Quality management process

In modern theory and practice of quality management, the following are distinguished five main stages.

1. Making decisions "what to produce" and preparing technical specifications.

2. Checking the readiness of production and the distribution of organizational responsibility.

3. The process of making products or providing services.

4. Eliminate defects and provide feedback for the purpose of making production and controlling changes to avoid identified defects in the future.

5. Development of long-term quality plans.

The implementation of these stages is impossible without the interaction of all departments, management bodies of the company. This interaction is called a unified quality management system. This provides a process-based approach to quality management.

Let us consider in more detail the content of the stages of quality management.

On first stage quality refers to the degree to which a firm's goods or services meet its internal specifications. This aspect of quality is called conformity quality. .

On second stage the quality of the structure is assessed. The quality can meet the technical requirements of the company for the design of the product, but the design itself can be of both high and low quality.

On third stage quality means the degree to which the work or functioning of the services (goods) of the firm satisfies the real needs of the consumers.

The company's products may comply with internal specifications ( stage one ); the design of the product itself can be outstanding ( stage two ); and the service or product may not be suitable to meet the specific needs of customers. Any flaw in any of them can create quality problems.

The product quality management system is based on interrelated management categories : object, goals, factors, subject, methods, functions, means, principle, type, type of criteria, etc.

Under product quality management understand the constant, systematic, purposeful process of influencing factors and conditions at all levels, ensuring the creation of products of optimal quality and their full use.

Quality management is considered as a corrective effect on the process of quality formation in production and its manifestation in consumption.

Quality management is an organic part of overall production management.

From this definition it follows that the level of product quality must be established, ensured and maintained. This means that quality management aims to regulate all stages life cycle and provides:

Technical training production;

Incoming control;

Product manufacturing process;

Organization, motivation and remuneration;

Accounting and financial activities;

Quality control of work and products;

After-sales service in operation.

The main tasks quality management are:

Sales market research;

Study of national and international requirements for manufactured products;

Development of methods and means of influencing the processes of research, design and production;

Collection, analysis, storage of information about the quality of products.

Quality management process production consists of the following operations:

Development of a program for management, planning and product quality improvement;

Collection and analysis of information about any object that affects quality;

Production management decisions on quality management and preparation of impacts on the object;

Issuance of management decisions;

Analysis of information about changes in the quality of the object, which are caused by management influences.

The essence of management lies in the development of management decisions and the subsequent implementation of the envisaged control actions on a certain control object.

When managing product quality, direct objects of management are processes on which the quality of products depends. They are created and occur at the pre-production, production and post-production stages of the product life cycle.

The development of control decisions is carried out on the basis of comparing information about the actual state of the controlled process with its characteristics specified by the control program.

Sometimes the object of management is competitiveness, technical level or other indicator.

Subject of management- managing bodies of all levels and responsible persons, designed to ensure the achievement and maintenance of the planned state and level of product quality.

The purpose of quality management- This is to ensure the release of products that meet the specified requirements of competition in the market while minimizing costs, taking into account the interests of the consumer, the requirements of safety and environmental friendliness of products.

For the effectiveness of the organization of the management process and the obligations assumed, a quality strategy .

Middle managers are ultimately responsible for developing the strategy. Quality strategy closely interconnected with the overall strategy of the enterprise and provides next steps to achieve goals and objectives. The development of a strategy is based on taking into account the life cycle of the product and the principle of "product - market".

Along with the strategy, management tactics product quality. Tactics represent purposeful activities that are defined for the short term. The tactics define the ways to ensure constant approach to the given quality parameters. It is developed and implemented by the lower management level, and is executed by ordinary employees of the enterprise.

Policy in the field quality is the starting point of the quality management program and one of the elements of the general policy of the enterprise.

The quality policy is a guideline for the general direction and identification of its role and place in the activities of the enterprise.

The main factors influencing the formation of the quality policy are:

Sales market situation;

Product competitiveness;

Scientific and technological progress and the fight against competitors;

The state of affairs within the enterprise;

Investment in the development of the enterprise.

The developed quality policy in the form of main directions and goals is included in the "Quality Manual".

The product quality management system includes the following functions :

1. Functions of strategic, tactical and operational management.

2. Functions of decision-making, control actions, analysis and accounting, information and control.

3. Functions are specialized and common for all stages of the product life cycle.

4. Management functions for scientific, technical, production, economic and social factors and conditions.

Strategic functions include:

Forecasting and analysis of basic quality indicators;

Determination of directions of design and engineering work;

Analysis of the achieved results of production quality;

Analysis of consumer demand information.

