Specific principles of quality management. Basic principles of product and service quality management. Multiple design options at every stage
A quality management system is a coherent working structure in place in a firm that includes effective technical and managerial practices that provide the best and most practical ways for people, machines, and information to interact to meet customer quality requirements and save costs. quality. World experience has formed not only common features 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. 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. Organizational management includes quality management along with other aspects of management. To this end, eight quality management principles were defined in the development of ISO 9000 (quality standards). These eight quality management principles are designed to guide top management in order to improve the performance of the organization:
1. Orientation to the consumer. 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 head. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain internal environment in which employees can be fully involved in solving the problems of the organization.
3. Employee involvement. People at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.
4. Process approach. The desired result is achieved more efficiently when activities and related resources are managed as a process.
5. System approach to management. The identification, understanding and management of interrelated processes as a system contribute to the effectiveness and efficiency of the organization in achieving its goals.
6. Continuous improvement. Continual improvement in the performance 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 relationships with suppliers. An organization and its suppliers are interdependent, and a relationship of mutual benefit enhances the ability of both parties to create value.
With regard to quality management, it is advisable to single out specific principles, which include:
1. Shaping management decisions taking into account production, economic, social, market factors;
2. The relationship of goals and resources, their balance;
3. Completeness of accounting for resource needs;
4. Combination of internal and external quality control;
5. Continuity and stages in the implementation 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 development. life cycle.
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Introd uction -
1. Principles for ensuring product quality
2. Principles of product quality management
Conclusion -
Exercise 1
Task 2
Task 3
Bibliography
- Introduction -
The problem of quality is relevant for absolutely all goods and services. This is especially acute during the transition to a market economy. To work in a highly competitive environment Russian entrepreneurs need to be ready today. Difficulties 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 much lower than in the industrial developed countries. But even if it is sufficiently efficient to 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 national idea, be universal in nature, which requires mass education and vocational training all sectors of society from the average consumer to the head of any level.
At present, in Russia, the quality of products and services, their safety play an increasingly important role in the country's economy. A significant part of the socialists and politicians began to realize that the way out of the crisis state of production lies on the path of the speedy development of competitive products, strict observance of 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 for ensuring product quality
Product quality is a set of properties and characteristics of a product that give it the ability to satisfy the stipulated 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 assurance of product quality depends on many factors that 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 systems of quality control, social and economic expediency and production efficiency, material and personal interest, etc. Among the private factors are: professional excellence employees, the design of products and the quality of technical processes, the raw materials, materials, components used, the conditions for storage, transportation, sale and operation of products, packaging, labeling, etc.
Sustainable improvement in product quality cannot be achieved through individual and even large, but disparate activities. Only through a systematic and comprehensive, interconnected implementation of technical, organizational, economic and social measures on a scientific basis, it is possible to quickly and steadily improve the quality of products.
Factors affecting product quality can be broadly represented by three blocks: the quality of products depends on internal (intra-company) circumstances, the human factor and external conditions.
In accordance with these blocks, we give brief description 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;
Evaluation and confirmation of product quality;
Legal assurance of quality (legal liability for defective products);
The level of design development;
Mutual consistency of control and supervision requirements;
2. Internal conditions:
Discipline, equipment, production technology;
Test base;
Organizational and production structure enterprise management;
3. Human factor:
Qualification, experience, professionalism;
Encouragement, stimulation, motivation;
Activity and initiative;
Exchange of advanced experience;
Often, when determining the factors that affect any effective indicator that characterizes quality, a cause-and-effect diagram for determining quality is used.
A cause-and-effect diagram (Ishikawa diagram, fishbone diagram) is used when it is required to investigate and depict all possible causes of certain problems or conditions.
The Cause and Effect Diagram was designed to represent the relationship between an effect, an outcome, and all the possible causes that affect them. The effect, result or problem is usually indicated on the right side of the diagram, and the main influences or "causes" ᴨȇ are listed on the left side (see Fig. 1)
The procedure for constructing a cause-and-effect diagram:
1. Description of the selected problem, namely: what are its features, where does it arise, when does it manifest itself and how far does it spread.
