Own quality management system sample. The main stages of creating QMS in the enterprise. Production setting

Federal Agency for Education of the Russian Federation

Vologda State Technical University

Department of Management

Discipline "Quality Management"

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COURSE WORK

Subject: “DEVELOPMENT OF A QUALITY MANAGEMENT SYSTEM ON THE EXAMPLE OF NOVUS L LLC”

Code: 0607302610

Executor: Kruglova E.A.

Group: ZEGU - 51

D / address: Vologda region.,

vytegra city, st. Volodarsky, house 42 a, apt. 7

Introduction ……………………………………………………………………………………			3
1.	The essence of quality management ………………………………………… ..	5
1.1	Basic concepts in the field of quality …………………………………….	5
1.2	Principles and functions of quality management …………………………… ..	7
1.3	Development of quality systems ………………………………………………… ..	10
1.4	The essence of the process approach to quality management ……………… ..	13
1.5	Product quality and safety management in enterprises food Industry………………………………………………...	15
2.	Analysis of the organization of quality management work in LLC Novus L ...	18
2.1	General characteristics of LLC Novus L ………………………………… ..	18
2.2	Analysis of the existing organization of work on quality management in LLC Novus L ………………………………………………………………………
3.	Major activities to develop a quality management system on LLC Novus L on the basis of ISO 9000 ...................... ...................
3.1	The main stages of the creation of a QMS at the enterprise …………………………	27
3.2	Implementation of the quality management system at Novus L LLC ..............	31
3.3	Evaluation of the effectiveness of the development of a quality management system in LLC Novus L …………………………………………………………… ..	38
Conclusion ………………………………………………………………………………………			41
List of used literature ………………………………………………………			43
Appendices …………………………………………………………………………… ...			45

INTRODUCTION

The 21st century is intended to be a century of high quality in all its manifestations - the quality of labor, products and services, the quality of the environment, i.e. realize the modern paradigm of civilized development. This work is devoted to quality, since it is precisely this that is the main condition for strengthening the national economy. This is convinced by the experience of the leading countries of the world. Quality is a political, moral and economic category.

The tool for successfully solving the quality problem at the level of enterprises and organizations is the introduction of quality systems that comply with ISO 9000 series standards. A certificate confirming this compliance is an extremely necessary condition for the competitiveness of manufactured products in market conditions.

Today, the country already has a common interest among the leaders of the country and regions, manufacturers and suppliers of products, the population in improving the quality of products and services, as well as the quality of life. More and more Russian enterprises are striving to obtain a certificate for a quality system, since without this long-term success in business is impossible. The concept of "quality" applies to all types of activities: the conquest of sales markets on the basis of mutually beneficial partnerships with regular customers; the development of new markets by supplying competitive products.

The relevance of the topic of the course work determines that product quality is among the most important criteria for the functioning of the enterprise in a saturated market and prevailing non-price competition. Improving the technical level and quality of products determines the pace of scientific and technological progress and the growth of production efficiency in general, has a significant impact on the intensification of the economy, the competitiveness of domestic goods and the living standards of the country's population.

The purpose of the course work   - study of the product quality management process and the development of a quality management system at Novus L LLC.

The object   Research is a limited liability company "Novus L". Subject   Research is a product quality management process at Novus L LLC.

To achieve this goal, the following tasks :

-provide a general description of LLC Novus L;

-to analyze the main indicators of the enterprise, characterizing the effectiveness of its activities;

-analyze the established organization of quality control in LLC Novus L

-consider the stages of creating a quality management system;

-consider in detail the stages of creating a QMS in LLC Novus L

-to conclude the feasibility / inappropriateness of the implementation of the QMS in LLC Novus L

When performing the work, the following methods : description; material analysis; synthesis of information; comparison.

Coursework consists of an introduction, the main part, consisting of three chapters, conclusion, list of references and applications.

In the first chapter The theoretical foundations of quality are considered: basic concepts, history of the development of quality systems, etc .;

In the second chapter  the analysis of the organization of quality management work in LLC Novus L;

  In the third chapter  The main measures for the development and implementation of a quality management system at Novus L LLC based on the ISO 9000 standard are considered, and the effectiveness of these measures is calculated.

The methodological and theoretical basis of this work is the materials of textbooks, guidelines, legislative sources and periodicals, documentation of the enterprise LLC Novus L.

1. ESSENCE OF QUALITY MANAGEMENT

  1.1 Basic concepts in the field of quality

In a market economy, the quality problem is an essential factor in improving living standards, economic, social and environmental safety. In modern literature, there are various interpretations of the concept of quality. The International Organization for Standardization defines quality as a combination of properties and characteristics of products or services that give them the ability to meet specified or perceived needs. This standard introduced such concepts as “quality assurance”, “quality management”, “quality spiral”. Quality requirements at the international level are defined by ISO 9000 series standards, which appeared in the late 1980s. These standards have invaded manufacturing processes, management, and set clear requirements for quality assurance systems. They laid the foundation for certification of quality systems. An independent direction of management has emerged - quality management. Currently, scientists and practitioners abroad connect modern quality management methods with the TQM methodology (total quality management) - universal (all-encompassing, total) quality management.

Quality can be represented in the form of a pyramid (Fig. 1.1).

Fig. 1.1 Pyramid of quality

At the top of the pyramid is TQM - total quality management, which involves the high quality of all work to achieve the required product quality. Of particular importance is the quality of work directly related to the release of products (timely identification of defects, etc.). Product quality stems directly from quality work. Here, the quality of suitable products is evaluated, the opinion of the consumer is taken into account, complaints are analyzed.

With the development of scientific and technological progress, automatic devices for controlling complex equipment have appeared. The concept of reliability arose. Methods have been developed for the collection, processing and analysis of quality information. Firms operating in a market economy sought to organize quality monitoring. Emphasis was placed on the prevention of defects. In the conditions of a command-administrative economy, quality is interpreted from the perspective of the manufacturer. From the standpoint of product compliance with consumer requirements, the concept of quality has developed in a market economy.

The idea of \u200b\u200bsuch an approach to determining the quality of products is contained in a special science - qualimetry. “Quali” in Latin means “what quality”, and “metreo” in ancient Greek means “measure”. Qualimetry is the science of how to measure and quantify the quality of products and services. Qualimetry allows you to quantify the qualitative characteristics of the product. The main purpose of qualimetry is the development of techniques that allow you to express the quality of a particular object with a single number that characterizes the degree to which the object meets social needs.

The essence of quality measurement in qualimetry is as follows:

1. For each type of product, its specific quality levels are fixed in standards and technical conditions.

2. The quality standard is selected.

3. Achieved quality is compared with the standard.

At the same time, quality cannot be considered in isolation from the standpoint of the producer and consumer. Without ensuring technical and operational and other quality parameters recorded in the technical specifications (TU), certification of products cannot be carried out. Important properties for assessing quality are:

Technical level, which reflects the materialization in the production of scientific and technological achievements;

Aesthetic level, which is characterized by a set of properties associated with aesthetic sensations and views;

The operational level associated with the technical side of the use of products;

Technical quality, involving the harmonious coordination of the estimated and actual consumer properties in the operation of the product.

Thus, quality is one of the fundamental categories that determines the social and economic basis for the successful development of society.

1.2. Principles and Functions of Quality Management

Quality management should be based on scientifically sound principles. They can be divided into are common, system-wide and special  . TO common quality management principles include the following:

The use of integrated search and decision-making in the field of quality;

Orientation of the activities of all personnel to solving quality problems;

Using a wide range of techniques and working methods to achieve high quality products.

Along with general principles, it is advisable to be guided by system-wide   management principles, which should include:

Focus, the creation of subsystems to achieve goals;

Divisibility achieved by decomposing a system into subsystems and elements;

Hierarchy, the formation of a multi-level system with the delegation of authority to the appropriate level of management;

Complexity achieved by mutual coordination of all formed subsystems, elements used in quality management;

Interconnectedness, through the implementation of interconnections of the formed quality management systems with all other SU enterprises;

The closedness of the managerial process, implemented by the implementation in the system of a full general functional cycle;

The systematic nature of the continuous implementation of all quality management work, and the duration of their action;

Continuity is expressed in the use of advanced domestic and foreign experience in systemic quality management;

Simplicity and clarity, for everyone working to understand everything related to quality management and ensuring the competitiveness of products

Along with general and system-wide principles, consideration should be given to special   Quality management principles developed by leading international companies. These principles form the basis of international standards in the field of quality management ISO 9000 series.

1. Customer focus  . Organizations depend on their customers and therefore need to understand their current and future needs, fulfill their requirements and strive to exceed their expectations.

2. Leader Leadership  . Leaders ensure unity of purpose and direction of the organization.

3. Employee involvement  . The full involvement of employees enables the organization to capitalize on their abilities.

4. Process approach  . The desired result is achieved more efficiently when the activity and related resources are managed as a process.

5. Systematic approach to management  . Representation of management in the form of a system of interconnected processes, which provides a greater contribution to the effectiveness and efficiency of the organization in achieving its goals.

6. Invariable goal - continuous improvement of the company based on quality.

7. Factual decision making  . Effective decisions are based on an analysis of objective evidence and information.

8. Mutually beneficial relationships with suppliers  . The mutual benefit relationship of the organization and its suppliers enhances their ability to effectively achieve goals.