Tactical functions:

Production management;

Maintaining the specified quality indicators;

Interacting with managed objects and external environment.

Methods and controls- the ways in which the governing bodies influence the elements of the production process, ensuring the achievement and maintenance of the planned state and level of product quality. There are four groups of methods used in the quality management process :

1. Economic methods , which ensure the creation of economic conditions that encourage the teams of enterprises, design, technological and other organizations to study the needs of consumers, create, manufacture and service products that meet these needs and requirements. Among economic methods include pricing rules, credit conditions, economic sanctions for non-compliance with the requirements of standards and technical conditions, rules for reimbursing economic damage to a consumer for selling him low-quality products.

2. Material incentive methods , providing, on the one hand, the encouragement of employees for the creation and manufacture of high-quality products, and on the other hand, penalties for damage caused by its poor quality.

3. Organizational and administrative methods carried out by means of mandatory directives, orders, instructions from managers. The organizational and administrative methods of product quality management also include the requirements of regulatory documents.

4. Educational methods, influencing the consciousness and mood of the participants in the production process, encouraging them to high-quality work and accurate performance of special functions of product quality management. These include moral encouragement for high quality products, instilling pride in the honor of the factory brand, the prestige of the company, etc.

Controls include office equipment (including computers), communication facilities, everything that is used by bodies and persons performing special functions in quality management systems. Product quality management tools also include:

Bank of normative documents regulating product quality indicators and organizing the implementation of special quality management functions;

Metrological tools, including (depending on the level of the system) state standards physical quantities, exemplary and / or working measuring instruments;

State system ensuring the uniformity of measurements (GSI);

State Service for Standard Reference Data on the Properties of Substances and Materials (GDSD).

Controls should act on unsatisfactory factors and conditions, as well as coordinate the actions of all performers.

Quality management is an organic combination of economic, legal, organizational and other factors affecting quality, which are subdivided into formative, providing, stimulating, internal, external, functional and systemic.

To the factors shaping product quality , include: the quality of raw materials, materials and components, product design, quality of technological processes.

To the factors ensuring the preservation of quality , include: appropriate labeling, packaging, rational conditions of delivery, storage, prevention and care during operation.

To the factors stimulating production high level quality, include: improving the socio-economic conditions of work, recreation, life, medical care, the provision of benefits and privileges to personnel, etc.

The next group of factors affecting quality is divided onobjective and subjective .

TO objective factors include:

Implementation of scientific and technical progress;

The quality of design and normative-technical documentation;

Reliability and uninterrupted operation of equipment and tools;

The level of standardization, unification and typification;

Design, aestheticization.

TO subjective quality factors include:

Personnel qualifications, skill and experience;

Work and production culture;

Sanitary and hygienic working conditions;

Psychophysical working conditions;

Material and moral incentives and labor motivation;

Compliance with labor and technological discipline.

Of no less importance for identifying factors on product quality is their division into internal and external.

TO internal include factors that depend on the activities of the enterprise. They can be classified into the following groups: technical, organizational, economic and socio-psychological .

TO external factors that shape product quality include:

Market requirements (consumption);

Normative documents;

Competition;

The image of the enterprise among the buyers of products.

TO functional factors that affect the tasks of one of the quality management functions and do not require significant structural changes in the management system.

TO systemic Factors affecting the tasks of several quality management functions and requiring revision and changes in the content of system elements are included. Systemic and functional factors make it possible to assess the consequences and the degree of their influence on quality.

All of these factors are closely related to each other, but the degree of their influence on quality is not the same. Therefore, when assessing and the degree of their influence, it is necessary rank and prioritize those that have the greatest impact on product quality. This division allows with least cost manage product quality more rationally and efficiently.

The implementation of many of the listed areas and their interaction is decided by the quality management system.

The quality management system is developed taking into account the specific activities of the enterprise and ensures the implementation of a specific policy in achieving the set goals. The scope of the quality system should be consistent with the objectives and goals of quality assurance.

Thus, product quality management system Is a way of organizing effective interaction between managing and executive departments and specific persons involved in the creation, manufacture, use and service products in order to impart properties to it that ensure the satisfaction of certain needs and demands of consumption with the minimum expenditure of all types of resources and funds.

