Specific principles of quality management. Basic principles of product and service quality management. Several design options at every stage
A quality management system is a coherent operating structure within a firm that incorporates effective technical and management practices that provide the best and most practical ways for people, machines, and information to interact with the goal of satisfying customer product quality requirements and cost savings. quality. World experience has formed not only the general features of the existing quality management systems, but also the principles and methods that can be applied in each of them.
For the successful management of an organization and its functioning, it is necessary to choose the direction of its development and ensure management. Success can be achieved by implementing and maintaining a quality management system designed to continually improve performance, taking into account the needs of all interested parties. Organization management includes quality management along with other management aspects. For this, when developing ISO 9000 standards (quality standards), eight principles of quality management were defined. These eight quality management principles are designed to guide top management to improve the organization's performance:
1. Customer orientation. Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations.
2. Leadership of the leader. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which people can be fully involved in the tasks of the organization.
3. Involvement of workers. People at all levels are the backbone of the organization, and their full involvement enables the organization to capitalize on their capabilities.
4. Process approach. The desired result is achieved more efficiently when activities and associated resources are managed as a process.
5. A systematic approach to management. The identification, understanding and management of interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
6. Continuous improvement. Continuous improvement of the organization as a whole should be seen as its permanent goal.
7. Making decisions based on facts. Effective decisions are based on the analysis of data and information.
8. Mutually beneficial supplier relationships. An organization and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both parties to create value.
With regard to quality management, it is advisable to single out also specific principles, which include:
1. Formation of management decisions, taking into account production, economic, social, market factors;
2. The relationship of goals and resources, their balance;
3. Completeness of taking into account resource requirements;
4. Combination of internal and external quality control;
5. Continuity and phasing of quality control, development of a quality management system, etc.
The direct objects of quality management are consumer characteristics of products, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its life cycle.
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INTRODUCTION -
1. Principles of product quality assurance
2. Principles of product quality management
C onnection -
Exercise 1
Assignment 2
Assignment 3
Bibliography
- INTRODUCTION -
The quality problem is relevant for absolutely all goods and services. This is especially acute during the transition to a market economy. Russian entrepreneurs need to be ready to work in a highly competitive environment today. The difficulties of the Russian economy are manifested not only in a decrease in production volumes, mutual non-payments, but also in its qualitative characteristics. The technology of domestic production, the technical level of capital equipment, as a rule, is significantly lower than in industrialized countries. But even if it is enough to carry out the modernization of production, create new technologies, it will be possible to justify these investment costs only through the release of competitive products or services that are in demand by the consumer.
Examples of the development of traditional industrial countries show that the solution of quality problems should become a national idea, be universal in nature, which requires mass education and professional training of all layers of society, from an ordinary consumer to a leader of any level.
At the moment in Russia the quality of products and services, their safety play an increasing role in the country's economy. A significant part of socialists and politicians began to realize that the way out of the crisis state of production lies on the path of the earliest possible development of competitive products, strict adherence to the technical parameters of already manufactured products.
In Russia, the training of quality system auditors is mainly organized by the Committee for Standardization, Metrology and Certification (Gosstandart of Russia), as well as a number of non-governmental organizations together with foreign ones.
1. Product quality assurance principles
Product quality is a combination of properties and characteristics of a product that give it the ability to meet the conditioned or implied needs of the consumer.
Among the principles of quality assurance, three main groups can be distinguished:
1. Principles of a technical nature (constructive, technological, metrological, etc.);
2. Principles of an economic nature (financial, regulatory, material, etc.);
3. Principles of a social nature (organizational, legal, personnel, etc.).
Stable product quality assurance depends on many factors, which can be divided into two main groups: private and general. General factors include: technical, economic, social, political and other factors that imply the level of development of production, means and quality control systems, social and economic feasibility and efficiency of production, material and personal interest, etc. Among the private factors are: professional skill of workers, product design and quality of technical processes, used raw materials, materials, components, conditions of storage, transportation, sale and operation of products, packaging, labeling, etc.
Sustainable improvement of product quality cannot be achieved through individual or even large, but disparate events. Only through a systematic and complex, interconnected implementation of technical, organizational, economic and social measures on a scientific basis can the quality of products be improved quickly and sustainably.
Factors affecting the quality of products, in aggregate, can be represented by three blocks: the quality of manufactured products depends on internal (internal) circumstances, the human factor and external conditions.