For effective implementation of principles the main   and special the functions  management. The composition of the main management functions (OFU) include:

- planning  , which is a process of preparation by managers of decisions to ensure the efforts of the team to achieve the goals of the enterprise in the field of quality and competitiveness;

- the organization  aimed at structuring all work of an organizational nature and their distribution vertically and horizontally;

- motivation  , ensuring the intensification of the labor of workers to perform all types of work with high quality;

- the control  representing; 1) tracking what is planned to improve and ensure quality 2) determining what has been done in a certain period of time, 3) comparing what is planned with what has been achieved 4) taking corrective measures when deviations are detected.

TO special   Functions include:

Market research and consumer requirements for quality;

Determining the position of the enterprise on the market and goals;

Forecasting consumer needs, demand;

Design and development of technical and economic requirements;

Development and putting products into production;

Provision of material and technical supply;

Metrological support;

Organization of personnel training to ensure product quality;

Organization and manufacture of defect-free products of stable quality;

Conducting quality control, testing and certification of products;

Providing packaging, loading and storage of products;

Providing installation, after-sales technical assistance and product service;

Ensuring the disposal of products after its operation;

Information and documentation support;

Keeping records and cost analysis to improve product quality;

Organization and conduct of inspections, analysis and elimination of deficiencies;

Providing feedback to consumers.

It is necessary for each unit and employee to assign certain quality management functions. It is also important that when implementing the principles of quality management and the performance of functions, all stages of quality are covered.

  1.3. Quality Systems Development

Until the late 1980s, the study of the concept of “quality management” dealt mainly with the term “product quality management”. Back in 1979 A.V. Glichev, M.I. Kruglov defined product quality management as “a constant, planned, goal-oriented process of influencing factors and conditions at all levels, ensuring the creation of products of optimal quality and their full use”. The same definition is given by T.V. Korneeva. The economic dictionary “Product Quality” interprets this term as follows: “Product quality management is the process of managing the activities of enterprises and organizations to achieve a balance of product properties with the need for them in the interests of its full satisfaction."

In 1998 A.V. Glichev in his work "Fundamentals of Product Quality Management" already gives a different definition: "Product quality management is the preparation and inclusion in the quality plan of quality indicators of newly mastered or modernized products, as well as the implementation of the necessary work to achieve and maintain these indicator values." In accordance with the above definitions, a diagram of the quality management process has been drawn up (Fig. 1.2).

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

By the end of the 1980s, it became clear that talking only about product quality management means keeping in mind a tenth of the total variety of facilities whose quality management needs to be discussed in modern conditions. In this regard, the concept of "quality management" was standardized. International Standard ISO 8402 defines quality management as “methods and activities of an operational nature used to meet quality requirements”. However, in our opinion, this definition does not reflect the real essence of quality management. After reading it, a logical question arises: why does quality management include only operational measures and does not affect strategic aspects? Pointing to the operational nature of the measures, the authors of the standard emphasize that these are the methods and actions that are implemented in the current time interval, while the permissible duration of this period is not determined. It turns out that actions that go beyond it cannot be attributed to quality management. And this, in our opinion, is not true.

Of course, in quality management activities there are actions that can and should be carried out precisely in an operational manner (elimination of inconsistencies identified during a specific technological operation, etc.). But quality management must necessarily include strategic aspects, without the development of which operational activity is also impossible.

A further history of the development of documented quality systems can be distinguished in five stages.

1. First stage   is the initial stages of a systems approach when the Taylor system (1905) appeared. She set the requirements for product quality in the form of templates configured to the upper and lower tolerance limits - through and through calibres. Relations with suppliers and consumers were built on the basis of requirements established in the technical conditions, the implementation of which was checked during acceptance control (input and output). To ensure the successful functioning of the Taylor system, the first quality professionals were introduced - inspectors (in Russia - technical inspectors).

2. Second phase  . In 1924, Dr. Jones' group was established at Bell Telefone Laboretree, which laid the foundation for statistical quality management. These were the development of control charts, the first tables of selective quality control. These works were widespread in Japan and had an impact on the economic revolution in this country.

3. The third stage. In the 1950s, the concept of total quality management, TQC, was put forward. Its author was an American scientist A. Feigenbaum. TQC systems were developed in Japan with the involvement of personnel in the work of quality circles. At this stage, documented quality systems appeared, establishing responsibility and authority, as well as interaction in the field of quality of the entire enterprise management. The main motives for quality work were the recognition of achievements by colleagues and management, the concern of the company about the future of the employee, his insurance and support for his family.

The stage of development of systemic quality management also took place in the USSR. Here the KANARSPI system was born (quality, reliability, resource from the first products). The author of the system was the chief engineer of the Gorky Aviation Plant T.F. Safie. He was the first to shift the emphasis of quality assurance from production to design, attaching great importance to testing.

4. In 1970-1980. The transition from universal quality management to universal quality management (TQM) has begun. A series of international standards has appeared - ISO 9000 (1987) standards, which have had a significant impact on quality assurance. The basic philosophy of TQM is that there is no limit to improvement. The role of staff training is growing. It becomes total and accompanies workers throughout their labor activities. The main installation of quality systems built on the basis of ISO 9000 series standards is to ensure the quality of products required by the customer and provide him with evidence of quality.

5. The fifth stage.   In the 1990s, enterprises began to take into account the interests of society more and more. This has led to the emergence of ISO 14000 standards that establish requirements for management systems in terms of environmental protection and product safety. Compliance of quality systems with ISO 14000 standards is becoming no less popular than with ISO 9000 standards.

In modern conditions, in our opinion, quality management is a certain strategy and not only survival, but also the further prosperity of society as a whole, organizations and each person.

1.4. The essence of the process approach to quality management

Process approach considers management activities as the continuous implementation of a set of interrelated activities and common management functions (forecasting, organization, etc.). Moreover, the implementation of each work is also considered as a process, i.e. as a set of interconnected continuously performed actions that transform some inputs of resources, information, etc. in relevant outputs, results. Figure 1.3 shows a model of a quality management system based on a process approach.

Fig. 1.3 Model of a quality management system based on a process approach

The functioning of the quality management system according to ISO 9000: 2000 standards is based on the Deming principle (PDCA):

Plan (Plan) - activities should be planned;

Do (Do) - the activity must be performed;

Check (Check) - the performed activities should be checked for compliance with the planned results;

Correct (Act) - the results of control should be analyzed in terms of achieving the planned results.

To implement a process approach to quality management, an enterprise must go through at least ten main stages (guided by GOST R ISO 9001-2001):

1. Identify the types of processes  . The organization shall determine the processes necessary for the quality management system; the sequence and interaction of these processes; criteria and methods for their provision.

2. Formulate the goals of the processes  . Consumer expectations must be aligned with the goals of the process, consistent with the goals of the organization.

3. Identify process boundaries  . It is necessary to determine where one process ends and another begins, in order to differentiate the powers and responsibilities of employees within the company, as well as their “exit” to suppliers and consumers.

4.Share responsibility   officials for the field of activity in order to achieve the effectiveness of the quality management system.

5.Define the process structure  . A visual description of the process is useful for understanding the flow and sequence of actions.

6.Define process inputs and outputs  . What the process begins with and how it ends are the inputs and outputs of the process. It is important to focus on the assignable inputs and outputs and track them from process to process.

7.Implementation and Management  . Process management should be carried out in accordance with the requirements of GOST R ISO 9001-2001 and involves planning processes, providing them with resources and servicing.

8.Define measurable quantities and indicators . The ISO 9000 series contains requirements for measuring the effectiveness and efficiency of each process. Therefore, it is important to formulate what to measure and how to evaluate the activities of personnel.

9. Monitoring and Evaluation  . It is necessary to determine a number of indicators to be registered in order to confirm their compliance with the planned data.

10.Enhancements  . The logical conclusion to the creation of a process model is its improvement, since everything cannot be absolutely perfect.

The process approach in the quality management system can be implemented sequentially, in parallel and sequentially-in parallel (Fig. 1.4).

Consistent process approach to quality management

Parallel process approach to quality management

Sequentially parallel process approach to quality management

Fig. 1.4 Sequential, parallel and serial-parallel process approaches to quality management

Advantage of the process approach   consists in the continuity of interconnected management work. This provides:

Getting a synergistic effect of the result in the field of quality;

More complete implementation of quality requirements;

Continuous improvement of quality management processes.

  1.5 Quality and safety management of products in the food industry

In conditions of intensive globalization of the food product market, increased competition, and an increase in the number of hazard factors, ensuring the quality, safety, and competitiveness of manufactured products is of particular importance for enterprises in the Russian Federation.

To date, experience has been gained in using various systemic approaches to managing the quality and safety of products in the domestic food industry. In the Russian Federation, the legal framework for ensuring the quality and safety of products, goods, services, works are: the Constitution and the Civil Code of the Russian Federation, the Law of the Russian Federation "On Protection of Consumer Rights", the Federal Laws "On Technical Regulation", "On the Quality and Safety of Food Products", " On Sanitary and Epidemiological Services for the Population ”and other laws, as well as regulatory legal acts adopted in accordance with them.

These documents together contain norms aimed at ensuring many consumer rights, including the acquisition of high-quality and guaranteed safe products. The exercise of these rights, directly or indirectly, can be carried out only on the basis of systematic approaches to the management of product quality and safety, which allow satisfying the requirements of consumers, society (state), and other interested parties.

The state control of product safety in the form of mandatory confirmation of compliance is aimed at preventing the entry of hazardous products on the market, but is not associated with the most important consumer characteristics of its quality and competitiveness. Therefore, products that have successfully passed the conformity assessment procedure may be of poor quality.

A radical solution to the problems of quality, safety, products by food industry enterprises is possible only when using system management methods. Their application is associated with significant costs, so the choice of a particular system for implementation should be determined by the strategic development goals and financial capabilities of the enterprise.

