Plan

I Introduction

II. Main part

Essence of concepts:

1. "Quality"

2. "Quality management"

3. "Quality assurance"

III. Conclusion

IV. Bibliography

Introduction

The problem of quality is relevant for absolutely all goods and services. This is especially acute in the transition to a market economy. Russian entrepreneurs need to be ready to work in a highly competitive environment today. Enterprises of any form of ownership that do not pay attention to quality issues will simply be ruined; no protectionist measures of the state will help them.

The difficulties of the Russian economy are manifested not only in a decrease in production volumes, mutual non-payments, but also in its qualitative characteristics. The technology of domestic production, the technical level of capital equipment, as a rule, is much lower than in industrialized countries. But even if the modernization of production is carried out quickly enough, new technologies are created, it will be possible to justify these investment costs only through the production of competitive products or services that are in demand by the consumer.

Examples of the development of advanced industrial countries show that solving quality problems should become a national idea, be of a universal nature, which requires mass education and professional training of all sectors of society, from an ordinary consumer to a leader at any level.

1. The essence of the concept of "quality"

What is quality? The question of the definition of the term "quality" is given a lot of space both in our and in foreign scientific literature. As a philosophical category, quality expresses its essential certainty, which is inseparable from the being of an object, due to which it is precisely a given, and not another object.

Quality- the degree of conformity of inherent characteristics (physical, organoleptic, ethical, temporal, ergonomic, functional) with one's own or assigned, qualitative or quantitative, needs or expectations that are established and usually assumed or mandatory

Dynamics of quality concepts (on examples)

There are also quite a large number of specific economic interpretations of the concept of quality. In particular, the American professor H.D. Harrington writes that quality- is meeting the consumer's expectations at a price that he can afford when he needs it, and high quality is exceeding the consumer's expectations at a lower price than he expects.

The concept of product quality is very important in practice, therefore it is regulated by GOST 15467-79 “Product quality management. Basic concepts. Terms and Definitions". According to this regulation, quality is understood as a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose.

In accordance with the international standard ISO 9000:2000 quality – it is a set of properties and characteristics of a product that give it the ability to satisfy conditional or implied needs. The international standard defines quality as a set of characteristic properties, form, appearance and conditions of use that goods must be endowed with in order to meet their purpose. All these elements are determined by quality requirements, which are embodied at the design stage in the technical characteristics of the product, in the design documentation and specifications, which provide for the quality of raw materials, structural dimensions, combination of shades, gloss, etc.

Quality as a category of management - an integral concept that characterizes the effectiveness of all aspects of the life of an enterprise from the process of developing a strategy, marketing and further, including all stages of the life cycle of a product or service.

Product quality (including novelty, technical level, absence of defects in execution, reliability in operation) is one of the most important means of competition, gaining and maintaining market positions. Therefore, firms pay special attention to ensuring the high quality of products, establishing control at all stages of the production process, from quality control of the raw materials and materials used to determining the compliance of the released product with the technical characteristics and parameters, not only during its testing, but also in operation, and for complex types of equipment - with the provision of a certain warranty period after the installation of the equipment at the customer's enterprise.

2. The essence of the concept of "quality management"

The desire to stimulate the production of goods that are competitive in world markets initiated the creation of a new organization-wide method of continuous quality improvement of all organizational processes, production and services. This method is called - total quality management.

"Quality control" (ISO 9000:2000) is defined as: "The part of quality management aimed at fulfilling quality requirements."

Quality management includes methods and activities of an operational nature aimed at both monitoring processes and eliminating the causes of unsatisfactory performance at all stages of the quality loop in order to achieve economic efficiency. Quality management is reactive. Techniques such as inspections, product performance monitoring, process monitoring, etc., are used to evaluate performance, often using statistical methods. If the requirements are not met, then corrective actions are taken to eliminate the causes.

Quality management, in the simplified sense of the term, refers to the means of an operational nature that are necessary to satisfy quality requirements.

Product quality management combines all stages of the product life cycle - from market research to the final satisfaction of consumer requirements: marketing, search and market research; development of technical requirements, product development; logistics; preparation and development of production processes, production; control, testing and surveys; packaging and storage; sales of products; installation and operation; technical assistance and service; disposal after use.

The product quality management process consists of the following operations:

1) development of a program for management, planning, improving product quality;

2) collection and analysis of information about the state of any object that affects the quality;

3) development of managerial decisions on quality management and preparation of impacts on the facility;

4) issuance of managerial influences;

5) analysis of information about changes in the quality of the object, which are caused by managerial influences.