2. List the reasons required to build a cause-and-effect diagram in one of the following ways:
* Brainstorming, where all possible causes are discussed without prior preparation;
* tracking all stages of the production process and indicating on the control sheets the possible causes of the problem.
3. Construction of a cause-and-effect diagram.
4. Analysis of the diagram: factors and conditions are ranked by importance, those causes that are currently amenable to adjustment are established.
5. Interpretation of all relationships.
6. Making a plan further action.
Rice. 1. Cause and effect diagram
The use of a cause-and-effect diagram allows you to identify and group all the conditions and factors influencing a given problem.
2. Management principlesproduct quality
A quality management system is a coherent working structure in place in a firm that includes effective technical and managerial practices that provide the best and most practical ways for people, machines, and information to interact to meet customer quality requirements and save costs. quality. World experience has formed not only the general features of 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. Success 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. To this end, eight quality management principles were defined in the development of ISO 9000 (quality standards). These eight quality principles are intended to be used by top management to improve the performance of the organization:
1. Orientation to the consumer. (C) Information published on the website
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 head. (C) Information published on the website
Leaders provide unity of purpose and direction of the organization. They should create and maintain an internal environment in which employees can be fully involved in the organization's objectives.
3. Employee involvement. People at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.
4. Process approach. The desired result is achieved more efficiently when activities and related resources are managed as a process.
5. System approach to y. Identification, understanding and interrelated processes as a system contribute to the effectiveness and efficiency of the organization in achieving its goals.
6. Continuous improvement. Continual improvement in the performance 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 relationships with suppliers. An organization and its suppliers are interdependent, and a relationship of mutual benefit 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 accounting for resource needs;
4. Combination of internal and external quality control;
5. Continuity and stages in the implementation 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 governing 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 the enterprise is one of the links in the overall management cycle and performs a number of functions similar to those of general management enterprise:
1. Planning the quality management process - setting reasonable targets for the release of products with the required values of 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 markets. 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 an important role in the correct substantiation of quality improvement plans.
2. Organization, coordination and regulation of the quality management process - the organizational work on quality management at the enterprise consists in the implementation of the whole range of works 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 sectoral ministries, there are social 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 industry quality management bodies have regional centers for the implementation of various functions - standardization, certification, control, etc.
3. Motivation is an inducement to activity by a combination of various motives, the creation of a specific state of the individual, 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 from given values 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, study of possibilities for correction, measures to eliminate deficiencies.
On fig. 2 shows a functional diagram of product quality management.
Rice. 2. Functional diagram of product quality management at the enterprise. The objects of product quality management are all the elements that form the quality assurance. According to international ISO standards, a quality cycle (spiral) is understood as a product life cycle closed in the form of a ring (Fig. 3), including the following main stages: marketing; design and development technical requirements, product development; material and technical supply (MTS); preparation of production and development of technology and production processes; production; control, testing and examination; packaging and storage; sales and distribution of products; mounting; operation; technical assistance and service; disposal. It must 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 quality control, the relationship between the manufacturer of products and the consumer and with all objects that provide a solution to the problems of product quality management is carried out.Fig. 3. Loop (spiral) qualityProduct quality management is carried out cyclically and goes through certain stages, called the Deming cycle. The concept of the Deming cycle is not limited to product quality management, but is also related to any managerial and household activities. The sequence of stages of the Demenga cycle is shown in fig. 2 and includes: planning; organization; control; impact management. The quality of a product can be manifested in the course of consumption. The concept of product quality from the standpoint of its compliance with consumer requirements has developed precisely in the conditions market economy. The idea of such an approach to determining the quality of products is contained in the social science - qualimetry. Qualimetry is the science of how to measure and quantify product quality. Qualimetry allows you to give quantitative estimates quality characteristics of the 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. Quality can correspond to the standard, be higher or lower than the standard. Important properties for quality assessment are: technical, aesthetic and operational level of quality. The actual level of product quality can only be established through a comprehensive system analysis of quality, covering all aspects and sides manufactured products, all its properties and characteristics in general. - Conclusion - Quality is a multifaceted concept, its provision requires combining creativity and practical experience many socialists. The problem of improving quality can only be solved with the joint efforts of the state, federal bodies management, leaders and members labor collectives enterprises. An important role in solving the problem of quality is played by consumers who dictate their requirements and requests to producers of goods and services. Quality takes key position in economic and social strategy leading countries, and the level of quality serves as a reliable indicator of the overall state of the economy. Continuous quality improvement serves as a means of overcoming crisis situations. By highlighting 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 increased dramatically around the world. In Russia today there is no system of continuous training of personnel in the field of quality, so far only its individual elements are working for us. Realizing the problem of quality as a strategic one, choosing and implementing a quality management system in the organization, you can count on ensuring the competitiveness of products. Exercise 1 To characterize products according to 13 quality indicators. Product type - passenger car. The characteristic is presented in table 1. Table 1. Quality characteristic passenger car.