In Russia, the following systems can be developed and implemented to manage the quality and safety of manufactured products on a voluntary basis:

Quality Management System (QMS) in accordance with the requirements of ISO 9000 series standards (GOST R ISO 9001-2001, GOST R ISO 9004-2001);

Food safety system based on the principles of HACCP (in Russian transcription - HACCP) (GOST R 51705.1);

Environmental Management System according to ISO 14000 (GOST R ISO 14001);

GMP systems (Good Manufacturing Practice) - Good Manufacturing Practices established in EU Directive 93/43;

Food safety management system in accordance with the requirements of ISO 22000: 2005 (GOST R ISO 22000-2007).

The introduction of the QMS in accordance with the requirements of the standards of the ISO 9000 series in many respects contributes to ensuring stable quality and competitiveness of food products. The great importance of these standards lies in the fact that they allow introducing systemic and process approaches into the organization’s management, ensuring that the management focuses on consumers and takes into account the interests of all parties interested in the organization’s activities.

Based on the foregoing, we can conclude that the implementation of a quality management system based on the ISO 9001 standard is extremely important and necessary in real conditions of market relations and the difficult environmental situation in the country and the world. Therefore, in our course work, we will develop a quality management system based on the above standard, for example, Novus L LLC.

First, we will characterize this company, describe the existing organization of work on managing the quality of products, identify gaps and shortcomings in the existing system, and try to develop a quality management system for this company.

2. ANALYSIS OF THE ORGANIZATION OF QUALITY MANAGEMENT WORKS AT NOVUS L LLC

  2.1 General characteristics of LLC “Novus L"

LLC Novus L is located in the North-West region of the country in the Vologda region, the regional center of Vytegra. The company was established in 1993 as a private company that provided freight transportation services. In 1995, the head of the enterprise decided to open a mini bakery for the production of hot bread. In 1997, the company acquired a bakery in the village of Ponizovye, Vytegorsky District. Later, bakeries began to function in Mirny settlement, Mezhozerye settlement, Oktyabrsky settlement, Lake settlement. Since June 2006, bakery has been allocated to a new enterprise on the basis of the leased property of Novus L LLC.

In 2002, a new stage began in the development of the production activities of Novus L LLC, namely, the building of the Aqua-Lux bottling plant for environmentally friendly natural drinking water was put into operation. The unique location of the well (on the shore of Lake Onega) and the construction of the plant associated with it allows you to extract water and transport it through an underground pipeline directly to the production, where they pass through the finest filters, remove the smallest grains of sand, leaving its chemical composition intact.

Limited liability company Novus L (LLC Novus L) operates on the basis of the charter. LLC Novus L is located at 162900, Vytegra, ul. Lenin, d. 15. The trading company has a seal with its name, trademark (symbolism). The authorized capital of the Company amounts to 48349 (forty eight thousand three hundred forty nine) rubles.

The main objective of the Company is to profit from revenue. The main activities of the trading company is:

Mineral water production;

Catering services.

The organizational structure of the enterprise “Novus L LLC” includes four main divisions: Administrative and economic department, Workshop of the main production, Support service departments, Accounting. The structure of enterprise management is presented in detail in Appendix 1.

The company produces the following product range: drinking water, drinking water with iodine, drinking water with silver.

The most significant buyers of Aqua-Lux drinking water are wholesalers from Moscow, Cherepovets, Vologda, Murmansk, St. Petersburg and others. Water is also delivered to the shops of Vytegra and Vytegra district. Products are produced in bottles of 5 and 19 liters.

The main development criteria for Novus L LLC is:

Improving the quality of customer service of the company;

Increasing the range of products;

Reducing the cost of production.

The competitors of Aqua-Lux drinking water are:

Þ Royal Water LLC (Moscow), its market share is 8.5%

Þ LLC Start Plus (Vologda) market share 0.5%

Þ LLC Silver Dew (Vologda) with a market share of 0.5%

Þ Vita LLC (Karachay-Cherkessia) with a market share of 11%.

The dynamics of the products for three years is presented in Table 2.1 (initial data are presented in Appendix 2).

Table 2.1

Dynamics of the volume of products

According to table 2.1, it can be seen that the volume of manufactured products is increasing, and this is most clearly seen in figure 2.3.

Fig. 2.3 the Dynamics of the volume of products

Let us analyze the average growth rate of output over the past three years (see table 2.2).

Table 2.2.

Sales Growth Analysis

Years	Volume of products, thousand rubles	The growth rate of sales compared to the previous period,%	The average growth rate over 3 years,%
2007	14766	-
2008	29920	203
2009	32467	109	156

Forecast of the volume of output for 2010 \u003d Sales volume for 2009 * Average growth rate / 100 \u003d 32467 (156/100) \u003d 50 648.52 thousand rubles.

If the growth rate will increase at the same rate, then sales in 2010 will amount to 50 648.52 thousand rubles.

The financial stability indicators of an enterprise characterize the structure of capital used by the enterprise from the standpoint of its solvency and financial stability. These indicators allow us to assess the degree of protection of investors and lenders, as they reflect the ability of the company to repay long-term liabilities. An analysis of financial stability is carried out using special ratios (see Table 2.3):

Autonomy ratio;

Coefficient of financial dependence;

Multiplier of equity;

Investment coverage ratio;

The coefficient of immobilization of property.

Table 2.3

Values \u200b\u200bof financial stability indicators of Novus L LLC for two years

Autonomy ratio   characterizes the extent to which assets are formed at the expense of own funds. The autonomy coefficient is higher than the recommended value in 2008. It is 0.85, and in 2009 it increased by 0.05 and is equal to 0.9. This indicates an increase in the financial strength of the enterprise, its stability and independence from external loans. The assets of the enterprise are formed at the expense of own funds (more than 85% of the assets of the enterprise are formed at the expense of equity). The company has sufficient independence and the ability to conduct an independent financial policy.

Coefficient of financial dependence  , characterizes the degree to which the enterprise depends on external sources of financing, that is, how much borrowed funds the company attracts for 1 RUB. invested in assets of own funds. In 2009, the indicator decreased by 0.06 and amounted to 0.11, this indicates a decrease in the company's dependence on borrowed funds. This means that for 1 ruble of own capital, the company attracted from 11 to 17 kopecks of borrowed capital, that is, lenders practically do not participate in financing the company.

Equity multiplier   reflects the ratio of all funds advanced by the enterprise, and its own capital (assets). The indicator in 2009 decreased by 0.06 and amounted to 1.11.

Investment coverage ratio   characterizes the share of the property of the enterprise associated with long-term sources of financing. The value of the investment coverage ratio at the end of the period is 0.9, which is equal to the permissible value, which means that the share of equity and long-term liabilities in the total amount of capital is 90%.

Property Immobilization Ratio   shows what the share of non-current assets in the value of all funds of the enterprise. The value of this ratio in 2009 is 0.60, which is 0.18 higher than in 2008 and indicates that the share of current assets in property has decreased.

The plans of the enterprise include increasing the competitiveness of products by improving its quality and reducing costs. In the plans for future activities of the enterprise, the main place is occupied by the issues of development and development of water production in new packaging of various volumes. The research plan includes an analysis of the compliance of the produced drinking water with the requirements of European standards. In addition, the plans of the enterprise include the reconstruction and technical re-equipment of production facilities for the extraction and bottling of drinking water.

2.2 Analysis of the existing organization of work on quality management in LLC Novus L

Due to its mineral composition and high oxygen content (up to 16 mg / l.), Aqua-Lux drinking water is recommended for nutrition of all age groups. It not only satisfies the body's need for trace elements, but also helps to remove accumulated excess salts and slags.

Water undergoes multi-stage purification using modern equipment, where it is freed from organic, inorganic and biological impurities with the preservation of natural minerals and taste.

LLC Novus-L together with the Institute of Human Ecology and Environmental Health named after A.N.Sysina for the first time in Russia introduced the method of saturation of water with iodine at the ion level for 19-liter bottles.

Each batch of water undergoes an examination of the suitability of its consumption for food purposes (see Appendix 3), which guarantees the safety of Aqua-Lux water, but the company does not have an internal water quality management system. At OJSC Novus L there is a position of a technologist (and assistant technologist) who control the quality of water.

The workshop technologist is engaged in maintaining a list of processes, distributing processes among production stages, and registering information on processes. The main responsibility of the technologist is to prevent the release of products that do not comply with TU, documentation, contractual conditions.

The company's products can be sold only after its acceptance, examination and issuance of a certificate certifying the quality of the products.

Quality control includes:

Incoming quality control of auxiliary materials (containers), as raw materials for water production are extracted in the own workshops of Novus L LLC, components that go to the enterprise’s warehouses;

Production operational monitoring of compliance with the established technological regime, interoperational acceptance of products;

Systematic monitoring of the condition of equipment, production conditions and transportation of products and other checks;

Control of finished products.

To determine the level of organization of quality management work in LLC Novus L, we consider the cost structure for ensuring the quality of products (table 2.4)

Table 2.4

Cost structure for ensuring the quality of products of LLC Novus L

Indicator	2007	2008	2009
The volume of production in value terms, thousand rubles	14766	29920	32467
The volume of production in value terms with discrepancies, thousand rubles	310	356	404
Total claims and returns	706	795	984
The volume of total costs to ensure the achieved level of quality, thousand rubles	1759,6	1944,1	2002,56
including
internal costs of services with identified inconsistencies	369,5	447,1	480,6
external costs of services with identified inconsistencies	1090,95	1147	1241,6
control costs	158,4	194,4	120,2
prevention costs	140,75	155,6	160,16

As follows from the table, the cost of manufacturing products with inconsistencies (internal and external), can reach 80%. Moreover, this cost complex includes not only the cost of the most inappropriate products, but also excessive production time, redistribution of work, compensation for claims, complaints, etc. Nevertheless, the company’s management, despite the large volumes of manufactured products of inappropriate quality, does not allocate the above-mentioned additional costs and do not take them into account, writing off them to various items of expenses, as a result of which there is an unreasonable rise in the cost of processes that falls out of ntrolya and becomes the working norm.