An important element in product quality management is standardization, the main task of which is to create a system of normative and technical documentation that defines progressive requirements for products.

Regulatory requirements for product quality are established by the state standard and technical conditions necessary for the production and release of products.

Total Quality Management is a management system based on the production of quality products and services from the point of view of the customer. TQM( Total Quality Management- the philosophy of total quality management, successfully launched many years ago in Japan and the United States with the practice of awarding awards to companies that achieve the highest quality of their products) is defined as a quality-focused, customer-focused, fact-based, team-driven process. TQM is aimed at the systematic achievement of the strategic goal of the organization through continuous improvement of work. TQM principles are also known as "total quality improvement", "world-class quality", "continuous quality improvement", "total service quality" and "total quality management".

Actions taken during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality.

At product quality management as a rule, the direct objects of control are the processes on which the product quality. They are organized and proceed both at the pre-production stage, and at the production and post-production stages of the product life cycle.

The development of control decisions is based on a comparison of information about the actual state of the controlled process with its characteristics specified by the control program. At the same time, regulatory documentation regulating the values ​​of product quality parameters or indicators (technical specifications for product development, standards, specifications, drawings, delivery conditions) should be considered as an important part of the product quality management program.

Depending on whether the requirements of the control program are observed or there are unacceptable deviations from these requirements, control actions should be aimed, respectively, at maintaining the actual state of the controlled process or correcting it.

The successful operation of an enterprise must be ensured by the production of products or services that:

• meet a clearly defined need, scope or purpose;
• meet the requirements of the consumer;
• comply with applicable standards and specifications ( International standards. Product quality management, ISO 9000 - ISO 9004, ISO 3202. - M.: Publishing house of standards, 1988. S. 41.);
• meet the current legislation and other requirements of society;
• offered to the consumer at competitive yen; condition the profit.

Product quality management should be carried out systematically, that is, the enterprise should take shape and operate a product quality management system. The quality management system is the organizational structure, distribution of responsibilities, procedures, processes and resources necessary for the implementation of overall quality management. Management should develop, create and implement a quality system as a means to ensure the implementation of certain policies and the achievement of goals.

When managing product quality, a number of methods are used:

• economic methods that ensure the creation of economic conditions that encourage teams of enterprises, design, technological and other
• organizations to study the needs of consumers, create, manufacture and service products that meet these needs and requests. These are pricing rules, lending conditions, economic sanctions for non-compliance with the requirements of standards and technical specifications, rules for compensating economic damage to a consumer for selling low-quality products to him;
• methods of material incentives, providing for both encouraging employees for the creation and manufacture of high quality products, and recovery for damage caused by its poor quality;
• organizational and administrative methods, carried out through mandatory directives, orders, instructions from managers. This also includes the requirements of regulatory documentation;
• educational methods that influence the consciousness and mood of the participants in the production process, encouraging them to high-quality work and the precise performance of special functions of product quality management.

This is a moral encouragement for high quality products, education of pride in the honor of the factory brand, etc. ( A.V. Glichev. Modern ideas about the mechanism of product quality management. standards and quality. 1996).

In recent years, the 9000 series standards, which reflect the concentrated experience of international practice in product quality management at the enterprise, have become widespread. In accordance with these documents, a quality policy is distinguished, a quality system itself, including the provision, improvement and management of product quality ( rice. one).

The quality policy can be formulated as an enterprise principle or a long-term goal and include:

• improving the economic situation of the enterprise, expanding or conquering new sales markets;
• achieving a technical level of products that exceeds the level of leading enterprises and firms;
• focus on meeting the requirements of the consumer of certain industries or certain regions;
• development of products, the functionality of which is implemented on new principles;
• improvement of the most important indicators of product quality;
• reducing the level of defectiveness of manufactured products;
• extension of product warranties;
• service development.

In accordance with ISO standards, the product life cycle, which in foreign literature is referred to as the quality loop, includes 11 stages:

• marketing, search and market research;
• design and development of technical requirements, product development;
• logistics;
• preparation and development of production processes;
• production;
• control, testing and surveys;
• packaging and storage;
• sales and distribution of products;
• installation and operation;
• technical assistance and maintenance;
• disposal.

With the help of the quality loop, the relationship between the manufacturer of products and the consumer, with the entire system that provides a solution to the problem of product quality management, is carried out.