Group of quality indicators | Group characteristic | Quality indicators | |
1. Appointment | 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 | It characterizes the effectiveness of constructive and technological solutions that necessitate the production of a social product | The suitability of the car for maintenance and current repairs. Periodicity and complexity Maintenance and repair. | |
3. Persistence | It characterizes the suitability of products to maintain their quality indicators during and after storage and transportation. | The ability of the mechanisms and assemblies of the car to maintain the specified quality indicators, resistance to damage and negative impacts environment. | |
4. Maintainability | Characterizes the suitability of the product for the prevention, detection and elimination of failures and damage during maintenance and repair | Adaptability of the car to 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 ability of the product to remain operational for some operating time without forced interruptions due to failures. | The adaptability of the car to operate in various conditions without losing its quality characteristics | |
6. Durability | It characterizes the ability of the 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. Ergonomic | It characterizes the properties of the product that are manifested in the system "man - product - environment of use" and affect the effectiveness of human activity when interacting with the product (hygienic, anthropometric, psychophyseological) | The use of environmentally friendly materials in the automotive industry, the convenience of operating and driving a car, the comfort of the cabin, a certain color scheme of the body and interior of the car, the absence of psychophysiological 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 vehicle parts | |
9. Patent law | It characterizes the quality and weight of products implemented in this product and the possibility of unimpeded sale of the evaluated product within the country 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 sale in other countries. | |
10. Aesthetics | Describes the ability of certain products to satisfy human needs for beauty | Aesthetics include the appearance of the car: appearance its body, design, color, etc. | |
11. Transportability | Allows you to quantify the adaptability of products of a given quality to its transportation | Transportation of cars can be carried out in several ways: on their own, by rail, air, sea transport, as well as by road transport | |
12. Security | Characterizes the features of the product that determine the safety of persons interacting with this product | The presence in the car 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 that accompany the process of using this product | A gradual transition to environmentally friendly fuels, the installation of an exhaust gas purification system, etc. |
Events | Responsible executor | |||
1. Activity automation | Installing a computer at the workplace within a week | Cash enterprises in the amount of 40 thousand tubes | Supply department employees | |
2. Connecting and setting up a computer | Within one or 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. | The Department automated system management, programmer | |
5. Translation of documents in electronic form | Within one year | Wage in the amount of 8 thousand rubles. | Economist at his workplace | |
6. Connecting to the Internet | Within one working day | Connection via telephone line - free of charge | Programmer | |
7. Creation of a system of electronic mutual settlements with the bank | During the working day | From 3 to 5 thousand rubles. | Programmer |
Principles of product quality assurance and management. Features of ensuring the quality of services.
Product Quality Assurance Principles
Product quality is a set of properties and characteristics of a product that give it the ability to satisfy the stipulated 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 that 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 systems of quality control, social and economic feasibility and production efficiency, material and personal interest, etc. Among the private factors are: professional the skill of workers, the design of products and the quality of technical processes, the raw materials, materials, components used, the conditions for storage, transportation, sale and operation of products, packaging, labeling, etc.