The quality of discharged water for 2009 is characterized by the following data:

An analysis of the nature of inconsistencies and the causes of their occurrence in most cases comes down to incriminating and financially punishing the perpetrators, which not only does not stimulate the prevention of inconsistencies, but also encourages personnel to conceal the fact of production of poor quality products. The patterns of distribution of costs for products with inconsistencies for the reasons for their occurrence were identified (see table 2.6).

Table 2.6

The structure of the causes of inconsistencies in the quality of products of LLC Novus L

The first most significant cause of product discrepancies is substandard materials (36%). The second significant reason for the occurrence of product discrepancies in insufficient technical equipment and equipment wear (28%). The third most significant reason (up to 26%) lies in the lack of knowledge of personnel or their dishonesty.

As a general trend, it was revealed that LLC Novus L does not carry out systematic work to improve and stabilize the quality of its products, the preventive measures being taken, including to ensure the stability of technological indicators, are more of an episodic nature. Information on products with inadequate quality in most cases is not taken into account and not analyzed, which leads to a distortion of the nature and distribution of costs for quality assurance. In some cases, such products identified before the completion of the process are not recorded in any reports.

Thus, in an environment where the share of the cost of preventive actions is extremely small and relatively little attention is paid to the whole system of measures aimed at preventing the occurrence of non-conformities, the costs of producing products of inappropriate quality appear and grow.

3. BASIC MEASURES FOR THE DEVELOPMENT OF A QUALITY MANAGEMENT SYSTEM IN LLC NOVUS L BASED ON ISO 9000.

The studies conducted in the second chapter of the course work revealed the urgent need to create and implement a product quality management system at Novus L LLC.

The analysis of quality indicators revealed serious problems in the field of quality:

Þ lack of a systematic approach to solving problems of improving product quality;

Þ high cost of the applied model of conformity of quality;

Þ decrease in the level of quality of products;

Þ increase in marriage; non-conforming products;

Identified problems can jeopardize the entire production process. Therefore, it is impossible to further develop the enterprise without creating and implementing an effective quality management system.

In general, all the work carried out at the enterprise to create and implement a product quality management system is divided into 4 stages:

1. preparation for the development of the system;

2. analysis;

3. documentation;

4. implementation.

Qualified specialists in the field of quality management systems can provide the company with very significant assistance in the development and implementation of this system. Attracting consultants will reduce the time needed to create a quality management system, avoid mistakes in the development and implementation of documentation from the very beginning, and reduce risks when setting up a quality system. However, it should be noted that the work of consultants will not replace the internal activities of the enterprise in creating and implementing a quality management system: only the joint work of external specialists and employees of the enterprise will ensure the success of the consultation project.

3.1. The main stages of creating a QMS in the enterprise

So, to create and implement an effective quality management system, an enterprise must go through the following steps:

Step 1. Management Decision

The management of the company must decide on the start of the project, notify the employees of the company, and create the prerequisites for the quick implementation of the remaining stages. You should also formulate the goals of building a QMS, highlight the QMS processes that need to be controlled, and criteria for assessing their quality. Subsequently, the objectives of the QMS must be recorded in a document entitled “Quality Policy”. This document is fundamental in the regulatory system of the QMS company.

The director of the company by order appoints a representative of the management responsible for quality, forms a team to develop a quality management system and appoints its head. The director of the enterprise carries out general management of the work and strategic decisions on the development and implementation of ISO standards and is personally responsible for the final results of this work.

The operational management of the implementation rests with the representative of the management responsible for quality, who can also be appointed as the team leader. A management representative regularly informs management about the process of developing a quality management system and, if necessary, intervenes in this process for adjustment or assistance.

Stage 2. Staff training

For the further successful work of the QMS, the personnel of the company should study the ISO 9000 series standards, master the theory of the process approach, as well as the basic requirements for the implementation of the QMS. Training in the use of the system can be carried out both with the help of consultants, and independently if the organization has an employee who has experience in setting up a QMS.

Stage 3. Integrated Quality Management Analysis

At the third stage, a comprehensive analysis of product quality management at the enterprise is carried out. The stage begins with an analysis of the strengths and weaknesses of the enterprise in the field of quality, as well as the organizational structure and methods used to control product quality.

The conformity assessment of the actual state of quality management at the enterprise with the Quality Policy and the requirements of ISO 9000 is carried out in the following areas:

Organization of quality control in the production process and final quality control of finished products.

All departments and services of the enterprise are involved in the analysis. The main objects of analysis are:

Company documents that can be used in the created quality management system;

Activities of quality assurance units;

Organizational structure of the enterprise;

Regulations on divisions, job descriptions that determine the distribution of responsibility and authority in the enterprise;

Information on the quality of products;

Route technology, operational maps, methodological, operational, control instructions;

Standards of enterprises, technical specifications for products, sales catalogs.

The analysis should show how the enterprise documentation meets the minimum requirements and can be used in the quality management system. As part of the analysis of the actual state of quality management, the team should find out the following:

How actually workplace processes are carried out;

What are the conscious or unconscious deviations in the processes;

Which of these deviations are random, and which should be taken into account in the design of the quality management system to achieve success.

These tasks should cover all departments. Assistance from an experienced consultant can greatly simplify the analysis of the actual state of quality management, as the assessment of a third-party specialist is more objective.

Stage 4. Description and optimization of business processes

The basis of the quality management system is the process approach. First of all, it is necessary to describe those business processes, the management of which management considers the most important for the QMS. The description is carried out using specialized computer tools based on information obtained during interviews with performers, etc.

The described business processes must be optimized, that is, eliminate all non-compliance with the requirements of the standard and duplicate processes, as well as develop new processes in accordance with the rules of the standard. Most often, companies do not have the “Customer Satisfaction Assessment” process, which is necessary by the standard. Therefore, it is necessary to develop a system of indicators, as well as the procedures necessary for the implementation and monitoring of this process.

Stage 5. Development of regulatory documentation for the QMS

At this stage, regulatory documents, regulations and procedures are formed to ensure the operation of the quality management system. The basis for them is a set of documents already existing at the enterprise, which is modified and supplemented in accordance with the requirements of the standard.

First, on the basis of the “Quality Policy”, a document is prepared under the name “Quality Guide”. It contains the main provisions governing activities within the QMS: the delimitation of areas of responsibility, requirements for the quality service, a description of quality assurance procedures, the QMS document management procedure, etc.

The next level of documents is called System-wide Documented Procedures. In accordance with ISO 9001, six procedures should be followed: document management; record management; QMS audit management; management of products that do not meet standards (the process of identifying defective products and the procedure for their disposal); management of non-compliance corrective actions; management of non-compliance events .

The next level documents describe the rules for effective planning and implementation of processes and their management. Such documents include working methods, job descriptions of employees, technological cards of processes.

The basis of the “pyramid” of documents is data confirming that the requirements imposed by the QMS are implemented in practice. These are reports on the work done, entries in the operation logs, etc., that is, the documentary basis of the daily work of employees.

When compiling normative documentation, it is necessary to take into account the requirement of the ISO 9001 standard on the competence of personnel performing work within the QMS. This means that the regulatory documents should describe the process of employees' access to regulatory documents, as well as the requirements for staff competence (level of knowledge, work experience), a program to increase the level of employees, if necessary, a system of employee motivation, etc.

Stage 6. QMS testing and internal audit

After the development of all regulatory documents, the trial operation of the quality management system begins. It is possible to start processes within the framework of the new system gradually, for example, first introduce control of the process of water production, then its purification, bottling, etc. Pilot operation is accompanied by an internal audit, special procedures to verify the performance of the QMS. At the beginning of operation, they are carried out often (perhaps once a week), then less often (once a month or even a quarter).

For the purposes of internal audit, it is necessary to fix quantitative indicators of quality, for example, the percentage of low-quality products, customer satisfaction, percentage return, etc., to which you must strive. To determine the value of such indicators, usually use the same indicators of industry leaders. During the internal audit, discrepancies between the current work and the requirements of the standard should be identified. These deviations must be recorded. Then, based on the results of the audit, employees’s work is adjusted, as well as regulatory documentation in order to avoid deviations in the future. All this work should also be documented in the relevant QMS procedures.

Step 7. Obtaining a Certificate

In order to certify the QMS, it is necessary to submit an application to the certification body, to submit a number of documents to the certification body: application for certification; all QMS documents (“Quality Policy”, “Quality Guide”, organizational chart of the company, documented procedures, etc.); list of main consumers and suppliers of the enterprise.

Specialists of the certification body conduct an examination of the submitted documents within a month. Examination may include a visit by representatives of the certification body to the enterprise to verify the quality system in action. Based on the results of the audit, a protocol is drawn up in which all QMS inconsistencies are recorded to the requirements of ISO 9001. Usually, according to the results of the first stage of inspection, more than a hundred inconsistencies are found, and the task of the enterprise is to eliminate them as soon as possible. As a rule, these operations take 1-4 months.

After that, certification is carried out. If all discrepancies are resolved, a certificate is issued to the enterprise. The certification body conducts supervisory audits of the QMS with a certain frequency. They confirm that the company has not only implemented a quality management system, but also constantly improves it.