Along with product quality management systems, an important role in the study and implementation of quality programs belongs to quality circles or quality groups. Analyzing the experience of foreign quality circles, it should be noted that this is a form of democratization of capital, the interest of workers in high quality, a form of change in the psychological climate at the enterprise.

The principles of organizing quality circles are as follows:

• voluntariness of participation;
• striving for collective forms of finding the right solutions, their prompt consideration, implementation of accepted proposals into production;
• moral and material satisfaction with the successes achieved, stimulation of the results of creative activity;
• support of the initiative by the management and public organizations at all levels of enterprise management;
• ensuring publicity and propaganda of their activities by all forms and mass media, dissemination of work experience.

Quality circles originally originated in the United States, but a significant impetus to this movement was given by Japanese firms, where both the qualitative and quantitative growth of the circles took place, and then they swept the countries of Europe, America and Asia in a second wave.

Quality circles help enterprises solve both technical and economic and socio-psychological problems of the enterprise.

Organizationally, it looks like this: 3-4 people serving a particular technological process or part of this process stay after work and discuss the so-called "bottlenecks". It can be quality improvement, efficiency increase, cost reduction. They can meet 1-2 times a month, once a week and discuss from one to three topics, while meetings can take both working and non-working time, be stimulated financially or only morally.

Along with consumer societies, quality circles represent an important element of public participation in quality management.

Section 4. Enterprise development

A way to confirm that an enterprise has implemented a HACCP system, i.e. has all the conditions and fulfills the necessary requirements for the release of safe products, its certification, which in the Republic of Belarus is carried out by accredited bodies for certification of quality management systems based on risk analysis and critical control points. Certification of HACCP systems ensures that all activities within the organization that may affect the quality and safety of products are consistently defined (documented), effectively carried out and comply with the requirements of Regulation (EC) No. 8522004 of the European Parliament and of the Council of April 29, 2004 "On hygiene food products" and STB 1470-2004 "Quality systems. Food quality and safety management based on risk analysis and critical control points. General requirements".

Creation and implementation of food quality and safety management systems based on HACCP principles allows:

reduce the risk of danger to the health and life of consumers when eating food, increase consumer confidence;

provide a systematic approach to production control, including control of all product safety parameters from the receipt of raw materials to the stage of consumption;

reduce the cost of quality control of finished products by moving from selective control of finished products to preventive actions;

promote international trade, especially with countries where a certified HACCP system is mandatory;

provide additional opportunities for integration with MS ISO 9000 series;

create a favorable image and increase confidence in the company and its products. The implementation of the HACCP system at the enterprise can be autonomous or joint,

the theme of its integration into the existing or being developed at the enterprise quality management system that corresponds to STB ISO 9001-2001.

Joint implementation and certification of the HACCP system and the quality management system that meets the requirements of STB ISO 9001-2001 ensures high efficiency of process management at the enterprise, completeness of fulfillment of HACCP requirements, saving financial resources and time.

At present, technical committee ISO/TC 34 "Food products" has developed the international standard ISO 15161:2001 "Recommendations for the application of ISO 9001:2000 in the food industry", which can be used by food companies when creating a HACCP system.

4.5.3 Quality management system

Quality management system- is a set of organizational structure, methods, processes and resources necessary for the implementation of overall quality management. The quality system is created and implemented at the enterprise as a means of ensuring the implementation of the quality policy - the achievement of the set strategic goals.

4.5.3.1 Milestones in the development of quality systems

In the process of evolution of ideas about quality, business processes went through the following stages (Fig. 5.9) with the focus of actions:

for quality control (QC);

quality assurance (O TO );

cost of quality (C TO );

quality control ( UK).

Section 4. Enterprise development

Rice. 13. The evolution of the components of quality

In quality control, the main focus of actions is on the product, of course, at the same time, product control systems were organized and developed according to its quality parameters.

At the stage of quality assurance, the main focus of action is on the process, control of the parameters of technological processes in time. This was already the process of creating quality, it was at this stage that the theoretical development and the beginning of the practical application of statistical methods of control and regulation fell.

At the stage of focusing actions on the cost of qualities, the main attention, in addition to the previous stages, was paid to the structural organization of quality assurance systems, optimization of costs for quality assurance, which was caused by the need for competition and the development of the consumer market.

Improvement of economic methods of quality management, the most important place among which is given to measurement, forecasting, planning and incentives for quality improvement, not only fits into the general program of using economic methods of business process management in organizations, but also contributes to strengthening the effectiveness of these methods in increasing the efficiency of social production .