In accordance with these blocks, we will give a brief description of the conditions for the formation of quality factors:
1. External conditions for the formation of quality factors:
Investments, state support;
The rhythm of the supply of raw materials, materials and components, their quality;
Product quality assessment and confirmation;
Legal quality assurance (legal liability for defective products);
The level of design development;
Consistency of control and supervision requirements;
2. Internal conditions:
Discipline, equipment, production technology;
Test base;
Technical control;
Organizational and production structure of enterprise management;
3. Human factor:
Qualifications, experience, professionalism;
Encouragement, stimulation, motivation;
Activity and initiative;
Exchange of personal experience;
Often, when determining the factors that affect any effective indicator that characterizes quality, they use a causal diagram for determining quality.
A causal diagram (Ishikawa diagram, fishbone diagram) is used when it is required to investigate and depict all possible causes of certain problems or conditions.
A causal diagram was designed to represent the relationship between an effect, an outcome and all the possible causes that influence them. An effect, result, or problem is usually indicated on the right side of the diagram, and the main influences or "causes" are listed on the left side (see Figure 1)
The order of constructing a causal diagram:
1. Description of the selected problem, namely: what are its features, where it occurs, when it manifests itself and how far it spreads.
2. Listing the reasons necessary to build a causal diagram in one of the following ways:
* conducting a brainstorming session, which discusses all possible causes without prior preparation;
* tracking all stages of the production process and indicating on the checklists the possible causes of the problem.
3. Building a causal diagram.
4. Analysis of the diagram: factors and conditions are ranked in order of importance, those reasons that are currently amenable to correction are established.
5. Interpretation of all relationships.
6. Drawing up a plan for further action.
Fig. 1. Causal diagram
The use of a causal diagram allows you to identify and group all the conditions and factors affecting a given problem.
2. Management principlesproduct quality
A quality management system is an agreed operating structure within a firm that incorporates effective technical and management practices that provide the best and most practical ways for people, machines, and information to interact with the goal of satisfying customer requirements for product quality and saving costs. quality. World experience has formed not only the general features of the existing quality management systems, but also the principles and methods that can be applied in each of them.
For the successful management of the organization and its functioning, it is necessary to choose the direction of its development and provide management. Achievement can be achieved by implementing and maintaining a quality system designed to continually improve performance, taking into account the needs of all stakeholders.
Organization management includes qualities along with other aspects a. For this, when developing ISO 9000 standards (quality standards), eight principles of quality management were defined. These eight principles of quality are intended to be used by top management to improve the performance of the organization:
1. Customer orientation. (C) Information published on the site
Organizations depend on their customers, and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations.
2. Leadership of the leader. (C) Information published on the site
Leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which people can be fully involved in the tasks of the organization.
3. Involvement of workers. People at all levels are the backbone of the organization, and their full involvement enables the organization to capitalize on their capabilities.
4. Process approach. The desired result is achieved more efficiently when activities and associated resources are managed as a process.
5. A systematic approach to y. Identifying, understanding and interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
6. Continuous improvement. Continuous improvement of the organization as a whole should be seen as its permanent goal.
7. Making decisions based on facts. Effective decisions are based on the analysis of data and information.
8. Mutually beneficial supplier relationships. An organization and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both parties to create value.
With regard to quality management, it is advisable to single out also the social principles, which include:
1. Formation of management decisions, taking into account production, economic, social, market factors;
2. The relationship of goals and resources, their balance;
3. Completeness of taking into account resource requirements;
4. Combination of internal and external quality control;
5. Continuity and phasing of quality control, development of a quality management system, etc.
The direct objects of quality management are consumer characteristics of products, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its life cycle.
The subjects of management are various management bodies and individuals operating at various hierarchical levels and implementing quality management functions in accordance with generally accepted principles and methods of management.
Product quality management at an enterprise is one of the links in the overall management cycle and performs a number of functions similar to those of general enterprise management:
1. Planning the quality management process - the establishment of reasonable targets for the release of products with the required values \u200b\u200bof quality indicators at a given moment or within a given time interval. Quality improvement planning should be based on scientifically based forecasting of the needs of the domestic and foreign market. At the same time, the use of data on the results of product operation, generalization and analysis of information on the actual level of its quality acquire a large role in the correct justification of quality improvement plans.
2. Organization, coordination and regulation of the quality management process - organizational work on quality management at the enterprise consists in the implementation of the entire range of work related to planning, implementation and control of activities aimed at improving the quality of products and all processes of production and economic activities. At the level of sectoral ministries, there are special units that coordinate work in the field of quality management in their industry. They are subordinate to various industry institutions and laboratories (often at industry enterprises). State and sectoral quality management bodies have regional centers for the implementation of various functions - standardization, certification, control, etc.
3. Motivation is an incentive to activity by a combination of various motives, the creation of a specific state of the personality, which determines how actively and with what direction a person acts in a certain situation.