Quality system development products consist from the next steps :

Information meeting;

Making a decision to establish a quality system;

Development of a plan - a timetable for the creation of a quality system;

Definition of the functions and objectives of the quality system;

Determination of structural divisions;

Development of structural and functional diagrams quality management;

Determination of the composition of the quality system documentation;

Development of regulatory documents and "Quality Manual";

Implementation of a product quality system;

Checking, debugging and improving the quality system.

Product quality management system is a set of management bodies and management objects, activities, methods and means aimed at establishing, ensuring and maintaining a high level of product quality.

This definition emphasizes the need for an organizational structure for quality management.

Many Russian enterprises have learned to manufacture products in the difficult conditions of a transitional economy the highest quality... The teams and teams of professionals who have ensured the implementation of the leaders' strategy play a huge role in this.

In accordance with ISO standard product life cycle includes 11 stages:

1. marketing, search and market research;

2.design and development technical requirement, product development;

3. material and technical supply;

4. preparation and development of production processes;

5. production;

6. control, testing and inspection;

7. packing and storage;

8. sales and distribution of products;

9. installation and operation;

10. technical assistance and service;

11. disposal after testing.

These steps are described in the management literature as a “quality loop”.

Thus, product quality assurance Is a set of planned and systematically carried out activities that create the necessary conditions for the implementation of each stage of the quality loop so that the products meet the quality requirements.

Quality control includes decision making, which is preceded by control, accounting, analysis.

Improving quality- continuous activities aimed at improving the technical level of products, the quality of their manufacture, improving the elements of production and the quality system.

It consisted in finding ways to meet the requirements of product consumers. But he forced manufacturers to reconsider the existing approach. They began to focus not on the desires of even the most advanced consumers, but on their own forecast of changes in these desires. Much has changed over the years, but quality management is still one of the most important tasks for every enterprise.

Many manufacturers today opt for the so-called leading quality. It is for them that Japanese products are famous. Unlike Americans, who always tried to react quickly to changes, the Japanese believed that the manufacturer himself knows best what can be improved in his own products. It is interesting that the Soviet defense industry, creating new models military equipment, was guided by the principle of anticipating the requests of potential consumers. Judged by the Japanese and the Americans, as is usually the case, history, and today the quality has changed significantly. It is now believed that products should be designed taking into account all the possible improvements that a manufacturer can make at this stage.

Nowadays, quality management is not only about identifying possible defects, but also their complete elimination even at the stage of product manufacturing. Of course, defect-free production is an unattainable goal, but you still need to strive for it. Quality management is, by today's standards, first and foremost self-control. Employees must hand over only those consignments of goods that in their opinion are suitable. If, after inspection, defects are found, then the entire batch will be returned to production. The use of this principle of manufacturing products significantly reduces the number of defects due to the interest of workers in the product of their own labor.

Quality management is a process that is difficult to imagine without preliminary calculations and computing. Statistical methods allow you to figure out how often you need to make certain adjustments in the production of products. This allows for significant savings cash without compromising quality. Also, competent quality management is an orientation not at the lowest, but at the most competitive price for the materials necessary for production. You can save money by forging long-term partnerships with a small number of suppliers whose products fully meet all the requirements.

It should be noted that most manufacturers today believe that it is necessary to strive not for the highest possible quality from a technical point of view, but for the optimal one, which will significantly reduce production costs. Therefore, you first need to analyze the conditions of activity, and then proceed to reforming the entire system of manufacturing products.

Quality how economic category is associated with the concepts " use value », « utility», « satisfaction of needs". Hence, the socially necessary quality should be considered a measure of the usefulness of the product, which predetermines the achievement of the level of consumer properties that ensures the satisfaction of needs with the most productive use of the material, labor and financial resources available to the organization.

The concept " quality»Includes the following components: life activity, service product, process, project, technology, personnel, labor, organization, management.

Quality of management- this is efficient system management of the organization, a high level of qualifications of the top and middle management, the adequacy of the functioning of the personnel management system to the goals and objectives of the organization.