Hence, quality management should be considered as a separate, complex function of business process management, designed to provide an effective solution to improve the productivity of an organization.

Evolution goes in a spiral, with a constant intensification, depending on the goal, the stages of direction.

In order for this or that designed and documented quality system, including process management, to work, you need to:

a) use means of motivation for staff; b) train him both on professional issues and on quality management issues;

c) build the right relationships with consumers; d) learn how to manage suppliers in such a way as to receive the necessary

products of predetermined quality.

In the history of the development of documented systems for quality, motivation, training and partnerships, five stages can be distinguished.

The first stage corresponds to the beginning of the systems approach, when the Taylor system appeared (1905). It established requirements for the quality of products (parts) in the form of tolerance fields or certain templates tuned to the upper and lower tolerance limits - passage and

Section 4. Enterprise development

impassable calibers. To ensure the successful functioning of the Taylor system, the first quality professionals were introduced - inspectors (in Russia - technical controllers). The motivation system provided for fines for defects and marriage, as well as dismissal. The training system was reduced to vocational training and training to work with measuring

and control equipment. Relations with suppliers and consumers were built on the basis of the requirements established in the technical specifications (TS), the fulfillment of which was checked during the acceptance control (input and output). All the above features of the Taylor system made it a quality management system for each individual product.

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.

Second phase. In 1924 in BELL Telephone Laboratories(AT & T Corporation) a group was formed under the leadership of R. L. Jones, which laid the foundations of statistical quality management. These were the developments of control charts carried out by Walter Shewhart, the first concepts

and sampling quality control tables developed by G. Dodge and G. Roming. These works served as the beginning of statistical methods of quality management, which later, thanks to E. Deming, became very widespread in Japan and had a very significant impact on the economic revolution in the country.

Quality systems have grown in complexity as they have included services using statistical methods. The problems in the field of quality solved by designers, technologists and workers became more complicated, because they had to understand what variations and variability are, and also know what methods can be used to achieve their reduction. A specialty has appeared - a quality engineer who must analyze the quality and defects of products, build control charts, etc. In general, the focus has been shifted from inspection and defect detection to prevention by identifying the causes of defects and eliminating them based on the study of processes and their management. Motivation of labor has become more complex, since now it was taken into account how precisely the process is set up, how certain control charts, regulation charts are analyzed

and control. Training in statistical methods of analysis, regulation and control was added to professional training. The supplier-consumer relationship has also become more complex. Standard tables for statistical acceptance control began to play an important role in them.

Third stage. In the 1950s, the concept of total (universal) quality management - TQC was put forward. Its author was the American scientist A. Feigenbaum. TQC systems have evolved in Japan with more emphasis on the use of statistical methods and the involvement of staff in quality circles. The Japanese themselves have long emphasized that they use the TQSC approach, where the letter S stands for (statistical). At this stage, documented quality systems appeared that establish responsibilities and authorities, as well as interaction in the field of quality of the entire management of the enterprise, and not just specialists from quality services. Motivation systems began to shift towards the human factor. Financial incentives decreased, moral increased. The main motives for high-quality work were teamwork, recognition of achievements by colleagues and management, the company's concern for the future of the employee, his insurance and the support of his family. More and more attention was paid to education. In Japan and South Korea, workers study on average from a few weeks to a month, using self-study as well.

Of course, the introduction and development of the TQC concept in different countries of the world was carried out unevenly. Japan has become a clear leader in this matter, although all the main ideas of TQC were born in the USA and in European countries. As a result, Americans and Europeans had to learn from the Japanese. However, this training was accompanied by innovations. In Europe, much attention has begun to be paid to the documentation of quality assurance systems and their registration or certification by a third (independent) party. Particularly noteworthy is the British standard B5 7750, which has significantly raised the interest of Europeans in the problem of quality assurance and certification of quality systems. Supplier-customer relationship systems are also beginning to provide for third-party certification of products. At the same time, quality requirements in contracts became more serious, and guarantees for their implementation became more responsible.

Section 4. Enterprise development

Domestic product quality management systems It should be noted that the stage of development of systemic, integrated quality management is not

passed by the Soviet Union. Many domestic systems were born here.