3.2 Implementation of the quality management system in LLC Novus L

So, now we’ll try to consider the implementation of the previously mentioned stages of the creation and implementation of the QMS in LLC Novus L (the cost of each stage will be calculated based on the cost of the services of the consulting organization).

  First stage. Management decision

Director of Novus L LLC V.M. decides on the implementation of an effective quality management system at the Novus L LLC enterprise, about which he must notify all employees with an internal order for the organization. This order should include:

The goal of introducing this system is clearly formulated (effective quality control of manufactured products, and, as a consequence, further development of the enterprise);

The processes that are the prerequisites for the implementation of the QMS (product quality reduction, a large volume of complaints and returns, high cost and at the same time the failure of product quality control measures, etc.) are indicated;

The QMS processes that need to be monitored (organization by the director of LLC Novus L on quality work; internal audit; search and control of non-conformities, corrective and preventive actions; assessment of customer satisfaction; management of regulatory documents, etc.);

Quality Assistant appointed. He is the head of the working group on the development and implementation of the QMS;

The group (team) for the development and implementation of the QMS was determined. The team should consist of representatives of all structural divisions of the company (administrative department, main production workshop, accounting, auxiliary servicing unit);

The representative (s) of a third-party organization, qualified specialists in the field of quality, hired specifically for the development and implementation of an effective QMS in LLC Novus L, are indicated;

  Second phase. Training

For the further successful work of the QMS, the personnel of LLC Novus L should study the ISO 9000 series standards:

1. Training of the director of Novus L LLC and the heads of structural divisions in the requirements of MS ISO 9001: 2000.

2. Training of the members of the QMS development team in the requirements of MS ISO 9001: 2000 and the methodology for the creation of the QMS.

Training is provided by third-party quality consultants. The cost of these training seminars is about 8 thousand rubles.

The third stage. Comprehensive Quality Management Analysis

The stage begins with an analysis of the strengths and weaknesses of Novus L LLC in the field of quality. The strengths of this organization include:

To achieve a high level of quality of produced drinking water, it undergoes multi-stage purification using modern equipment;

LLC "Novus L" for the first time in Russia, together with the Institute of Human Ecology and Environmental Health named. A.N.Sysina introduced the method of saturation of water with iodine and silver at the ion level;

Each batch of water is tested for the suitability of its consumption for food purposes, which guarantees its quality and safety.

Weaknesses of LLC Novus L in the field of quality are:

Lack of QMS products at the enterprise;

High cost of the applied model of conformity of quality;

Decrease in the quality level of products;

Increased marriage; non-conforming products;

Then, in the third stage, an analysis of the organizational structure and methods used to control product quality is carried out, as well as an assessment of the compliance of the actual state of quality management at the enterprise with the Quality Policy and the requirements of ISO 9000 is carried out in the following areas:

Clarification of methods for checking the quality of the supplied materials;

The organization of quality control in the production process and the final quality control of finished products (the structure of LLC Novus L and methods of quality control of their products were discussed in the previous chapters of the course work).

A working group led by the team leader and representatives of a third-party consulting organization are involved in the analysis. For analysis, the management of LLC Novus L should provide the following documents: the charter of the enterprise; approved organizational structure of the enterprise; regulations on units, job descriptions that determine the distribution of responsibility and authority in the enterprise; operational cards, methodological, operational, control instructions, etc.

A comprehensive analysis of the established organization of work on quality management will cost LLC Novus L 15 thousand rubles.

  The fourth stage. Description and optimization of business processes

This stage is based on a process approach to quality: it is necessary to describe those business processes, the management of which management considers the most important for the QMS. Description of business processes of LLC Novus L is presented in table 3.1.

Table 3.1

QMS processes at Novus L LLC

№	Process group	The processes
1	Key process	Production of competitive products and their implementation with the highest possible profit
2	Main processes	Interaction with consumers; assessment of their satisfaction; Design, development and approval of projects; Procurement management; Monitoring the composition and quality of products
3	Supporting processes	Human Resource Management, staff qualifications; Infrastructure management; Management of the working environment, maintaining the working environment in working condition; Management of a monitoring and measurement system; Legal support of the enterprise; Documentation management.

After determining the business processes, it is necessary to develop their organizational and technological schemes. Their development is accompanied by an analysis of the existing management system and making, if necessary, changes to the production process and organizational structure in accordance with the requirements of ISO 9000. An example of the organizational and technological scheme of a business process is presented in Figure 3.1. (it is based on the key business process of Novus L LLC).

Scheme 3.1 Organizational and technological scheme of the key business process of LLC Novus L

Description of business processes and the preparation of organizational and technological schemes will cost the organization 10 thousand rubles.

The fifth stage. Development of regulatory documentation for QMS

Based on the "Quality Policy" (see Appendix 4), it is necessary to develop a document "Quality Guide". This document should contain the delimitation of areas of responsibility within the QMS.

Responsibility, authority and awareness of personnel should be detailed in the Regulations on departments, job descriptions, enterprise standards and QMS instructions.

The quality manual itself contains the responsibility and authority of the management team that performs key functions in the development, ensuring effective functioning and continuous improvement of the quality management system (see table 3.2).

Table 3.2

Matrix of responsibility distribution in the quality management system

LLC Novus L

№	Stage name	Responsible persons
		Director of LLC Novus L	Team Leader	Working group	Coordinators by quality	External environment
1	2	3	4	5	6	7
	Issuing an order on the development and implementation of QMS at the enterprise	ABOUT	AND	AND	AND
2	Concluding an agreement on consulting services, hiring a team of quality coordinators	Oh Oh	AND	AND
3	Formation of a working group for planning and implementing a quality management system based on ISO 9000.	ABOUT	At	AND	At
4	Justification for the implementation and scope of the quality management system	ABOUT	At	AND	At
5	Creating the necessary level of awareness of the organization's employees on quality issues	At	ABOUT	At
6	Development of established documentation	AND	ABOUT	At	At
7	Development of a quality manual	AND	ABOUT	At	At
8	Ensuring staff participation	AND	ABOUT	At	At
9	System implementation	ABOUT	At	At	At
10	Audit and review of the quality management system	At	At	AND	ABOUT
11	Quality Management System Certification	At	At	AND	AND	ABOUT

Note: O - responsible; U - participant; And - informed

The general structure of the “Quality Manual” of LLC Novus L is presented in Appendix 5.

In addition, it is necessary to develop a Quality Plan that defines which procedures and related resources, by whom and when should be applied to a specific project, product or process (according to GOST R ISO 9000-2001). The quality plan for the development and implementation of QMS in LLC Novus L is presented in Appendix 6.

The cost of developing normative documentation for QMS Novus L will be about 25 thousand rubles.

Sixth stage. QMS testing and internal audit

The launch of processes within the framework of the new QMS is necessary gradually: first, introduce control of the water production process, then its purification, bottling, etc. Pilot operation is accompanied by an internal audit, special procedures to verify the operation of the QMS. At the beginning of operation, they are carried out daily, then once a week, then less often (once a month or even a quarter).

In the process of internal audit, accounts must be maintained. Essentially, the records contain information about the actions taken and the results in the field of quality. They should be kept clear, easily identifiable and recoverable in order to ensure that interested parties receive reliable information about the quality of the results and the effectiveness of the quality management system. Responsibility for maintaining records is the responsibility of those responsible for the process.

Testing the QMS and conducting an internal audit will cost the company about 20 thousand rubles.

Seventh stage. Obtaining a Certificate

To obtain a certificate, LLC Novus L, you must go through the following procedures (see table 3.3).

Table 3. 3

Composition and sequence of stages and work on certification of quality management systems of LLC Novus L

Stage	№	Procedure	Executor
Pre-certification phase	1.1	Preparation of the QMS and its documentation for certification.	LLC Novus L
	1.2	Drawing up a letter of appeal (application) of intention to conduct QMS certification.	LLC Novus L
	1.3	Analysis of the letter of appeal. Making a decision on the letter of appeal and notifying the applicant of the decision.	Certification body
	1.4	Conclusion of a contract for a preliminary assessment of the QMS
	1.5	Payment of the contract for certification work	LLC Novus L
	1.6	Forwarding a completed application, documents and initial data to the certification body.	LLC Novus L
Pre- actual stage analysis of pre- set by of documents	2.1	Examination of QMS documents. Preparation and drawing up of an opinion on the results of the examination.	Certification body
	2.2	Conclusion of an agreement for the next stages of certification (with a positive conclusion).	LLC Novus L, certification body
	2.3	Payment of the contract for the next stage of certification.	LLC Novus L
Certification QMS	3.1	Development of an audit plan and its coordination with the management of the customer company.	Certification body
	3.2	Checking and evaluating the QMS directly at the enterprise	Certification body
	3.3	Implementation of corrective actions by the customer (usually no more than 12 weeks).	LLC Novus L
	3.4	Verifying that the customer has completed corrective actions. Preparation of the final act on the results of the audit. Newsletter Act.	Certification body
	3.5	Registration of the certificate of conformity, registration of the certificate in the Register of the certification body.	Certification body
	3.6	Transfer of the certificate of conformity and all necessary documentation to the customer company.	Certification body
	3.7	Registration and conclusion of a contract for inspection control.	LLC Novus L, certification body
	3.8	Granting the enterprise written permission to use the conformity mark.	Certification body
	3.9	Inspection control of certified QMS, including control of the use of certificates of conformity and system conformity marks.	Certification body

The cost of the QMS certification process will be about 100 thousand rubles.