4. Control, accounting and analysis of quality management processes is the process of determining and evaluating information about deviations of actual values \u200b\u200bfrom specified ones or their coincidence and analysis results. After the control is carried out, the analysis of the data obtained is carried out, namely: analysis of deviations, localization of causes, establishment of responsibility, investigation of possibilities for correction, measures to eliminate deficiencies.
In fig. 2 is a functional diagram of product quality management.
Fig. 2. Functional diagram of product quality management at the enterprise. Objects of product quality management are all the elements that form a quality control. Under the le of quality (spiral) in accordance with international ISO standards is understood as a closed ring (Fig. 3) product life cycle, including the following main stages: marketing; design and development of technical requirements, product development; material and technical supply (MTS); preparation of production and development of technology and production processes; production; control, testing and inspection; packaging and storage; sales and distribution of products; mounting; operation; technical assistance and service; recycling. It should be borne in mind that in practice, for the purposes of planning, control, analysis, etc., these stages can be divided into components. The most important thing here is to ensure the integrity of quality management processes at all stages of the product life cycle. With the help of the quality control, the relationship of the product manufacturer with the consumer and with all the objects that provide the solution to the problems of product quality management is carried out. 3. Loop (spiral) of quality Product quality management is carried out cyclically and goes through certain stages, called the Deming cycle. The concept of the Deming cycle is not limited only to product quality management, but also applies to any managerial and household activity. The sequence of stages of the Demeng cycle is shown in Fig. 2 and includes: planning; organization; control; exposure management: Product quality can be manifested through consumption. The concept of product quality from the standpoint of its compliance with consumer requirements has developed precisely in a market economy. The idea of \u200b\u200bsuch an approach to the definition of product quality is contained in the social science - qualimetry. Qualimetry is the science of how to measure and quantify product quality. Qualimetry allows you to quantify the qualitative characteristics of a product. Qualimetry proceeds from the fact that quality depends on a large number of properties of the product under consideration, but in addition to the properties, it is necessary to take into account the conditions in which the product was used. The essence of quality measurement in qualimetry is as follows: 1. For each type of product, its specific quality levels are taken into account, fixed in the standards and current technical conditions. Quality is characterized by a certain technical and economic parameter (consumer property). 2. The quality standard is selected3. The achieved quality is compared with the standard. The quality can correspond to the standard, be higher or lower than the standard. Important properties for assessing quality are: technical, aesthetic and operational level of quality. The actual level of product quality can be established only through a comprehensive systematic analysis of quality, covering all aspects and aspects manufactured products, all its properties and characteristics in general. - C onnection -Quality is a multifaceted concept, its provision requires combining the creative potential and practical experience of many socialists. The problem of improving the quality can be solved only with the joint efforts of the state, federal government bodies, managers and members of labor collectives of enterprises. Consumers who dictate their requirements and requests to producers of goods and services play an important role in solving the quality problem. Quality occupies a key position in the economic and social strategy of leading countries, and the quality level serves as a reliable indicator of the general state of the economy. Continuous improvement of quality serves as a means of overcoming crisis situations. By identifying and solving the problem of quality as a priority, it is possible to achieve stabilization and economic recovery. In recent years, the demand for quality management specialists in production has sharply increased throughout the world. In Russia today there is no system of continuous training of personnel in the field of quality, while only its individual elements work in our country. Having realized the quality problem as strategic, having chosen and implemented a quality management system in the organization, one can count on ensuring the competitiveness of the products. Exercise 1Give a description of the product in terms of 13 quality indicators. Product type - passenger car. The characteristic is presented in table 1. Table 1. Characteristics of the quality of a passenger car.