Among them: Saratov system of defect-free manufacturing of products (BIP); Gorky system KANARSPI; Yaroslavl NORM (scientific organization of work to increase motor resources), created in the Yaroslavl Association "Avtodiesel"; Rybinsk NOTPU (scientific organization of labor, production and management), developed at the Rybinsk Motor Building Plant.

In the early 1950s, a number of product quality management systems were established at the enterprises of the Soviet Union.

1.Saratov system of defect-free manufacturing and delivery of QCD products from the first presentation (BIP). This system appeared in 1955. The significance of this system was that through a quantitative criterion, i.e. the percentage of delivery of products from the first presentation was evaluated by the quality of work. Responsibility for quality rested with the direct executors. For this, certification of quality control department inspectors and workers employed in the main technological operations was carried out. Quality committees were constantly operating. However, the Saratov system did not include quality control and management at the stages of development, design, implementation and operation of products.

2. NOTPU is characterized by the integrated use of methods of scientific organization of labor, production and management with constant improvement of technology and technological equipment for each workplace and for the enterprise as a whole. Provided a quantitative assessment of the level of organization of labor, production and management within the enterprise, workshops, sites.

3. Gorky system KANARSPI (quality, reliability, resources from the first

liya) appeared in 1957-1958. In this system, along with elements of defect-free manufacturing of products and delivery from the first presentation, much attention was paid to the quality of products at the design stage and development in production. One of the best is the CANARSPI system (quality, reliability, resource from the first products), which is obviously ahead of its time. The system included a set of engineering, technical and organizational measures to ensure the production of high quality and reliability products from the first industrial designs. The characteristic features of CANARSPI were:

The complexity of the tasks of ensuring product quality;

The search nature of the system, which involves the comprehensive development of research aimed at improving the quality of products and the development of design, technological and testing services of the enterprise;

Organization of work to obtain objective and timely information on the quality of manufactured products;

Intensive use of the pre-production period to identify and eliminate the causes that reduce the quality of products; carrying out design and technological development in the process of creating a serial sample;

Active participation of the manufacturer and operating organizations in improving the design of the product and increasing the technological level of its operation; |

Versatility, i.e. applicability in various industries. Many of the principles of CANARSPI are still relevant today. The author of the system was the chief engineer

engineer of the Gorky Aviation Plant T. F. Seifi. 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, attached great importance to testing. It is fair to consider T. F. Seifi an outstanding specialist in the field of quality management, and his name should be next to such names as A. Feigenbaum, G. Taguchi, E. Schilling, H. Wadsworth.

4. Yaroslavl and Kremenchug machine builders, developing the experience of Saratov and Gorky,

in 1963 developed and implemented NORM system - scientific organization of work to increase the engine life. A new element has appeared in the Yaroslavl system - managing communications between consumers and engine designers.

5. Based on experience, Minsk machine builders suggested further improvement of the system by evaluating the quality of engineering work. Association "ZIL" and machine-tool plant

Section 4. Enterprise development

"Red Proletarian" proposed to use enterprise standards in quality management, taking into account engineering support for the preparation and production of high-quality products.

6. At Lviv enterprises in 1964. there was a systemdefect-free labor (SBT). The criterion for evaluating the work of employees was the quality factor. This made it possible to quantify and compare the level of quality of labor not only for production workers, individual workers and employees, but also for the whole team of brigades, sections, workshops and enterprises. In 1971 this system was approved by the USSR State Standard and the USSR State Committee for Science and Technology

7. In 1972-1973 gg. formed integrated product quality management system - CS UKP , which has been experimentally tested at the leading enterprises in Lviv, has received wide recognition and distribution. Since that time, CS UKP has been widely used at all enterprises in various branches of the machine-building industry, gradually integrating with ISO. Basic principles of building CS UKP:

1) The initial principle of building the CS of the UKP is its organic connection with the management system of the national economy as a whole.

2) Product quality management is carried out at all levels - intersectoral, sectoral, associations and enterprises.

3) The functions of the CS of the UKP, determined on the basis of a systematic approach, include:

collection of information about the state of the control object;

forecasting and planning the needs of a promising level of quality

products;

making decisions on improving product quality and formalizing standards;

organization of the implementation of the decision;

development and launch of products for production, organization of Chamber of Commerce and Industry, MTS, metrological support and quality control;

selection, placement, education and training of personnel;

stimulation of product quality improvement.

4) Product quality management is carried out at all stages of its life cycle - research and design, manufacture, circulation. implementation and operation.

5) Product quality management is carried out on the basis of the development and implementation of interrelated technical, organizational, environmental and social measures to improve product quality (the principle of complexity).