  3.3 Evaluation of the effectiveness of the development of a quality management system in LLC Novus L

In ISO 9000: 2006, the term “performance” is defined as the degree to which the planned results are achieved, and “effectiveness” as the ratio between the results achieved and the resources expended. Essentially, performance refers to achieving the goals of the organization, i.e. it reflects the degree of project implementation, and effectiveness is more likely to relate to the use of company resources during project implementation.

QMS performance indicators can be:

Increase in sales;

Increasing labor productivity;

Decrease in the level of marriage;

Obtaining certificates of conformity;

Increasing customer satisfaction

Improving the competitiveness of products;

Reducing the number of complaints from consumers.

The development and implementation of a quality management system based on the ISO 9000 standard relates to organizational and economic innovations. In addition to the economic effect of the creation and functioning of the quality system, structural and market effects arise that are extremely important, although they are extremely difficult to evaluate in monetary terms.

The results of the structural effect in LLC Novus L:

Clear, clear enterprise strategy;

Clear distribution of responsibility and sequence of actions;

Process control at all stages of the product life cycle.

Market effect results at Novus L LLC:

Creating a high level of quality system;

Gaining the confidence of new customers;

The effectiveness of the implementation of the quality system is understood as the ratio of the costs of its creation and the results. In this case, by the results we mean the reduction in quality costs.

Quality costs before the development and implementation of a quality management system at the enterprise amounted to 2,002.56 thousand rubles - this is 18.23% of all material costs. After the creation and implementation of a quality management system at Novus L LLC, it is assumed that the cost of quality will be reduced and amount to 5.47% of revenue - this is 1,775.9 thousand rubles. That is, after the implementation of the quality management system, they decreased by 12.76%.

A detailed change in the structure and size of the cost of quality is presented in table 3.4.

Table 3.4

The structure and change in quality costs in LLC Novus L after the implementation of the QMS

Effect \u003d Cost before - Cost after

Effect \u003d 2 022 560.00 - 1 775 900,00 \u003d 246 660 rubles

We will calculate how the profit of Novus L LLC has changed after the implementation of the quality management system.

P to \u003d 32 467 000 - 27 272 280 \u003d 5 194 720 rubles

P after \u003d 32,467,000 - 23,863,245 \u003d 8,603,755 rubles

Therefore, after the introduction of the quality management system at the enterprise, profit increased by 3 409 035 rubles.

The calculations for the development and implementation of the QMS in LLC Novus L were presented in paragraph 3.2. the third chapter of the course work (as well as in Appendix 6 to the course work), and amounted to approximately 178 thousand rubles.

We calculate through how much the project will pay off 3 409 035/178 000 \u003d 19.15, i.e. the project will pay off in 20 days.

Thus, according to the presented calculations, it is clear that the project is profitable, quickly pays for itself, and therefore, is realizable.

CONCLUSION

1. Until the end of the 1980s, the study of the concept of “quality management” dealt only with “product quality management”. In a modern developed society, such a narrow concept of quality has been replaced by the concept of universal quality management - Total Quality Management ( Tqm ) .

2. Quality management should be based on scientifically sound principles: common system-wide and special  . For effective implementation of principles  quality management system must be performed the main   and special the functions  management.

3. The functioning of the quality management system according to ISO 9000: 2000 standards is based on a process approach, ie the execution of each work is considered as a set of interrelated, continuously performed actions that transform the inputs of resources, information, etc. in relevant outputs, results.

4. The development and implementation of the QMS was considered on the example of the enterprise LLC Novus L. In the process of analysis, significant shortcomings were identified in the organization of quality control in this company: lack of QMS; high cost of quality control measures; decline in the quality of products; an increase in the number of defects and cases of complaints, which jeopardized the entire process of production and development of the entire enterprise.

Quality Guide (Appendix 5);

The matrix of the distribution of responsibility in the quality management system of LLC Novus L;

Quality plan for the development and implementation of QMS in LLC NovusL (Appendix 6)

7. For each stage, the estimated cost was calculated, which in the end amounted to about 178 thousand rubles.

8. In clause 3.3. the third chapter of the course work, by calculation, the profitability and payback of the project for the implementation of the quality management system in LLC Novus L were proved.

9. In conclusion, brief conclusions were drawn on the work done.

LIST OF USED LITERATURE

1. Alekseeva, E.V. Certification of quality systems at the enterprises of the food industry / E.V. Alekseeva // Food industry. 2007. No. 3. P. 64.

2. Versan V.G. Quality management integration, certification. New opportunities and development paths.// Certification. - 1994.- No. 3.-p.3. http://audiotag.info/index.php

3. Gissin, V.I. Product quality management: textbook. allowance / V.I. Gissin. - Rostov n / a: Phoenix, 2002 .-- 146 p.

4. Ilyenkova, S. D. Quality management: Textbook / S. D. Ilyenkova, N. D. Ilyenkova, V. S. Mkhitaryan and others. - M .: UNITI-DAMA, 2003.- 334с.

5. ISO 9000-2001. Quality Management Systems. Fundamentals and vocabulary. M .: Publishing house of standards 2001. - 25s.

6. Quality - a strategy of the XXI century: Materials of the VII International scientific-practical conference. - Tomsk, 2002 .-- 164 p.

7. Korneeva, T.V. Explanatory Dictionary of Metrology, Measurement Technology and Quality Management./ T.V. Korneeva; Ed. Yu.S. Veniaminova, M.F. Yudina. - M.: Rus.yaz., 1990 .-- 464 p.

8. Methods for implementing the process approach. - M., 2002 .-- 48 p.

9. Metrology, standardization and certification / A.D. Nikiforov, T.A. Bakiev - M .: INFRA-M, 2008 - 422 p.

10. Mikheeva E. N. Product quality and safety management at food industry enterprises. // Collection of scientific papers of SevKavSTU. Series "Food". 2009. No. 5.

11. Nikitin V.A. Quality management based on ISO 9000: 2000 standards .- SPb .: Peter, 2002.- 272 p. silt

12. Ogvozdin, V. Yu. Quality management / V. Yu. Ogvozdin.- M .: “Business and Service”, 2007.- 160s.

13. Ostropilov, V.V. Quality management: Textbook / V.V. Ostropilov.- M.: Publishing House "Economics", 2008.- 639с.

14. Panov A.N. How to win the competition: A harmonious quality system is the basis of effective management. - M., 2003 .-- 272 p.

15. Salimova, T.A. History of quality management: Uch. allowance / T.A. Salimova, N.Zh. Vitolkina. - M .: Kno Rus, 2005 .-- 250 p.

16. Spitsnadel V.N. Quality systems (in accordance with international standards ISO 9000): Development, certification, implementation and further development: Textbook. allowance. - SPb., 2000 .-- 336 s.

17. Theory of systems management: Textbook / Ed. P.V. Zhuravleva, R.F.Sedegova, V.G. Yanchevsky.- M .: Examination Publishing House, 2002.- 512с.

18. http://www.rusnauka.com/25_DN_2008/Economics/28689.doc.htm Bezrukikh Yu.A., Doctor of Technical Sciences Levshina V.V.// From quality management to quality management.

APPENDICES

ANNEX 1

Management structure of Novus L LLC

APPENDIX 2

ECONOMIC INFORMATION ABOUT THE PROJECT INITIATOR

Name of indicator	Unit	The value of the indicator for the last three years (2007-2009) quarterly
		1	2	3	4	5	6	7	8	9	10	11	12
1. The volume of production in physical terms	thousand tons
2. The volume of production in value terms	thousand roubles.	4500	3560	3194	3512	4397	8334	8467	8722	8332	7582	7580	8973
3. The volume of sales	thousand roubles.	4500	3560	3194	3512	4397	8334	8467	8722	8332	7582	7580	8973
4. Currency balance	million rubles	25	25	23	24	23	23	21	19	19	17	17	16
5. Fixed assets	million rubles	11	10	11	11	11	11	10	11	10	10	10	9
6. The average number of employees, total:	human	79	78	78	103	139	162	175	176	176	175	175	174
7. Including managerial staff	human	11	12	12	12	12	12	12	12	12	12	12	12
8. Engineering	human	6	6	6	6	6	6	6	6	6	6	6	6
9. Workers and employees	human	68	66	66	91	127	150	163	164	164	163	163	162

APPENDIX 3

APPENDIX 4

LLC "NOVUS L"

Quality policy

The policy of Novus L LLC in the field of quality is to:

Design, manufacture products and provide services of such quality and price that meet both the initial and current needs and expectations of customers and consumers;

Deliver precisely on time products that meet the requirements of customers and consumers, including safety, environmental friendliness, appropriate taste characteristics, and have an acceptable market price;

To gain and maintain a reputation as a supplier of high-quality drinking water at competitive prices in the domestic, regional and national markets.

The implementation of such a policy implies an understanding by all employees of the company of the requirements and expectations of customers and consumers in relation to the delivered products and the services performed. At the same time, all requirements for products and services (targeted water supplies, etc.) will be constantly evaluated and rebuilt to meet the expectations of customers and consumers. All the work of the enterprise employees must be carried out without defects in accordance with the specified requirements.

General Director of Novus L LLC V.M.

Deputy General Director for Quality Grinevetsky S.V.

APPENDIX 5

The overall structure of the “Quality Guide” LLC “Novus L”

Title page.

Foreword

1. General information about the company.

2. Instructions to the user.

3. Scope and scope.

4. Quality management system.

5. Management responsibility.

6. Resource management.

7. Product life cycle processes.

8. Measurement, analysis and improvement.

9. Confidentiality.

Appendix A. Organizational structure of enterprise management.

Appendix B. Organizational structure of quality service management.

Appendix B. Functional scheme for managing a quality management system.