For the successful management of the organization and its functioning, it is necessary to choose the direction of its development and provide 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. Organizational management includes quality management along with other aspects of management. To this end, eight quality management principles were defined in the development of ISO 9000 (quality standards). These eight quality management principles are designed to guide top management in order to improve the performance of the organization:
1. Orientation to the consumer. 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 head. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which employees can be fully involved in the organization's objectives.
3. Employee involvement. People at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.
4. Process approach. The desired result is achieved more efficiently when activities and related resources are managed as a process.
5. System approach to management. The identification, understanding and management of interrelated processes as a system contribute to the effectiveness and efficiency of the organization in achieving its goals.
6. Continuous improvement. Continual improvement in the performance 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 relationships with suppliers. An organization and its suppliers are interdependent, and a relationship of mutual benefit enhances the ability of both parties to create value.
Introduction
1. Product quality assurance principles
2. Principles of product quality management
Conclusion
Exercise 1
Task 2
Task 3
List of used literature
Introduction
The problem of quality is relevant for absolutely all goods and services. This is especially acute in 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 much lower than in industrialized countries. But even if the modernization of production is carried out quickly enough, new technologies are created, it will be possible to justify these investment costs only through the production of competitive products or services that are in demand by the consumer.
Examples of the development of advanced industrial countries show that solving quality problems should become a national idea, be of a universal nature, which requires mass education and professional training of all sectors of society, from an ordinary consumer to a leader at any level.
At present, in Russia, the quality of products and services, their safety play an increasingly important 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 speedy development of competitive products, strict observance of 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 set of properties and characteristics of a product that give it the ability to satisfy the stipulated 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 that 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 systems of quality control, social and economic feasibility and production efficiency, material and personal interest, etc. Among the private factors are: professional the skill of workers, the design of products and the quality of technical processes, the raw materials, materials, components used, the conditions for storage, transportation, sale and operation of products, packaging, labeling, etc.
Sustainable improvement in product quality cannot be achieved through individual and even large, but disparate activities. Only through a systematic and comprehensive, interconnected implementation of technical, organizational, economic and social measures on a scientific basis, it is possible to quickly and steadily improve the quality of products.
Factors affecting product quality can be broadly represented by three blocks: the quality of products depends on internal (intra-company) 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;
Evaluation and confirmation of product quality;
Legal quality assurance (legal liability for defective products);
The level of design development;
Mutual 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:
Qualification, experience, professionalism;
Encouragement, stimulation, motivation;
Activity and initiative;
Sharing best practices;
Often, when determining the factors that affect any effective indicator that characterizes quality, a cause-and-effect diagram for determining quality is used.
A cause-and-effect diagram (Ishikawa diagram, fishbone diagram) is used when it is required to investigate and depict all possible causes of certain problems or conditions.
The Cause and Effect Diagram was designed to represent the relationship between an effect, an outcome, and all the possible causes that affect them. The effect, result, or problem is usually listed on the right side of the diagram, while the main effects or "causes" are listed on the left side (see Figure 1)
The procedure for constructing a cause-and-effect diagram:
1. Description of the selected problem, namely: what are its features, where does it arise, when does it manifest itself and how far does it spread.
2. List the reasons required to build a cause-and-effect diagram in one of the following ways:
Brainstorming, where all possible causes are discussed without prior preparation;
Tracking all stages of the production process and indicating on the control sheets the possible causes of the problem.
3. Construction of a cause-and-effect diagram.
4. Analysis of the diagram: factors and conditions are ranked by importance, those causes that are currently amenable to adjustment are established.
5. Interpretation of all relationships.
6. Drawing up a plan for further actions.
Rice. 1. Cause and effect diagram
The use of a cause-and-effect diagram allows you to identify and group all the conditions and factors influencing a given problem.
2. Principles of product quality management
A quality management system is a coherent working structure in place in a firm that includes effective technical and managerial practices that provide the best and most practical ways for people, machines, and information to interact to meet customer quality requirements and save costs. quality. World experience has formed not only the general features of 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. 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. Organizational management includes quality management along with other aspects of management. To this end, eight quality management principles were defined in the development of ISO 9000 (quality standards). These eight quality management principles are designed to guide top management in order to improve the performance of the organization:
1. Orientation to the consumer. 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 head. Leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which employees can be fully involved in the organization's objectives.