Quality of management can be estimated by the following parameters:

1. Speed ​​of making important decisions... The possibility of a prompt response of the management system to changes in the market situation depends on it. In practice, there are often cases when, due to slow decision-making, connections with partners are lost, lucrative contracts are missed, and the image of an enterprise is “spoiled”.
2. Reasonableness of making important decisions... A significant part of the success of an enterprise depends on balanced and sound decisions. If decisions are made " volitional effort», Without a competent assessment of the consequences, the result is often a waste of resources. Especially often insufficiently substantiated decisions are made in the areas of advertising, recruiting and business projects, in which every manager considers himself a professional.
3. Real delegation of authority... The management system works effectively with well-established horizontal interaction of all links, which requires the delegation of a significant proportion of powers to the lower levels of the hierarchy. With sufficient delegation, the long absence of a top manager does not hinder the activities of the enterprise.
4. Delegation of authority... It assesses the ability of top management to delegate authority. There may not be real delegation at this stage of enterprise development, but it will be necessary when further development.
5. Control over the implementation of decisions... Often, the practice of a manager includes the distribution of instructions to middle managers without specifying deadlines and tracking the result.
6. The system of rewards and punishments... Directly related to execution control. It can help solve problems, or it can slow down. It significantly affects the psychological climate at the enterprise.
7. Downward passability of information. The effectiveness of the execution of management tasks at all levels of the hierarchy directly depends on the quality and quantity of information coming down to the lowest level. At a minimum, information should pass through what to do (in practice, this is not always the case) in a normal mode and why to do it. Conscious fulfillment of an assignment by staff based on their own ideas about it increases the likelihood of achieving positive result... Moreover, it should be borne in mind that the personnel always have their own ideas about the purpose of the assignment, how correct they are depends on the information coming “down”.
8. Passage of information "up". Feedback manager with the enterprise. In its complete absence, management is helpless, with serious restrictions - it loses in quality.
9. Personnel policy ... Who and how is employed, career development. Personnel development, motivation.
10. Activity planning quality... Reflects the possibility of sequential actions aimed at achieving a goal. In practice, there is, among other things, the lack of planning, which significantly increases the workload of top management with the need for constant correction of personnel actions.
11. Leadership... Perception of the top manager by the staff as a leader to follow, the ability of the leader to carry him along. To a large extent determines the possibility of innovations.

The quality of management significantly depends on the internal potential of the organization, i.e. the ability to improve, which is assessed by the quality of management and production, financial management, marketing and sales, personnel, structure of business processes and organizational structure.

The spheres of management are objectively interconnected with each other, since management is a systemic education. Therefore, any changes in any element or control link cause corresponding changes in all its other components.

All systems contain a number of interrelated elements, and the control system is no exception.

The management process is defined as a set of individual activities aimed at streamlining and coordinating the functioning and development of an organization and its elements in order to achieve their goals.

In control systems, a variety of organizational relationships and information transformations function and are carried out. The development of methods for their ordering in control processes is one of the topical theoretical problems and practical tasks of control technology.

The effectiveness of management depends on many indicators, such as: efficiency, economy, quality, etc.

Quality management at enterprises is carried out with the aim of continuous improvement of products and services provided. It is also aimed at bringing goods in line with state and international standards. The quality management framework regulates the most important points that allow you to meet the needs of consumers and ensure an appropriate level of safety.

Definition of the concept

The essence of quality management can be defined as the purposeful activity of managers and employees of an enterprise to influence manufacturing process with the aim of continuously improving product quality. This activity can be carried out by both top management and ordinary personnel.

Quality management is an element general structure management and an integral part of any production. This branch is responsible for formulating a clear quality policy, setting goals, and defining objectives by which they will be achieved. Processes such as planning are certainly present here, as well as ensuring all necessary conditions and the provision of resources to ensure that products meet established standards.

It should be noted that quality management is carried out at each stage of the life cycle of a product. This process begins at the stage of the emergence of an idea and development. project documentation... And even after the product is sold and put into operation, quality managers collect certain information in order to improve the following batches.

The object of quality management is the production process itself, which begins from the moment an idea for the manufacture of a certain product arises. And the subjects are the heads of the enterprise, which include both the top management and the heads of individual departments. The process itself implies the sequential performance of a number of functions: planning, organization, coordination, motivation and control.