Quality indicators group | Group characteristics | Quality indicators | |
1. Purpose | Characterizes the natural or technical perfection of the product and its compliance with its functional purpose | The functional purpose of a passenger car is that it is a means of transport that facilitates the delivery of small goods and people from one point to another. | |
2. Manufacturability | Characterizes the effectiveness of constructive and technological solutions that make it necessary to produce a social product | The vehicle's suitability for maintenance and repair. Frequency and labor intensity of maintenance and repair. | |
3. Persistence | It characterizes the adaptability of products to the preservation of their quality indicators during and after storage and transportation | The ability of car mechanisms and assemblies to maintain the specified quality indicators, resistance to damage and negative environmental influences. | |
4. Maintainability | It characterizes the product's adaptability to the prevention, detection and elimination of failures and damages during maintenance and repair | The suitability of the car for repair and maintenance, prevention of corrosion of parts, timeliness and ease of replacement of individual parts and blocks of the car. | |
5. Reliability | It characterizes the product's ability to maintain performance for a certain operating time without forced interruptions due to the occurrence of failures | The vehicle's suitability for operation in various conditions without losing its quality characteristics | |
6. Durability | It characterizes the ability of a product to remain operational until a certain limit state occurs with the necessary interruptions for maintenance and repair | The main indicators of the durability of a passenger car include mileage, measured in kilometers or service life in accordance with technical documentation in years. | |
7. Ergonomics | It characterizes the properties of the product, which are manifested in the system "person - product - environment of use" and affect the efficiency of human activity during his interaction with the product (hygienic, anthropometric, psychophysiological) | The use of environmentally friendly materials in the automotive industry, ease of operation and control of the car, the comfort of the interior, a certain color scheme of the car body and interior, the absence of psycho-physiological stimuli (bright color, too bright or very dim lighting, etc.) | |
8. Standardization and unification | Characterizes the saturation of the product with standard and unified parts | Simplicity and convenience of repair due to the use of standard spare parts, individual blocks and car parts | |
9. Patent Law | It characterizes the quality and weight of the products implemented in this product and the possibility of unimpeded implementation of the evaluated product domestically and abroad. | The possibility of free sale of cars both within the country and abroad, as well as the free purchase of cars from foreign manufacturers and their region in other countries. | |
10. Aesthetics | Characterizes the ability of certain types of products to satisfy human needs for beauty | The indicators of aesthetics include the external design of the car: the appearance of its body, design, color, etc. | |
11. Transportability | Allows you to quantitatively characterize the suitability of products of a given quality to their transportation | Transportation of cars can be carried out in several ways: on their own, by rail, air, sea transport, as well as by truck | |
12. Security | Characterizes the features of products that determine the safety of persons interacting with these products | The presence in the car interior of some means that ensure the safety of a person while driving: seat belts, airbags, etc. | |
13. Ecology | Characterizes the degree of influence on the nature of side effects accompanying the process of using this product | Gradual transition to environmentally friendly fuels, installation of an exhaust gas cleaning system, etc. |
activity | Responsible executor | |||
1. Automation of activities | Setting up a computer at the workplace during the week | Funds of the enterprise in the amount of 40 thousand tubes | Supply department employees | |
2. Connecting and configuring a computer | Within one to two working days | About 1.5 - 2 thousand rubles. | Third Party Programmer | |
3. Purchase of components and office equipment | During two days | Cash in the amount of 30 thousand rubles. | Supply department employees | |
4. Purchase and installation of software | Within one working day | 7 - 10 thousand rubles. | Department of the automated control system, programmer | |
5. Translation of documents into electronic form | Within one year | Salary in the amount of 8 thousand rubles. | Economist at his workplace | |
6. Connection to the Internet | Within one working day | Connection via telephone line - free | Programmer | |
7. Creation of a system of electronic mutual settlements with the bank | During the working day | From 3 to 5 thousand rubles. | Programmer |
The principles of ensuring and managing product quality. Features of quality assurance of services.
Product quality assurance principles
Product quality is a combination of properties and characteristics of a product that give it the ability to meet the conditioned or implied needs of the consumer.
There are three main groups of quality assurance principles:
1. Principles of a technical nature (constructive, technological, metrological, etc.);
2. Principles of an economic nature (financial, regulatory, material, etc.);
3. Principles of a social nature (organizational, legal, personnel, etc.).
Stable product quality assurance depends on many factors, which can be divided into two main groups: private and general. General factors include: technical, economic, social, political and other factors that imply the level of development of production, means and quality control systems, social and economic feasibility and efficiency of production, material and personal interest, etc. Among the private factors are: professional skill of workers, product design and quality of technical processes, used raw materials, materials, components, conditions of storage, transportation, sale and operation of products, packaging, labeling, etc.
For the successful management of an organization and its functioning, it is necessary to choose the direction of its development and ensure management. Success can be achieved by implementing and maintaining a quality management system designed to continually improve performance, taking into account the needs of all interested parties. Organization management includes quality management along with other management aspects. For this, when developing ISO 9000 standards (quality standards), eight principles of quality management were defined. These eight quality management principles are designed to guide top management to improve the organization's performance:
1. Customer orientation. Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations.
2. Leadership of the leader. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which people can be fully involved in the tasks of the organization.
3. Involvement of workers. People at all levels are the backbone of the organization, and their full involvement enables the organization to capitalize on their capabilities.
4. Process approach. The desired result is achieved more efficiently when activities and associated resources are managed as a process.