6) The quality management system includes an objective daily assessment of the growth of labor productivity, the effectiveness of the quality of work and products at each workplace and the entire team based on the quality factor.

7) CS UKP combines state and public management methods. It is based on the production and social activity of the working people, and on widespread competition for improving the quality of products. The organizational methodological basis of quality management is the GSS. At the level of intersectoral quality management, GOSTs are used, at the industry level - OSTs, at the enterprise level - STP.

Fourth stage. In 1970-1980, the transition from total quality management to total quality management (TQM) began. At this time, a series of new international standards for quality systems appeared:

ISO 9000 (1987) standards that have had a very significant impact on management and quality assurance:

MS 9000 "General quality management and quality assurance standards";

MS 9001 "Quality systems. Model for quality assurance in design and / or development, production, installation and maintenance";

MS 9002 "Quality systems. Model for quality assurance in production and installation

MS 9003 "Quality systems. Model for quality assurance in final inspection and testing";

Section 4. Enterprise development

MS 9004 "General quality management and quality system elements. Guidelines", as well as the terminological standard MS 8402.

AT 1994 a new version of these standards was released, which mainly expanded the MS standard 9004-1, -2, -3, -4, paying more attention to the issues of quality assurance of software products, processed materials, services.

If TQC is quality management in order to fulfill established requirements, then TQM is also management of goals and the requirements themselves. TQM also includes quality assurance, which is interpreted as a system of measures that gives the consumer confidence in the quality of products.

The TQM system is a comprehensive system focused on continuous quality improvement, minimization of production costs and just-in-time delivery. The main ideology of TQM is based on the principle - there is no limit to improvement. With regard to quality, there is a target setting - the desire for 0 defects, for 0 unproductive costs, for deliveries - just in time. At the same time, it is realized that it is impossible to achieve these limits, but one must constantly strive for this and not stop at the results achieved. This ideology has a special term - "continuous quality improvement".

AT the TQM system uses quality management methods that are adequate to the goals. One of the key features of the system is the use of collective forms and methods of searching, analyzing and solving problems, constant participation in improving the quality of the entire team.

AT TQM significantly increases the role of man and staff training. Motivation reaches a state where people are so passionate about work that they refuse part of their vacation, stay late at work, continue to work at home. There is a new type of workers - workaholics. Training becomes all-encompassing and continuous, accompanying employees throughout their entire career. The forms of education are changing significantly, becoming more active - business games, special tests, computer methods, etc. are used. Learning also becomes part of the motivation. For a well-trained person feels more confident in a team, is capable of a leadership role, and has career advantages. Special techniques for developing the creative abilities of workers are being developed and used.

The relationship between suppliers and consumers is strongly influenced by the certification of quality systems for compliance with ISO 9000 standards.

The main goal of quality systems built on the basis of the ISO 9000 series of standards is to provide the quality of products required by the customer and provide him with evidence of the ability of the enterprise to do this. Accordingly, the mechanism of the system, the applied methods and means are focused on this goal. However, in the ISO 9000 series of standards, the target setting for economic efficiency is expressed very weakly, and there is simply no target for on-time delivery.

But, despite the fact that the system does not solve all the problems necessary to ensure competitiveness, the popularity of the system is growing like an avalanche, and today it occupies a strong place in the market mechanism. An external sign of whether the company has a quality system in accordance with ISO 9000 series standards is a certificate for the system. As a result, in many cases, the availability of a quality system certificate for an enterprise has become one of the main conditions for its admission to tenders for participation in various projects. The certificate for the quality system has found wide application in the insurance business: since its presence indicates the reliability of the enterprise, the enterprise is often provided with preferential insurance conditions.

Fifth stage. In the 1990s, the influence of society on enterprises increased, and enterprises began to take into account the interests of society more and more. This led to the emergence of ISO 14000 standards, which set out requirements for management systems in terms of environmental protection and product safety. ISO 14000 certification of quality systems is becoming as popular as ISO 9000 certification. The influence of the humanistic component of quality has increased significantly. The attention of business leaders to meeting the needs of their staff is increasing.

Thus, the Big Three American automobile companies developed in 1990 (1994

- second edition) QS 9000 "Requirements for quality systems". And although it is based on the ISO 9001 standard, its requirements are strengthened by industry (automotive) as well as

Product quality management refers to the actions carried out during the creation, operation or consumption of products and in order to establish, ensure and maintain the required level of its quality.