Appendix D. List of QMS processes and subprocesses.

Appendix D. Album of process cards and process algorithms and / or subprocesses.

Appendix E. List of documented procedures and other QMS documents.

Appendix G. List of special processes.

The sheet of the account of periodic checks of the document.

Document change accounting sheet.

Unit familiarization sheet with the document.

APPENDIX 6

№	Event	Executor	Period of execution	Cost, thousand rubles	Result
1	Preparatory Activities
1.1	Development of an order to start a QMS implementation project at an enterprise	Director of Novus L LLC	2 weeks	-	Project Start Order
1.2	Creation of a working group, appointment of a person responsible for quality	Director of Novus L LLC	3 days	-	Working group for the creation and implementation of the QMS
1.3	Conclusion of a contract with a consulting organization for the development and implementation of QMS	Director of Novus L LLC	3 days	-	A team of consultants to create and implement a QMS
1.4	Conducting workshops for the Management and staff of LLC Novus L with the requirements of ISO 9001: 2000	Advisory group	7 days	8	Trained company staff in the field of quality
2	Development of QMS in LLC Novus L
2.1	Comprehensive Quality Management Analysis		2 weeks	15	Identification quality management work
2.2	Description of business processes, preparation of organizational and technological schemes	Advisory Group, Working Group	1.5 weeks	10	Organizational and technological schemes
2.3	Development of regulatory documentation for QMS	Advisory Group, Working Group	2 months	25	Package of normative documents of QMS
3.	The introduction of QMS in LLC Novus L
3.1	QMS testing and internal audit	Advisory Group, Working Group	periodically	20	Debugged QMS
3.2	Obtaining a Certificate	Director of Novus L LLC, working group	1-4 months	100	Quality certificate
Total:	178

Quality plan for the development and implementation of QMS in LLC Novus L

The documented process describes the process of studying sales markets, analyzing the demand and desires of the Consumer, with the aim of optimally adapting the organization's products to the market with the subsequent capture of the maximum part of the industry segment.

Strategic planning

The documented process extends to the CEO, senior management of the organization. It is used to carry out integrated planning in order to carry out the mission and achieve the goals.

QMS management process

The documented process applies to the entire organization’s quality management system, governs the development, documentation, implementation and maintenance, improving the effectiveness of the quality management system that meets the requirements of GOST R ISO 9001-2001 (MS ISO 9001: 2000), consumers and the organization’s own requirements. Download the documented process "QMS Management Process"

Organizational development

The documented process regulates the development process of the organization, from the adoption of development strategy plans (in some cases, decisions of senior management) to the implementation of specific decisions for all structural units of the organization. Aimed at creating an effective system

Assessment of staff satisfaction

The documented process applies to all parts of the organization, without exception. The process is monitored in order to assess staff satisfaction and conduct a systematic analysis of ongoing continuous changes in the world of work, social and labor relations in

Customer Satisfaction Rating

The documented process establishes a unified procedure and organization for collecting the necessary information to analyze (evaluate) the degree of customer satisfaction with the organization’s products and services. Boundaries of the process: from receiving data on marketing research, surveys

Continuous improvement of the quality management system

The documented process applies to the entire organization’s quality management system (senior management, QMS processes, units). The process is monitored in order to initiate a continuous increase in the effectiveness of the processes and quality management system for

Production setting

The requirements of this documented process should be implemented in all units that carry out the preparation and development of production. The purpose of setting products to production is: ensuring the readiness of production for the manufacture and production of the newly developed

Procurement

The documented process defines a unified procedure for the procurement of components, materials and semi-finished products, their storage, production support and warranty service. The purpose of the process is the timely provision of production with purchased products,

Federal Agency for Education of the Russian Federation

Vologda State Technical University

Department of Management

Discipline "Quality Management"

Signed for protection ______________ Accepted ____________

/ date / / date /

Protection will take place ______________ Evaluation _____________

/ date / / date /

Signatures of members of the commission

/ place, time / _______________________

_______________________

Head _______________

/signature/

Norm control ________________

_______________________________

/signature/

COURSE WORK

Subject: “DEVELOPMENT OF A QUALITY MANAGEMENT SYSTEM ON THE EXAMPLE OF NOVUS L LLC”

Code: 0607302610

Executor: Kruglova E.A.

Group: ZEGU - 51

D / address: Vologda region.,

vytegra city, st. Volodarsky, house 42 a, apt. 7

Introduction ..............................................................
		The essence of quality management ………………………………………… ..
		Basic concepts in the field of quality …………………………………….
		Principles and functions of quality management …………………………… ..
		Development of quality systems ………………………………………………… ..
		The essence of the process approach to quality management ……………… ..
		Product quality and safety management in enterprises food Industry………………………………………………...
		Analysis of the organization of quality management work in LLC Novus L ...
		General characteristics of LLC Novus L ………………………………… ..
		Analysis of the existing organization of work on quality management in LLC Novus L ………………………………………………………………………
		Major activities to develop a quality management system on LLC Novus L on the basis of ISO 9000 ...................... ...................
		The main stages of the creation of a QMS at the enterprise ...........................
		Implementation of the quality management system at Novus L LLC ..............
		Evaluation of the effectiveness of the development of a quality management system in LLC Novus L …………………………………………………………… ..
Conclusion ..................................................
List of used literature ………………………………………………………
Appendices …………………………………………………………………………… ...

INTRODUCTION

The 21st century is intended to be a century of high quality in all its manifestations - the quality of labor, products and services, the quality of the environment, i.e. realize the modern paradigm of civilized development. This work is devoted to quality, since it is precisely this that is the main condition for strengthening the national economy. This is convinced by the experience of the leading countries of the world. Quality is a political, moral and economic category.

The tool for successfully solving the quality problem at the level of enterprises and organizations is the introduction of quality systems that comply with ISO 9000 series standards. A certificate confirming this compliance is an extremely necessary condition for the competitiveness of manufactured products in market conditions.

Today, the country already has a common interest among the leaders of the country and regions, manufacturers and suppliers of products, the population in improving the quality of products and services, as well as the quality of life. More and more Russian enterprises are striving to obtain a certificate for a quality system, since without this long-term success in business is impossible. The concept of "quality" applies to all types of activities: the conquest of sales markets on the basis of mutually beneficial partnerships with regular customers; the development of new markets by supplying competitive products.

The relevance of the topic of the course work determines that product quality is among the most important criteria for the functioning of the enterprise in a saturated market and prevailing non-price competition. Improving the technical level and quality of products determines the pace of scientific and technological progress and the growth of production efficiency in general, has a significant impact on the intensification of the economy, the competitiveness of domestic goods and the living standards of the country's population.

The purpose of the course work  - study of the product quality management process and the development of a quality management system at Novus L LLC.

The object  Research is a limited liability company "Novus L". Subject  Research is a product quality management process at Novus L LLC.

To achieve this goal, the following tasks:

provide a general description of LLC Novus L;

to analyze the main indicators of the enterprise, characterizing the effectiveness of its activities;

analyze the established organization of quality control in LLC Novus L

consider the stages of creating a quality management system;

consider in detail the stages of creating a QMS in LLC Novus L

to conclude the appropriateness / inappropriateness of the implementation of the QMS in LLC Novus L.

When performing the work, the following methods: description; material analysis; synthesis of information; comparison.

Coursework consists of an introduction, the main part, consisting of three chapters, conclusion, list of references and applications.

In the first chapterthe theoretical foundations of quality are considered: basic concepts, history of the development of quality systems, etc .;

In the second chapterthe analysis of the organization of quality management work in LLC Novus L;

  In the third chapterthe main measures for the development and implementation of a quality management system at Novus L LLC based on the ISO 9000 standard are considered, and the effectiveness of these measures is calculated.

The methodological and theoretical basis of this work is the materials of textbooks, guidelines, legislative sources and periodicals, documentation of the enterprise LLC Novus L.

1. ESSENCE OF QUALITY MANAGEMENT

To obtain a certificate of the implemented quality management system for participation in tenders and competitions, the company often turns to a consulting firm, pays for the order, and the company draws up the necessary documents and issues a certificate. The company presents a certificate to the customer and continues to work as it did previously, without changing anything in its activities. This has a very distant relation to the quality system.

About the life cycle in detail

  An organization that makes a strategic decision to follow the requirements of GOST R ISO 9001 should take into account the following main points and declare them documented.

• Everything that happens in the organization in the process of its activities should follow the provisions of GOST R ISO 9001, which should be specifically stated in the “Quality Guide”, in the instructions and regulations describing the design (production) processes. So, internal documents should reflect changes in the size, structure of the organization, changes in the goals of production of goods and services, changing production processes.
• The requirements for a quality management system established in GOST R ISO 9001 are additional to the requirements for manufactured products. (This is very important, as customer requirements are the most important.)
• The organization’s quality management system can be used internally and externally. For example, certification authorities can use the system to assess whether a company is able to fulfill customer requirements and regulations.

The main provisions of the above standards are listed in the title of the sections of these standards. The main thing is the concept of the product life cycle (including software, automated systems), on the basis of which all the details of the process are built as part of the work on the project.

To compare and analyze a large number of standards and regulatory documents, we will consider the diagram below (Figure 1). This is an attempt to classify the various formulations of the life cycle (LC) in relation to the development of software and automated systems.

Figure 1. Life cycle stages in the development of automated systems in the interpretations of various existing standards. The picture is clickable.

The upper two rows provide a list of life cycle stages within the new GOST R ISO 9001-2015 (first row) and GOST R ISO 9001-2001 (second row). Despite some differences in wording, the life cycle stages in these standards are almost identical.