3. Employee involvement. People at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.
4. Process approach. The desired result is achieved more efficiently when activities and related resources are managed as a process.
5. System approach to management. The identification, understanding and management of interrelated processes as a system contribute to the effectiveness and efficiency of the organization in achieving its goals.
6. Continuous improvement. Continual improvement in the performance 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 relationships with suppliers. An organization and its suppliers are interdependent, and a relationship of mutual benefit enhances the ability of both parties to create value.
With regard to quality management, it is advisable to single out 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 accounting for resource needs;
4. Combination of internal and external quality control;
5. Continuity and stages in the implementation 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 functioning at various hierarchical levels and implementing quality management functions in accordance with generally accepted principles and methods of management.
Product quality management at the enterprise is one of the links in the overall management cycle and performs a number of functions similar to the functions of general enterprise management:
1. Planning the quality management process - setting reasonable targets for the release of products with the required values of 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 markets. 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 an important role in the correct substantiation 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 whole range of works related to 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 sectoral ministries, there are special units that coordinate the work in the field of quality management in their sector. They are subordinate to various industry institutions and laboratories (often at industry enterprises). State and industry quality management bodies have regional centers for the implementation of various functions - standardization, certification, control, etc.
3. Motivation is an incitement to activity by a combination of various motives, the creation of a specific state of the individual, 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 from given values 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, study of possibilities for correction, measures to eliminate deficiencies.
On fig. 2 shows a functional diagram of product quality management.
Rice. 2. Functional diagram of product quality management at the enterprise.
The objects of product quality management are all elements that form a quality loop. Under the quality loop (spiral), in accordance with international ISO standards, they understand a product life cycle closed in the form of a ring (Fig. 3), 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 examination; packaging and storage; sales and distribution of products; mounting; operation; technical assistance and service; disposal. It must 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 provide a solution to the problems of product quality management is carried out.
Rice. 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 to product quality management, but is also related to any managerial and household activities. The sequence of stages of the Demenga cycle is shown in fig. 2 and includes: planning; organization; control; impact management.
The quality of a product can be manifested in the process of consumption. The concept of product quality from the standpoint of its compliance with consumer requirements has developed precisely in the conditions of a market economy. The idea of such 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 give quantitative estimates of the qualitative characteristics of the 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 standard of quality is chosen
3. The achieved quality is compared with the standard.
Quality can meet the standard, be above or below the standard.
Important properties for quality assessment are: technical, aesthetic and operational level of quality.
The actual level of product quality can only be established through a comprehensive system analysis of quality, covering all aspects and aspects of the product, all its properties and characteristics as a whole.
Conclusion
Quality is a multifaceted concept, its provision 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 authorities, managers and members of the labor collectives of enterprises. An important role in solving the problem of quality is played by consumers who dictate their requirements and requests to producers of goods and services. Quality occupies a key position in the economic and social strategy of the leading countries, and the level of quality serves as a reliable indicator of the overall state of the economy. Continuous quality improvement serves as a means of overcoming crisis situations. By highlighting 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 increased dramatically around the world. In Russia, there is currently no system of continuous training of personnel in the field of quality, so far only its individual elements are working for us. Having realized the problem of quality as a strategic one, having chosen and implemented a quality management system in the organization, one can count on ensuring the competitiveness of products.
Exercise 1
To characterize products according to 13 quality indicators. Type of product - passenger car. The characteristic is presented in table 1.