5. A systematic approach to management. The identification, understanding and management of interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
6. Continuous improvement. Continuous improvement of the organization as a whole should be seen as its permanent goal.
7. Making decisions based on facts. Effective decisions are based on the analysis of data and information.
8. Mutually beneficial supplier relationships. An organization and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both parties to create value.
Introduction
1. Principles of product quality assurance
2. Principles of product quality management
Conclusion
Exercise 1
Assignment 2
Assignment 3
List of used literature
Introduction
The quality problem is relevant for absolutely all goods and services. This is especially acute during the transition to a market economy. Russian entrepreneurs need to be ready to work in a highly competitive environment today. The difficulties of the Russian economy are manifested not only in a decrease in production volumes, mutual non-payments, but also in its qualitative characteristics. The technology of domestic production, the technical level of capital equipment, as a rule, is significantly lower than in industrialized countries. But even if it is enough to promptly modernize production, create new technologies, it will be possible to justify these investment costs only through the release of competitive products or services that are in demand by the consumer.
Examples of the development of advanced industrial countries show that the solution of quality problems should become a national idea, be universal, which requires mass education and professional training of all layers of society, from an ordinary consumer to a leader of any level.
At the moment in Russia the quality of products and services, their safety play an increasing role in the country's economy. A significant part of specialists and politicians began to realize that the way out of the crisis state of production lies on the path of the earliest possible development of competitive products, strict adherence to the technical parameters of already manufactured products.
In Russia, the training of quality system auditors is mainly organized by the Committee for Standardization, Metrology and Certification (Gosstandart of Russia), as well as a number of non-governmental organizations together with foreign ones.
1. Principles of product quality assurance
Product quality is a combination of properties and characteristics of a product that give it the ability to meet the conditioned or implied needs of the consumer.
There are three main groups of quality assurance principles:
1. Principles of a technical nature (constructive, technological, metrological, etc.);
2. Principles of an economic nature (financial, regulatory, material, etc.);
3. Principles of a social nature (organizational, legal, personnel, etc.).
Stable product quality assurance depends on many factors, which can be divided into two main groups: private and general. General factors include: technical, economic, social, political and other factors that imply the level of development of production, means and quality control systems, social and economic feasibility and efficiency of production, material and personal interest, etc. Among the private factors are: professional skill of workers, product design and quality of technical processes, used raw materials, materials, components, conditions of storage, transportation, sale and operation of products, packaging, labeling, etc.
Sustainable improvement of product quality cannot be achieved through individual or even large, but disparate events. Only through a systematic and complex, interconnected implementation of technical, organizational, economic and social measures on a scientific basis can the quality of products be improved quickly and sustainably.
Factors affecting the quality of products, in aggregate, can be represented by three blocks: the quality of manufactured products depends on internal (internal) circumstances, the human factor and external conditions.
In accordance with these blocks, we will give a brief description of the conditions for the formation of quality factors:
1. External conditions for the formation of quality factors:
Investments, state support;
The rhythm of the supply of raw materials, materials and components, their quality;
Product quality assessment and confirmation;
Legal quality assurance (legal liability for defective products);
The level of design development;
Consistency of control and supervision requirements;
2. Internal conditions:
Discipline, equipment, production technology;
Test base;
Technical control;
Organizational and production structure of enterprise management;
3. Human factor:
Qualifications, experience, professionalism;
Encouragement, stimulation, motivation;
Activity and initiative;
Exchange of best practices;
Often, when determining the factors that affect any effective indicator that characterizes quality, they use a causal diagram for determining quality.
A causal diagram (Ishikawa diagram, fishbone diagram) is used when it is required to investigate and depict all possible causes of certain problems or conditions.
A causal diagram was designed to represent the relationship between an effect, an outcome, and all possible causes that influence them. An effect, result, or problem is usually indicated on the right side of the diagram, and the main influences or "causes" are listed on the left side (see Figure 1)
The order of constructing a causal diagram:
1. Description of the selected problem, namely: what are its features, where it occurs, when it manifests itself and how far it spreads.
2. Listing the reasons necessary to build a causal diagram in one of the following ways:
Conducting a brainstorming session in which all possible causes are discussed without prior preparation;
Tracking all stages of the production process and indicating on checklists the possible causes of the problem.
3. Building a causal diagram.
4. Analysis of the diagram: factors and conditions are ranked in order of importance, those reasons that are currently amenable to correction are established.
5. Interpretation of all relationships.
6. Drawing up a plan for further action.
Fig. 1. Causal diagram
The use of a causal diagram allows you to identify and group all the conditions and factors affecting a given problem.