Differences between standards are manifested only in detailed explanations for each stage of the cycle. Note that the concept of “Organization Context” has appeared in the new standard. Its meaning is to study how the external or internal environment affects the prospects of the enterprise. GOST R ISO 9001-2015 in paragraphs 4.1 and 4.2 requires the identification of external and internal factors and the associated risks and opportunities. Thus, the meaning of in-depth analysis or studying the “context” is to collect and analyze data on the external environment and the current state of the business, on key success factors (which determines victory and loss), on the state of the market sector, its structure, dynamics, etc. . To decipher this concept and concretize the activities in accordance with this requirement, it is necessary to carefully analyze all the possible risks that arise in the process. More information on the concept of "context" can be found in the article by R. Ibragimov.

The third row of the diagram shows the stages of the life cycle when developing software in the interpretation of GOST 12207, which was created specifically for software development processes. There are also no fundamental differences in the interpretations of the life cycle compared to previous standards.

GOST 12207 is indeed a fairly strict standard. To fulfill all its requirements in software development is a difficult task. But it is important for us to note that the frightening number of standards for the quality management system and the requirements in them come down to thoroughly documenting the entire process of design, development and maintenance.

Let's look at the fourth row of the scheme. Here are the life cycle processes in the interpretation of GOSTs of the 34th series, published back in 1990. This series of standards has been developed so specifically and thoroughly that it has been used with virtually no changes so far. Many customers, when formulating requirements for documentation for automated systems, refer mainly to GOSTs of this particular series. Since the stages of the life cycle in the interpretations of ISO 9001, GOST 12207 and GOST 34th series coincide, this means that, fulfilling the requirements of the last of the listed GOSTs, that is, presenting the listed documents to the customer, we automatically work in accordance with the quality system in accordance with ISO 9001.

The last row in the scheme is an approximate list of documents, which is necessary for the organization of the quality system in the company.

I really hope that the above diagram has greatly simplified your life. Since now you already have a complete list of stages of the life cycle, there is a list of work that needs to be done at each stage, and a list of documents that should complete each stage. Of course, this list at the request of the customer can be adjusted in the direction of reducing or adding new documents not specified in GOST. But this is the right of the customer, and the contractor is obliged to fulfill his recommendations.

Unfortunately, this is far from all. So far, we have figured out only the production component, i.e., the software or AS development process.

Business Processes - The Basics

  The following processes remained behind the scenes: contract work, organization and project management, and quality assurance itself. This is also an independent organizational process. Describing these processes in text format is a thankless task, all descriptions are already in numerous manuals. Therefore, we will try to display the listed business processes in the form of another diagram (Figure 2).

Each of these processes (vertically) is marked in the figure with its own color. Separately selected positions that complete individual stages or the entire process as a whole. The process steps or documents remained colorless. All processes go in parallel. They are inextricable, as indicated by the arrow-links between the individual elements.

In the diagram, I tried to display some generalized version of the process. In each case, of course, there may be nuances and differences.

The contractor, using the above scheme, needs to analyze his specific business processes and identify those elements that require regulation. For example, the products of any IT company are obviously being tested. Does your company have a regulation that states what applies to critical bugs, what concerns non-critical bugs, and in what time frames do they need to be fixed? Surely, there are certain instructions on this subject. The approved regulations for this position - this is the quality management system. Moreover, testing affects both production and administration, as management must track the timely correction of errors.

Having done similar work on all processes, you can prove to the customer what kind of “SMKashny” and “ISOshny” you are. It will be even better if the company from the very beginning of the next project draws up a similar scheme for its specific conditions and uses it in its work and for control.

Figure 2. Business processes in the development of automated systems: documentation of the quality system. The picture is clickable.

We are moving towards the goal

  So, here are the steps you need to take to implement (and not just design) a quality management system in an organization.

1. Create subdivision, group or designate an individual executorso that he deals with QMS issues.

2. Design and design Quality program, including the “Quality Guide” for the organization (department, group of developers of a specific project). The program and the Manual should contain the sections listed in GOST R ISO 9001-2015, and a breakdown of these sections. They must declare the organization’s readiness to fulfill the requirements of the standard in the specific conditions of this organization or within the framework of the project.

3. To regulate the processes of development and creation of software or automated systems. For this, it is necessary to draw up organization standards (or instructions), in which all actions related to the design, development, testing and implementation of the project, organization and management of the project, quality assurance and contract work are prescribed.

4. Regulate reporting and liability  performers and guides for each stage of the project life cycle.

5. Submit a package of developed documents to a consulting firm that has the appropriate license, to inspect documentation and issue a conclusion on the conformity of work on the QMS within the framework of the standard GOST R ISO 9001-2015. Correct the comments and get a certificate.

6. Continue the design work, strictly following the developed regulatory documents.

We have not yet touched on the issues of annual confirmation of ISO certification, external audit, confirming the work on the QMS. Unfortunately, the result of mastering a quality management system is rarely amenable to monetary valuation. It, as a rule, is manifested in the stability of the team, the reliability of the results. And this work is worth it.

Literature

  1. GOST R ISO 9001-2015. Quality Management Systems. Requirements. - M .: Standartinform, 2016.
  2. GOST R ISO 9001-2001. Quality Management Systems. Requirements. - M., Standartinform, 2001.
  3. Ibragimov R., ISO 9001: 2015 and practical analysis of the "context" and the construction of strategies. - Management, No. 2 (34), 2015 .-- S. 13-18.
  4. GOST R ISO IEC 12207 Information technology. Software life cycle processes. - M.: Gosstandart of Russia, 1999.
  5. Information technology. A set of standards and guidelines for automated systems. - M .: Publishing house of standards, 1991.
  6. Gludkin O.P., Gorbunov N.M. and others. Universal quality management. Textbook for high schools. Ed. O.P. Gludkina. - M .: Hot line - Telecom, 2001 .-- 600 s.
  7. Kruglov M.G. Innovative project. Quality and performance management. - M.: RANEPA, 2011 .-- 350 p.

You will need

• - “Quality Policy”;
• - "Quality quide";
• - “System-wide documented procedures”;
• - a program that complies with the “Quality Policy”;
• - regulatory documents governing business processes in the company;
• - trained and trained personnel.

Instruction manual

Quality management system - an indicator of the reliability of the company and its ability to produce products in accordance with customer requirements. The purpose of the implementation of the system is to eliminate possible errors in the work of personnel, the result of which may be a marriage. The procedure for implementing a quality management system is very versatile and multi-stage and requires a long time to implement (up to 1.5 years).

The implementation of the quality management system begins with a decision by management on the appropriateness of initiating this process. At the level of senior management, the goals of building a system are developed, as well as specific tactical steps to achieve them. All this must be documented in the form of orders and strategic documents. One of the most important is the “Quality Policy”, which in an accessible and concise form should contain the key principles on which the quality system will be based. They should be in tune with the priorities of the company and based on its values.

At the next step, it is necessary to convey the decision on the creation of the system to the staff, as well as justify for him the importance of this procedure. All employees under the direction of the responsible person in the company should study the management theory, as well as the basic ISO standards. The competencies of the personnel, their necessary knowledge and experience in the framework of the quality management system are given special attention.

Next, you need to compare the current state of affairs in the company and the requirements for ISO standards. This can be done by interviewing and questioning employees of the company. The result should be a report in which there will be indications of how the specific requirements of the standard are implemented and what it is necessary to strive for. The report should pay particular attention to the current state of affairs: the main and auxiliary processes of the company, the most critical business processes, the availability of relevant regulations, as well as the distribution of responsibility and authority among persons and departments. The result of the implementation of the quality management system should be to eliminate the contradictions between the current and the required state of affairs.

The implementation of a quality management system is impossible without a project program. It should contain a description of the stages of the procedure, a list of those responsible for each stage, as well as the distribution of the budget. The latter consists of the costs of paying for the services of external consultants, the cost of staff training, as well as the price that will have to be paid for distracting management from the main work. The program concludes with criteria by which management will determine whether they have managed to achieve their goals (for example, reject rate, customer satisfaction level, return percentage).

ISO system standards require all company business processes to be documented. Initially, on the basis of the "Quality Policy", a "Quality Guide" is prepared. This document contains a description of areas of responsibility, requirements for the quality department, an algorithm for document management, procedures for receiving and processing complaints. Another group of documents is called System-wide Documented Procedures. According to the standard, 6 key procedures should be regulated. This is the management of documents, data, auditing, marriage, measures that correct non-conformities and prevent inconsistencies. Finally, the next group of documents should describe the rules for effective planning and implementation of their management processes.

After all business processes have been normalized, it is necessary to begin trial operation of the system. You can start the processes gradually, for example, by starting trial operation at the supply department, then go to the sales department. Pilot operation should be accompanied by an internal audit of the management system to identify strengths and weaknesses. During the audit, quantitative indicators of quality and ideal parameters to which it is necessary to strive should be compared. All deviations must be recorded and adjusted according to the results of the work of employees.

The final step is the certification of the QMS. To do this, you need to submit an application to the certification body, attach to it all the prepared regulatory documentation, a chart of the organizational structure of the company and a list of its key customers. After an examination of the submitted documents and verification of the quality system directly at the enterprise, the certification center draws up a protocol that reflects all the discrepancies. According to its results, the company must eliminate all comments within a limited time and provide the results of adjustments. If the discrepancies are resolved, a certificate is given to the company. It takes about a month to complete it.

After the company passes certification, work to improve the quality management system should not stop. Moreover, the certification body must periodically conduct re-audits. Their goal is to confirm that the company is constantly improving its own management system.

 

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