Quality management development

Quality management is constantly being improved. The development of management has gone through several historical stages:

• Until the end of the 20th century, individual control took place. Each manufacturer independently assessed their product for compliance with the original sample or project.
• Already by the beginning of the 20th century, the need for the division of responsibilities became obvious. This is how shop control arises, which implies assigning an individual area of ​​responsibility to each of the employees.
• On next step we can talk about the emergence of administrative control, which implies the direct participation of top management in quality management processes.
• With the growth of the scale of production, it becomes necessary to create separate technical control services at the enterprise, which not only assess the compliance with the standards of the final product, but also monitor the entire production process.
• Since there is a need for high-quality and quantify production results, statistical methods are beginning to be applied.
• A system of general control is being introduced. This refers to the involvement of employees of all levels in quality management.
• At the beginning of the 21st century, an international organization ISO was created, which is engaged in the standardization and certification of products.

How quality management is carried out

The quality management process in each individual company can be carried out in different ways. However, there is standard circuit which determines the actions of leaders different levels on this issue.

So, speaking about top managers, it is worth noting that their responsibilities include comprehensive interaction with the external environment. It implies timely response to changes in standards, as well as legislative acts. It is also the responsibility of senior management to develop policy and define action plans to improve product quality.

Speaking about the responsibilities of middle managers, it is worth noting that they comply with all decisions and orders of the management regarding compliance with quality standards. They directly influence the production process and control all its stages. If the top management determines the strategy, then the middle management builds operational short-term plans on its basis. We can say that certain levels of quality management are formed, which correspond to the general hierarchy in the organization.

Such an enterprise policy as total quality management is characterized by a number of features:

• the company's strategy is aimed at improving quality, which is reflected at all levels of management;
• motivation of personnel is aimed at motivating them to improve the quality of products;
• the mechanism and production process is flexible enough to ensure its quick adaptation to changing standards and customer needs;
• carrying out production activities in accordance with generally accepted international standards;
• compliance of control systems with modern theories and approaches;
• compulsory certification of all types of products.

Quality management system

The enterprises have a certain structure, which implies the interaction of all levels of management in order to ensure the proper quality of products. This is one of mandatory conditions dictated by modern market conditions. This phenomenon is known as a quality management system, which is guided by a number of principles:

• clear interaction should be established between the heads of various departments;
• a systematic approach should be used in quality management;
• it is worth distinguishing between the process of product development and the process of its direct production;
• this system must perform a limited number of functions that would clearly separate it from others available in the enterprise.

It is worth noting the annual increase in competition in the market. One of the main aspects of this process is precisely the compliance of goods with quality standards. As a result, enterprises began to pay more and more attention to this aspect of production. In this regard, there is a need for a certain material base, as well as modern equipment and technology. However, the most important point is exactly the staff. It is important to implement correct system motivation, as well as a management philosophy in which each employee will feel personal responsibility for the final characteristics of the product.

Such a quality management system requires significant efforts, which largely depend not only on the scale of production, but also on the type of products produced. Also, the management is required to continuously respond to any changes in the international standards ISO 9001, as well as all kinds of industry documents.

Quality management methods

Quality is a fairly broad and capacious category that has many features and aspects. One of these features can be considered quality management methods, the list of which is as follows:

• Administrative methods are some directives that are mandatory. These include:
  • regulation;
  • norms;
  • standards;
  • instructions;
  • management orders.
• Technological method - consists in both separate and aggregate control over the production process and the final result. For this purpose, all kinds of modern engineering tools are used, which are improved every year. The most objective results are characterized by automated devices that measure and evaluate certain parameters without participation from the employees of the enterprise.
• Statistical methods - based on the collection of digital data on product output, as well as its quality indicators. Further, the obtained indicators are compared for different periods in order to identify a positive or negative trend. Based on the results of this analysis, a decision is made to improve the quality management system.
• The economic method consists in assessing the cost of measures aimed at improving quality, as well as the financial result that will be achieved after their implementation.
• The psychological method - implies a certain influence on labor collective, which consists in the striving of workers to the highest quality standards. Self-discipline and the moral atmosphere in the team are important here, as well as the assessment of the individual characteristics of each of the workers.

In order for the activities in the field of quality control at the enterprise to be crowned with success, it is recommended to combine specified methods and carry out work on quality management in a comprehensive manner.