2. Principles of product quality management
A quality management system is a coherent operating structure within a firm that incorporates effective technical and management practices that provide the best and most practical ways for people, machines, and information to interact with the goal of satisfying customer product quality requirements and cost savings. quality. World experience has formed not only the general features of the existing quality management systems, but also the principles and methods that can be applied in each of them.
For the successful management of an organization and its functioning, it is necessary to choose the direction of its development and ensure management. Success can be achieved by implementing and maintaining a quality management system designed to continually improve performance, taking into account the needs of all interested parties. Organization management includes quality management along with other management aspects. For this, when developing ISO 9000 standards (quality standards), eight principles of quality management were defined. These eight quality management principles are designed to guide top management to improve the organization's performance:
1. Customer orientation. Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations.
2. Leadership of the leader. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which people can be fully involved in the tasks of the organization.
3. Involvement of workers. People at all levels are the backbone of the organization, and their full involvement enables the organization to capitalize on their capabilities.
4. Process approach. The desired result is achieved more efficiently when activities and associated resources are managed as a process.
5. A systematic approach to management. The identification, understanding and management of interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
6. Continuous improvement. Continuous improvement of the organization as a whole should be seen as its permanent goal.
7. Making decisions based on facts. Effective decisions are based on the analysis of data and information.
8. Mutually beneficial supplier relationships. An organization and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both parties to create value.
With regard to quality management, it is advisable to single out also specific principles, which include:
1. Formation of management decisions, taking into account production, economic, social, market factors;
2. The relationship of goals and resources, their balance;
3. Completeness of taking into account resource requirements;
4. Combination of internal and external quality control;
5. Continuity and phasing of quality control, development of a quality management system, etc.
The direct objects of quality management are consumer characteristics of products, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its life cycle.
The subjects of management are various management bodies and individuals operating at various hierarchical levels and implementing quality management functions in accordance with generally accepted principles and methods of management.
Product quality management at an enterprise is one of the links in the overall management cycle and performs a number of functions similar to those of general enterprise management:
1.Planning the quality management process - the establishment of reasonable targets for the release of products with the required values \u200b\u200bof quality indicators at a given moment or during a given time interval. Quality improvement planning should be based on scientifically based forecasting of the needs of the domestic and foreign market. At the same time, the use of data on the results of product operation, generalization and analysis of information on the actual level of its quality acquire a large role in the correct justification of quality improvement plans.
2. Organization, coordination and regulation of the quality management process - organizational work on quality management at the enterprise consists in the implementation of the entire range of work related to the planning, implementation and control of activities aimed at improving the quality of products and all processes of production and economic activity. At the level of line ministries, there are special units that coordinate work in the field of quality management in their industry. They are subordinate to various industry institutions and laboratories (often at industry enterprises). State and sectoral quality management bodies have regional centers for the implementation of various functions - standardization, certification, control, etc.
3. Motivation is an incentive to activity by a combination of various motives, the creation of a specific state of personality, which determines how actively and with what orientation a person acts in a certain situation.
4. Control, accounting and analysis of quality management processes is the process of determining and evaluating information about deviations of actual values \u200b\u200bfrom specified ones or their coincidence and analysis results. After the control is carried out, the analysis of the data obtained is carried out, namely: analysis of deviations, localization of causes, establishment of responsibility, investigation of possibilities for correction, measures to eliminate deficiencies.
In fig. 2 is a functional diagram of product quality management.
Fig. 2. Functional diagram of product quality management at the enterprise.
The objects of product quality control are all the elements that form the quality loop. A quality loop (spiral) in accordance with ISO international standards is understood as a closed in the form of a ring (Fig. 3) product life cycle, which includes the following main stages: marketing; design and development of technical requirements, product development; material and technical supply (MTS); preparation of production and development of technology and production processes; production; control, testing and inspection; packaging and storage; sales and distribution of products; mounting; operation; technical assistance and service; recycling. It should be borne in mind that in practice, for the purposes of planning, control, analysis, etc., these stages can be divided into components. The most important thing here is to ensure the integrity of quality management processes at all stages of the product life cycle. With the help of the quality loop, the relationship between the manufacturer of products and the consumer and with all objects that ensure the solution of problems of product quality management is carried out.
Fig. 3. Loop (spiral) quality
Product quality management is carried out cyclically and goes through certain stages, called the Deming cycle. The concept of the Deming cycle is not limited only to product quality management, but also applies to any managerial and household activity. The sequence of stages of the Demeng cycle is shown in Fig. 2 and includes: planning; organization; control; impact management.