Table 1. Characteristics of the quality of a passenger car.
| Group of quality indicators | Group characteristic | Quality indicators |
| 1. Appointment | 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 goods and people from one point to another. |
| 2. Manufacturability | It characterizes the effectiveness of constructive and technological solutions that necessitate the production of a social product | The suitability of the car for maintenance and current repairs. The frequency and complexity of maintenance and repair. |
| 3. Persistence | It characterizes the suitability of products to maintain their quality indicators during and after storage and transportation. | The ability of the mechanisms and assemblies of the car to maintain the specified quality indicators, resistance to damage and negative environmental influences. |
| 4. Maintainability | Characterizes the suitability of the product for the prevention, detection and elimination of failures and damage during maintenance and repair | Adaptability of the car to 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 ability of the product to maintain operability for some operating time without forced interruptions due to failures. | The adaptability of the car to operate in various conditions without losing its quality characteristics |
| 6. Durability | It characterizes the ability of the 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. Ergonomic | It characterizes the properties of the product that are manifested in the system "man - product - environment of use" and affect the efficiency of human activity when interacting with the product (hygienic, anthropometric, psychophyseological) | The use of environmentally friendly materials in the automotive industry, the convenience of operating and driving a car, the comfort of the cabin, a certain color scheme of the body and interior of the car, the absence of psychophysiological 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 vehicle parts |
| 9. Patent law | It characterizes the quality and weight of products implemented in this product and the possibility of unimpeded sale of the evaluated product within the country 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 driving them to other countries. |
| 10. Aesthetics | Describes the ability of certain 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 quantify the adaptability of products of a given quality to its transportation | Transportation of cars can be carried out in several ways: on their own, by rail, air, sea transport, as well as by road transport |
| 12. Security | Characterizes the features of the product that determine the safety of persons interacting with this product | The presence in the car 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 that accompany the process of using this product | Gradual transition to environmentally friendly fuels, installation of an exhaust gas purification system, etc. |
Task 2
The program for improving the quality of work of an economist at a communications enterprise is presented in Table 2.
Table 2. Economist quality improvement program.
| Events | Responsible executor |
||
| 1. Activity automation | Installing a computer at the workplace within a week | Cash assets of the enterprise in the amount of 40 thousand tubes | Supply department employees |
| 2. Connecting and setting up a computer | Within one or 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 software | Within one working day | 7 - 10 thousand rubles. | Department of 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. Connecting to the Internet | Within one working day | Connection via telephone line - free of charge | 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 and quality of paperwork;
2. Efficiency in making managerial decisions;
3. Simplicity and speed of calculations, automation of calculations;
4. Speed and reliability of mutual settlements with the bank;
5. Prompt receipt of the necessary information via the Internet, legal and regulatory documentation.
Task 3
Certification products - one of the ways to confirm the compliance of products with specified requirements, documentary evidence of product compliance with specific standards or specifications. This is a guarantee to the consumer that the product meets the standard or certain requirements.
Certification of products is carried out by the test method, which is carried out in testing laboratories. During testing, random checks of products are carried out. If the product meets the certification requirements, then 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 mark of conformity. This mark marks the product. In case of negative results of certification tests, non-compliance with the requirements for the object of certification, the certification body issues a conclusion indicating the reasons for refusing to issue a certificate.
The applicant may submit to the certification body test reports, taking into account the terms of their validity, carried out during the development and production of products, 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 to reduce the scope of tests, or carrying out the missing tests, which is reflected in the relevant documents.
There are several types of certification system. 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, a manufacturer without an appropriate certificate has no right not only to sell products, but also to produce them.
The voluntary certification system provides for the certification of products only at the initiative of its manufacturer.
An independent certification system is created by the manufacturer of products, while certificates are issued by the enterprise itself under its own responsibility.
A third-party product certification system is created by a third-party organization that verifies, evaluates, and certifies that products meet the requirements of regulatory and technical documentation.
The certification process is carried out in several stages:
1. Submission of an application for certification of products, its analysis by the certification body, appointment of experts.
2. Examination of source materials, drawing up a conclusion on the feasibility of certification.
3. Drawing up a verification program, its adoption.
4. Directly checking the products and drawing up an act on its results.
5. Making a decision on certification and issuing (rejecting) a certificate.
6. Registration of acts of inspections.
The main types of certificates are:
1. Quality certificate - a document certifying the quality of products. Contains quality indicators, specifications, etc.
2. Certificate of conformity - a document certifying that a duly identified product conforms to a specific standard or other normative 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 p.
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