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

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

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

The competitiveness of a product means its ability to be more attractive for consumption compared to other products of a similar type and purpose due to the better compliance of its quality and cost characteristics with the requirements of a given market and consumer assessments.

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

The quality policy is the main directions and objectives of the organization in the field of quality, formally formulated by top management. It is formed in such a way as to cover the activities of each employee and orient the entire team of the enterprise to achieve the goals.

The quality system is a set of organizational structure, methods, processes and resources necessary for the implementation of general quality management (Fig.).

Quality assurance is understood as a set of planned and systematic activities necessary to create confidence that a product or service meets certain quality requirements.

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

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

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

National standards in the field of quality systems were first established in the UK in 1983. The goal of the campaign was to introduce quality systems into firms and create methods for certifying such systems. The UK was followed by other European countries. However, the real boom in the implementation of quality systems in the work of enterprises occurred after the publication in 1987 by the International Organization for Standardization (ISO; The International Organization for Standardization, ISO) of the ISO 9000 group of standards on quality management and quality assurance. ISO standards are advisory in nature, but more than 90 countries have adopted the ISO 9000 series as national standards.

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

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

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

GOST R ISO 9002-96: Quality systems. Model of quality assurance in production, installation, maintenance;

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

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

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

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

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

Quality assurance - all planned and systematic activities within the quality system, as well as additional activities (if required) necessary to create sufficient confidence that the object will fulfill the requirements for quality.

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

Quality improvement - activities carried out to improve the efficiency and effectiveness of activities and processes with the aim of obtaining benefits for both the organization and its customers.

A quality manual is a document containing a quality policy and describing an organization's quality system. It may cover all the activities of the organization or only part of it. The quality manual usually contains, or at least refers to: a) the quality policy; b) responsibilities, authorities and relationships of personnel who perform, inspect or review work affecting quality; c) quality system methods and instructions; d) provisions for the revision and adjustment of the manual.

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

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

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

Among the current trends in the field of quality management in countries with developed market economies, one should note the integration of the concept of total (company-wide) quality management (Total Quality Management - TQM) into the practice of enterprise management. Within the framework of TQM, quality management is closely linked with the management of other aspects of the enterprise - finance, resources, environmental protection, etc.

Total quality management is a long-term integrated approach to managing an organization that guarantees timely and at minimal cost the provision and improvement of the quality of the manufactured goods (services) at all stages of the production process, which involves the efforts of all employees of the company to optimally meet the needs of customers. The TQM system is aimed at the processes between suppliers and buyers, and it consists of the following elements:

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

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

"Hard" components of TQM. It is impossible that only one person or one department can guarantee the quality standard, although the responsibility for this lies with the head of the enterprise. Quality is in the hands of the staff and can only be achieved as a team. Quality improvement occurs in teams made up of people from different departments.

Consistency, i.e. systematically flowing processes of planning, activity, control, analysis and adjustment are one of the fundamental requirements of the TQM process. The system basis for TQM is the preparation of quality plans and budgets, documentation and improvement of the course of processes and distribution of responsibilities, audits and audits. The minimum requirements for the components and documentation of the quality system are reflected in the international standards ISO 9000 series.

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

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

Introduction

1. Theoretical foundations for designing a product quality management system

1.2 Modern approaches to organizational design

1.3 Features of designing a quality management system in an enterprise

2. Analysis of the functioning of the quality system at TMP

2.1 Brief description of the object of study

2.2 Features of the functioning of the quality system at TMP

2.3 Analysis of the state of the quality system at CJSC "Tyazhmekhpress"

3. Development of a project for a quality management system at CJSC "Tyazhmekhpress" in accordance with ISO 9001:2000

3.1 The main directions for improving the quality system in accordance with MS ISO 9001:2000

3.2 Stages and scope of work on the development of an organizational project of a quality system at CJSC "Tyazhmekhpress", using the SPU method

3.3 Designing maps of the management procedure and organization of the workplace

Conclusion

Bibliography

Introduction

Product quality is the material basis for satisfying both personal and social needs of people, and this determines its unique socio-economic significance. Because of this, the problem of product quality is of key importance in the economy and organization of production. Consequently, product quality management is an important task for both the manufacturer and the consumer III.

At present, entering the world market has forced many Russian enterprises to reconsider their approaches to ensuring product quality. The main feature of the world market, oversaturated with goods, is the requirements of the consumer, and the manufacturer, if he wants to be successful, is obliged to fulfill them.