Functions

The following quality management functions can be distinguished:

• forecasting - means determining, based on a retrospective analysis, future trends, needs and requirements in the field of product quality;
• planning - involves the preparation of prospective documentation regarding new types of products, the future level of quality, improvement of technology and materials (there is a development of a certain reference product or method of production, to the level of quality of which production should strive);
• technological quality assurance, which implies full preparation for the start of the production process;
• metrological assurance - implies the definition of standards and bringing to them all objects related to production;
• organization - includes ensuring interaction not only between the individual structures of the enterprise, but also between the internal and external environment;
• ensuring stability - consists in the constant striving for a certain level of quality, as well as the elimination of all shortcomings and deviations identified in the production process;
• quality control - aimed at identifying compliance between the planned and achieved level, as well as its compliance with the declared standards;
• analytical function - involves the collection and study of information about the results of the enterprise;
• legal support - is to bring all systems and processes in the company in accordance with legal regulations;
• stimulating quality improvement - includes motivating employees.

It should be noted that the quality management functions, with the exception of specific items, largely overlap with the basic management functions.

Basic principles

Quality management principles are the backbone of the system international standards, and they can be described as follows:

• the production strategy should be completely and completely consumer-oriented (this applies not only to the assortment, but also to the level of quality of goods);
• the management of the enterprise is responsible for ensuring the necessary conditions to achieve a given level of quality;
• all personnel of the company - from the highest to the lowest level - should be involved in the process of improving the quality of products, for which a system of motivation and incentives should be used;
• quality management should be carried out on the basis of a systematic approach, which consists in the perception of all divisions of the enterprise in their inextricable relationship;
• it is unacceptable to set the ultimate limits of quality, but it is worth being guided by the principle of continuous improvement of its level;
• the adoption of any decisions that relate to changes in production technology in order to improve the quality of products should be justified by figures that characterize the economic feasibility of introducing certain innovations;
• striving to improve the quality of the final product, it is worth demanding the same from suppliers of raw materials, materials, as well as machinery and equipment.

Compliance with these principles is a guarantee efficient organization quality management.

Conditions

In order to apply these principles in practice, it is necessary that the following quality management conditions be present:

• a plan for improving production must be developed or specific economic indicators must be known to which the enterprise is striving;
• actions to improve the existing system are advisable only if there are significant deviations from the specified parameters;
• these deviations must be clearly measured, it is necessary to obtain a description in the form of specific figures or economic indicators;
• the enterprise must have sufficient resources and the level of capabilities to improve production and bring it in line with benchmarks.

ISO

Most modern enterprises use ISO international quality management standards in their production activities. It is an organization in which representatives of 147 countries participate. This allows the creation of unified requirements for goods and services that not only ensure a high level of quality, but also contribute to the development of international trade.

The most widely used quality standard in the world is ISO-9000. It contains 8 basic principles according to which activities should be organized. These include:

• customer orientation;
• unconditional leadership of the leader;
• involvement of employees of all levels in quality management processes;
• dismemberment of the production process into specific stages and components;
• understanding quality management as a system of interconnected elements;
• continuous striving to improve product quality and improve production mechanisms;
• all decisions should be made only on the basis of facts;
• the organization's relationship with the external environment must be mutually beneficial.

Speaking about the ISO 9001 system, it is worth noting that it defines specific requirements, which, in contrast to the principles, are mandatory. According to this standard, enterprises receive a certificate that confirms the appropriate level of their products, capable of fully meeting the needs of customers, as well as ensuring safety.

The ISO 9004 system is a guide for those enterprises that seek to improve the quality of their products and improve production. Implies detailed description all stages that will bring production in line with increasing requirements.

It should be noted that bringing production in line with ISO standards is a voluntary decision of the head. Nevertheless, for ambitious organizations that do not want to be limited to local markets, adherence to these regulations, as well as obtaining the appropriate certification, is a must.

Why quality management is needed

Modern quality management poses many tasks for manufacturers, the implementation of which ensures an appropriate level of product quality. Despite the fact that adherence to international standards is a voluntary initiative, more and more companies are joining it to strengthen their position in the market. Quality management objectives can be described as follows:

• improving the level of quality, as well as ensuring product safety;
• improvement of the production process in order to achieve the highest economic results;
• creating a positive image in the market, which will significantly increase sales;
• gaining significant superiority over competitors;
• attraction of investments;
• entering new markets;
• in the case of following international standards - export of products abroad.

Every company manager should be aware that ensuring a high level of quality is necessary not only for the end user, but also for the company itself. Why? A competent organization of quality management, as well as adherence to all state and international standards, open up new markets for products, and therefore, allow you to achieve the maximum profit.

