantity, but at the same time it can be dangerous to increase such factors of fluidity of the environment as fluctuations in exchange rates or political instability.

The suppliers of OJSC "MLZ" are:

- "Festo AG & Co. KG ";

JSC Gaysky non-ferrous metal processing plant "Splav";

- "Kirovsky Zavod" OCM;

- "Moscow plant for the processing of non-ferrous metals";

- "Kamensk-Uralsky plant OCM".

Competitors - organizations and individuals competing in achieving identical goals, in an effort to possess the same resources, benefits, and occupy the same position in the market.

The competitors of OJSC MLZ are:

JSC "Smolensk Avtoagregatny plant AMO ZIL";

CJSC "Petrovsky plant of auto parts";

CJSC Ryazan Plant of Avtoagregatov;

CJSC Penza Plant Avtozapchast;

Consumers are persons and organizations who purchase the organization's products or use information about it.

The consumers of OJSC "MLZ" are:

LG Electronics;

Russian Railways JSC.

In total, OJSC "MLZ" has been supplying products to more than fifty companies in Russia, the CIS and far abroad.

Labor resources are part of the working-age population of the country, which, due to their personal and professional qualities, is necessary for the organization. The studied enterprise employs highly qualified personnel who constitute the main value of the enterprise.

Also, the company closely cooperates with local government bodies, participates in the public life of the city and the region. In parallel with their industrial activities, factories carried out large-scale housing and social and cultural construction. On the northeastern outskirts of Mtsensk, a whole microdistrict has grown, most of the houses of which were built by MZAL and Vtortsvetmet. The following were created: a palace of culture, a recreation center, a pioneer camp in the area of the Feta estate. The factories built and supported kindergartens, teenage clubs at their own expense, there were strong sports teams.

The indirect impact environment refers to factors that may not have a direct immediate impact on the organization, but affect its functioning. We are talking about such factors as the state of the economy, scientific and technological progress, sociocultural and political changes, the influence of group interests and events that are significant for the organization of events in other countries.

Quality management: conditions, goals, principles, methods, essence. Quality Management System in an Organization Quality Management Organization

1.1. Product quality as an object of management

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