The quality of the product can manifest itself in the consumption process. The concept of product quality from the standpoint of its compliance with consumer requirements has developed precisely in a market economy. The idea of \u200b\u200bsuch an approach to determining the quality of products is contained in a special science - qualimetry. Qualimetry is the science of how to measure and quantify product quality. Qualimetry allows you to quantify the qualitative characteristics of a product. Qualimetry proceeds from the fact that quality depends on a large number of properties of the product in question, but in addition to properties, it is necessary to take into account the conditions in which the product was used.
The essence of quality measurement in qualimetry is as follows:
1. For each type of product, its specific quality levels are taken into account, fixed in the standards and current technical conditions. Quality is characterized by a certain technical and economic parameter (consumer property).
2. The quality standard is selected
3. The achieved quality is compared with the standard.
The quality can correspond to the standard, be higher or lower than the standard.
Important properties for assessing quality are: technical, aesthetic and operational quality level.
The actual level of product quality can only be established through a comprehensive systematic analysis of quality, covering all aspects and aspects of the product, all its properties and characteristics in general.
Conclusion
Quality is a multifaceted concept, ensuring it requires combining the creative potential and practical experience of many specialists. The problem of improving the quality can be solved only with the joint efforts of the state, federal government bodies, managers and members of labor collectives of enterprises. Consumers play an important role in solving the quality problem, dictating their requirements and requests to manufacturers of goods and services. Quality occupies a key position in the economic and social strategy of leading countries, and the quality level serves as a reliable indicator of the general state of the economy. Continuous improvement of quality serves as a means of overcoming crisis situations. By identifying and solving the problem of quality as a priority, it is possible to achieve stabilization and economic recovery.
In recent years, the demand for quality management specialists in manufacturing has increased dramatically throughout the world. In Russia, there is currently no system of continuous training of personnel in the field of quality, while only its individual elements are working in our country. Having realized the quality problem as a strategic one, having chosen and implemented a quality management system in the organization, one can count on ensuring the competitiveness of the products.
Exercise 1
To give a description of products in 13 quality indicators. Product type - passenger car. The characteristics are presented in table 1.
Table 1. Characteristics of the quality of a passenger car.
| Quality indicators group | Group characteristics | Quality indicators |
| 1. Purpose | Characterizes the natural or technical perfection of the product and its compliance with its functional purpose | The functional purpose of a passenger car is that it is a means of transport that ensures the delivery of small loads and people from one point to another. |
| 2. Manufacturability | Characterizes the effectiveness of constructive and technological solutions that make it necessary to produce a social product | The vehicle's suitability for maintenance and repair. Frequency and labor intensity of maintenance and repair. |
| 3. Persistence | It characterizes the adaptability of products to the preservation of their quality indicators during and after storage and transportation | The ability of car mechanisms and assemblies to maintain the specified quality indicators, resistance to damage and negative environmental influences. |
| 4. Maintainability | It characterizes the product's adaptability to the prevention, detection and elimination of failures and damages during maintenance and repair | The suitability of the car for repair and maintenance, prevention of corrosion of parts, timeliness and ease of replacement of individual parts and blocks of the car. |
| 5. Reliability | It characterizes the product's ability to maintain performance during a certain operating time without forced interruptions due to the occurrence of failures | The vehicle's suitability for operation in various conditions without losing its quality characteristics |
| 6. Durability | It characterizes the ability of a product to remain operational until a certain limit state occurs with the necessary breaks for maintenance and repair | The main indicators of the durability of a passenger car include mileage, measured in kilometers or service life in accordance with technical documentation in years. |
| 7. Ergonomics | Characterizes the properties of the product, which are manifested in the system "person - product - environment of use" and affect the efficiency of human activity during his interaction with the product (hygienic, anthropometric, psychophysiological) | The use of environmentally friendly materials in the automotive industry, ease of operation and control of the car, the comfort of the interior, a certain color scheme of the car body and interior, the absence of psycho-physiological stimuli (bright color, too bright or very dim lighting, etc.) |
| 8. Standardization and unification | Characterizes the saturation of the product with standard and unified parts | Simplicity and convenience of repair due to the use of standard spare parts, individual blocks and car parts |
| 9. Patent Law | It characterizes the quality and weight of the products implemented in this product and the possibility of unimpeded implementation of the evaluated product domestically and abroad. | The possibility of free sale of cars both within the country and abroad, as well as the free purchase of cars from foreign manufacturers and their transportation in other countries. |
| 10. Aesthetics | Characterizes the ability of certain types of products to satisfy human needs for beauty | The indicators of aesthetics include the external design of the car: the appearance of its body, design, color, etc. |
| 11. Transportability | Allows you to quantitatively characterize the suitability of products of a given quality for its transportation | Transportation of cars can be carried out in several ways: on their own, by rail, air, sea transport, as well as by truck |
| 12. Security | Characterizes the features of products that determine the safety of persons interacting with these products | The presence in the car interior of some means that ensure the safety of a person while driving: seat belts, airbags, etc. |
| 13. Ecology | Characterizes the degree of impact on the nature of side effects accompanying the process of using this product | Gradual transition to environmentally friendly fuels, installation of an exhaust gas cleaning system, etc. |
Assignment 2
The program for improving the quality of work of an economist at a communications enterprise is presented in Table 2.