Main problems

Quality management comes with a number of challenges and significant barriers. These include the following:

• combination marketing activities in full compliance with all principles and quality standards;
• despite the economic interests of the enterprise, the entire quality assurance system must take into account the requirements and requests of the consumer;
• continuous quality control at all stages of the production process;
• lack of qualified personnel who are sufficiently aware of the latest standards.

Quality tools

The following groups of quality tools can be distinguished:

• control tools that allow you to assess the feasibility of making certain managerial decisions;
• quality management tools - include comprehensive information about the parameters of a specific product and the features of its production (mainly used at the development stage);
• analysis tools - allow you to identify " narrow places"and determine the directions for improving production;
• design tools - are used at the stage of product development and allow to identify the most significant for a potential consumer quality characteristics goods.

It should be noted that ensuring a high level of product quality is the initial task of any modern enterprise that seeks to take a stable position in the market, as well as expand its boundaries. Obtaining an international quality certificate ISO 9001 allows you not only to increase your reputation, but also to enter the international arena.

Quality and quality management concept

Quality - it is a set of characteristics of an object related to its ability to meet stated or implied requirements... Product quality in recent times acquires everything greater importance in connection with the integration of the market, scientific and technological progress and, as a result, the constantly increasing requirements of consumers. There are a lot of parameters that determine the quality of goods, and for each they are different, it became necessary to develop such a trend in management as quality management.

Quality control - this is the activity of managing all stages of the product life cycle, as well as interaction with the external environment .

The quality of a product (service) is a certain set of properties of a product (service), potentially or actually capable to one degree or another, to satisfy the required needs when used for their intended purpose, including recycling or destruction.

Product (service) quality management is a purposeful process of influencing control objects, carried out during the creation and use of products (services), in order to establish, ensure and maintain the required level of quality that meets the requirements of consumers and society as a whole.

History of development of quality management systems

STAGE 1.

The first star corresponds to the initial stages of the systems approach, when the first system appeared - Taylor system(1905). It established the requirements for the quality of products (parts) in the form of tolerance fields or certain templates configured for the upper and lower tolerance limits - through and non-through gauges.
To ensure the successful functioning of the Taylor system, the first quality professionals were introduced - inspectors (in Russia - technical inspectors).
The incentive system included fines for defects and defects, as well as dismissal. The training system was reduced to vocational training and training to work with measuring and control equipment.
The relationship with suppliers and consumers was built on the basis of the requirements established in the technical specifications (TU), the fulfillment of which was checked during acceptance control (input and output).
All the features of the Taylor system noted above made it a quality management system for each individual product.

STEP 2.

Second star... Taylor's system gave an excellent mechanism for managing the quality of each specific product (part, assembly unit), but production is a process. And it soon became clear that it was necessary to manage the processes. In 1924, a group led by Dr. R.L. Jones was formed at BELL Telephone Laboratories (now AT&T Corporation), which laid the foundations for statistical quality management... These were the development of control charts by Walter Schuhart, the first concepts and quality sampling tables developed by H. Dodge and H. Romig. These works were the beginning statistical methods quality management, which later, thanks to Dr. E. Deming, became very widespread in Japan and had a very significant impact on the economic revolution in this country. Quality systems have become more complex as they include services using statistical methods. The quality problems faced by designers, technologists and workers became more complex, because they had to understand what variation and variability are, and also know what methods can be used to reduce them. A specialty has appeared - a quality engineer who must analyze the quality and defects of products, build control charts, etc.
Overall, the focus has shifted from inspection and defect detection to defect prevention by identifying the causes of defects and eliminating them through process learning and management. Labor motivation has become more complex, since now it was taken into account how accurately the process is set up, how certain control charts, regulation and control charts are analyzed. Training in statistical methods of analysis, regulation and control has been added to vocational training.
The supplier-consumer relationship has also become more complex. In them, standard tables for statistical acceptance control began to play an important role.

STAGE 3

Third star. In the 50s, the concept of total quality management - TQC - was put forward. ... Its author was the American scientist A. Feigenbaum. TQC systems have evolved in Japan with a strong emphasis on the use of statistical methods and the involvement of personnel in quality circles. The Japanese themselves have long emphasized that they use the TQSC approach, where S is Statistical.
At this stage, marked with the third star, documented quality systems appeared, establishing responsibility and authority, as well as interaction in the field of quality of the entire management of the enterprise, and not just quality service specialists.
Motivation systems began to shift towards the human factor. Material incentives decreased, moral incentives increased. The main motives for high-quality work were teamwork, recognition of achievements by colleagues and management, the firm's concern for the future of the employee, his insurance and support for his family.
More and more attention is paid to studies. In Japan and Korea, workers study on average from several weeks to a month, using self-training as well. Of course, the implementation and development of the TQC concept in different countries of the world was carried out unevenly. Japan has become the clear leader in this matter, although all the main ideas of TQC were born in the USA and Europe. As a result, Americans and Europeans had to learn from the Japanese. However, this training was accompanied by innovations. It should be noted that the stage of development of systemic, integrated quality management did not pass by the Soviet Union. Many domestic systems were born here, and one of the best is the CANARSPI system (quality, reliability, resource from the first products), which was obviously ahead of its time. Many principles of CANARSPI are still relevant today. The author of the system was Chief Engineer Gorky Aviation Plant T. F. Seyfi. He was one of the first to understand the role of information and knowledge in quality management, shifted the focus of quality assurance from production to design, great importance gave to trials. It is fair to consider TF Seyfi an outstanding specialist in the field of quality management, and his name should stand next to such names as A. Feigenbaum, G. Taguti, E. Schilling, H. Wadswardt.

STAGE 4

Fourth star. In the 70-80s, the transition from total quality management to total quality management (TQM) began. At this time, a series of new international standards for quality systems ISO 9000 (1987) appeared, which had a very significant impact on management and quality assurance. If TQC is quality management in order to meet the established requirements, then TQM is also the management of goals and the requirements themselves.
TQM also includes quality assurance, which is interpreted as a system of measures that ensure consumer confidence in the quality of the product.

Note:
TQC-Total Quality Control;
QA-Quality Assurance;
QPolicy-Quality Policy;
QPIanning-Quality Planning;
QI - Quality Improvement.

The TQM system is a complex system focused on continuous quality improvement, minimization production costs and delivery on time. The main philosophy of TQM is based on the principle - there is no limit to improvement... When it comes to quality, the target is 0 defects, costs 0 overhead, and just-in-time deliveries.
At the same time, it is realized that it is impossible to reach these limits, but one must constantly strive for this and not stop at the achieved results. This philosophy has a special term - quality improvement... In the TQM system, quality management methods adequate to the goals are used. One of key features system is to use collective forms and methods of searching, analyzing and solving problems, constant participation in improving the quality of the entire team. In TQM, the role of human and personnel training is significantly increased. Motivation reaches a state where people are so passionate about work that they give up part of their vacation, stay late at work, and continue to work at home. A new type of worker has emerged - workaholics.
Training becomes total and continuous, accompanying employees throughout their entire working life. Forms of education are changing significantly, becoming more and more active. So, business games are used, special tests, computer methods etc. Learning turns into a part of motivation. For a well-trained person feels more confident in a team, is capable of the role of a leader, has advantages in a career. Special techniques for developing the creative abilities of employees are being developed and used.
In the relationship between suppliers and consumers, certification of quality systems for compliance with ISO 9000 standards has been very thoroughly included.

The main goal of quality systems, built on the basis of the ISO 9000 series, is to ensure the quality of products required by the customer, and to provide him with evidence of the company's ability to do so. Accordingly, the mechanism of the system, the methods and tools used are focused on this goal. At the same time, in the ISO 9000 series standards, the target setting for economic efficiency is very weak, and for the timeliness of deliveries, it is simply absent.
But despite the fact that the system does not solve all the tasks necessary to ensure competitiveness, the popularity of the system is growing like an avalanche, and today it takes a strong place in the market mechanism. An external sign of whether an enterprise has a quality system in accordance with the ISO 9000 series is a certificate for a quality management system.
As a result, in many cases, an enterprise has a certificate for a quality management system became one of the main conditions for its admission to tenders for participation in various projects... The certificate for the quality management system is widely used in the insurance business: since the certificate testifies to the reliability of the enterprise, it is often provided preferential terms insurance: In the presence of a certificate for the quality management system, insurance payments are reduced by 25 - 50%, loan% when issuing loans is reduced by 1.5 - 2.0 times.