Table 2. Program for improving the quality of work of an economist.
| activity | Responsible executor |
||
| 1. Automation of activities | Setting up a computer at the workplace during the week | Funds of the enterprise in the amount of 40 thousand tubes | Supply department employees |
| 2. Connecting and configuring a computer | Within one to two working days | About 1.5 - 2 thousand rubles. | Third Party Programmer |
| 3. Purchase of components and office equipment | During two days | Cash in the amount of 30 thousand rubles. | Supply department employees |
| 4. Purchase and installation of software | Within one working day | 7 - 10 thousand rubles. | Department of the automated control system, programmer |
| 5. Translation of documents into electronic form | Within one year | Salary in the amount of 8 thousand rubles. | Economist at his workplace |
| 6. Connection to the Internet | Within one working day | Connection via telephone line - free | Programmer |
| 7. Creation of a system of electronic mutual settlements with the bank | During the working day | From 3 to 5 thousand rubles. | Programmer |
After the implementation of these measures, there was an improvement in such quality indicators as:
1. Speed \u200b\u200band quality of paperwork;
2. Promptness in making management decisions;
3. Simplicity and speed of calculations, automation of calculations;
4. Speed \u200b\u200band reliability of mutual settlements with the bank;
5. Prompt receipt of the necessary information through the Internet, legal and regulatory documentation.
Assignment 3
Certification products - one of the ways to confirm the conformity of products to the specified requirements, documentary confirmation of the conformity of products to specific standards or specifications. This is a guarantee to the consumer that the product meets the standard or certain requirements.
Product certification is carried out by the test method, which is carried out in testing laboratories. During the tests, a random check of products is carried out. If the product meets the certification requirements, a decision is made to issue a certificate. The certification body draws up a certificate of conformity, registers it and issues a license for the right to use the conformity mark. Products are marked with this mark. In case of negative results of certification tests, non-compliance with the requirements for the certification object, the certification body issues a conclusion indicating the reasons for the refusal to issue a certificate.
The applicant may submit to the certification body test reports, taking into account their validity periods, carried out during the development and launching of products for production, or documents on tests performed by testing laboratories. After checking the submitted documents, including the compliance of the results contained in them with the current regulatory documents, the timing of their issuance, changes made to the design (composition), materials, technology - the certification body may decide to issue a certificate of conformity or reduce the scope of tests, or carrying out missing tests, which is reflected in the relevant documents.
There are several types of certification systems. The main ones are: mandatory, voluntary, self-certification and third-party certification. A mandatory system is created for products for which the regulatory and technical documentation must contain requirements for environmental protection, ensuring the safety of life and health of people. In this case, the manufacturer without the appropriate certificate is not entitled not only to sell the product, but also to manufacture it.
A voluntary certification system provides for the certification of products only at the initiative of the manufacturer.
An independent certification system is created by the manufacturer of the products itself, while the certificates are issued by the company itself under its own responsibility.
A third-party product certification system is created by a third-party organization that checks, evaluates and confirms the compliance of products with the requirements of regulatory and technical documentation.
The certification process is carried out in several stages:
1. Submission of an application for product certification, its analysis by the certification body, appointment of experts.
2. Expertise of source materials, drawing up a conclusion on the feasibility of certification.
3. Drawing up a verification program, its adoption.
4. Directly checking products and drawing up an act on its results.
5. Making a decision on certification and issuance (refusal) of a certificate.
6. Registration of acts of inspections.
The main types of certificates include the following:
1. Quality Certificate - a document certifying the quality of products. Contains quality indicators, technical characteristics, etc.
2. Certificate of Conformity - A document certifying that a properly identified product complies with a specific standard or other regulatory document.
3. Environmental certificate - a document confirming the environmental safety of products, as well as the environmental quality (purity) of products.
List of used literature
1. Quality management / Ed. S. D. Ilyenkova. - M .: UNITI, 2000 .-- 199 p.
2. Gissin V. I. Quality Management. - M .: March, 2003 .-- 400 s
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