To meet the stated and expected requirements, Russian enterprises are currently implementing quality systems that meet modern international standards everywhere. The variety of existing standards is associated with a long development of approaches to ensuring and proving the quality of products.

Quality assurance covers the entire life cycle of products. Particular attention is paid to the design stage, since it is during the development of products that the main qualitative characteristics of products are laid down. Quality assurance in production primarily depends on the proper performance of their duties by workers who must be well trained and motivated in the field of quality.

The modern approach to proving the release of quality products is regulated by MS ISO 9001:2000 and promotes a process approach to quality assurance. Thus, at present, the quality of products is formed due to the effective organization of processes that make it possible to produce products of the required quality. The subject of study in this work is a set of methods, methods and forms of designing quality systems, carried out using modern approaches to design. The object of the study is the Voronezh machine-building enterprise CJSC "Tyazhmekhpress" - the world leader in the production of heavy mechanical presses with a force of up to 125 MN, automatic press lines, and complexes for forging and stamping industries. The purpose of this course project is to study the theoretical aspects of the problem of designing a quality system, analyze the functioning of the quality system at a modern engineering enterprise, and improve this system by developing an action plan to transfer the quality system to a new standard. To achieve this goal, it is necessary to solve a number of tasks:

To study the essence and evolution of approaches to quality management systems, using modern literature and periodicals;

Understand modern approaches to design;

Consider the design features of quality systems;

Analyze the functioning of the quality system at a particular enterprise, identify shortcomings and development prospects;

Develop measures to improve the functioning of the enterprise in the field of quality, using progressive forms and methods of ensuring product quality.

The course project contains three sections: theoretical, analytical and design, in which the above tasks are sequentially solved. The third section contains an explanation of the requirements of MS ISO 9001:2000, a plan for the transition to a new standard (using the STC method), as well as examples of building a management procedure map and a workplace organization map.

1. Theoretical foundations for designing a quality management system in an enterprise

1.1 The essence and characteristics of the product quality management system

The concept of quality was formed under the influence of historical and production circumstances. Each social production had its own objective requirements for product quality. III.

The market economy has also made its own adjustments and increased the attention of society to quality. The main task of the manufacturer of products in market conditions has become the task of meeting the requirements of consumers, which can be solved only by providing products of the required quality. Companies in a highly competitive environment must not only follow the demands of the consumer, but also go ahead of them in order to survive and compete successfully in a dynamic, ever-evolving market.

According to the definition of the international organization for standardization, quality is a set of characteristics of a product or service that give it the ability to satisfy the conditional or implied needs. /1,2/

Product quality management is understood as a constant, systematic, purposeful process of influencing factors and conditions at all levels, ensuring the creation of products of optimal quality and its full use.

The mechanism of quality management in modern conditions is schematically shown in Figure 1.1. The figure shows that the enterprise management processes and quality management processes are a single whole. / З /

Quality is formed under the influence of many factors at all stages of the product life cycle, and in order to provide the consumer with products of the required quality, a quality system is formed at the enterprise.

The quality system is a set of management bodies and management objects, activities and means aimed at establishing, ensuring and maintaining a high level of quality /3/.

The evolution of approaches to quality management allows us to distinguish four stages in the development of quality systems:

Mass control system;

Statistical quality control;

Total quality control;

General quality management /4/.

Let's take a closer look at the modern concept of TQM quality management, as well as the widely used standards of the ISO 9000 series. The TQM system is a comprehensive system focused on continuous quality improvement, minimizing production costs and just-in-time delivery. The main ideology of TQM is based on the principle that there is no limit to improvement. With regard to quality, there is a target setting - the desire for 0 defects, 0 unproductive costs, for deliveries - just in time. The main emphasis is on the full satisfaction of the needs of the consumer /5/.

The components of TQM are graphically illustrated in Figure 1.2.

TQC - Total Quality Management; QA - Quality Assurance; QPolicy - Quality policy; Qplanning - Quality planning; QI - Quality improvement. Figure 1.2 - Main components of TQM

If TQC is the management of quality in order to fulfill the established requirements, then TQM is also the management of goals and the requirements themselves.

In TQM, the role of a person and staff training are significantly increasing. The forms of education are changing significantly, becoming more active - business games, special tests, computer methods, etc. are used. Learning becomes part of motivation. Special techniques are being developed for developing the creative abilities of workers 151.

The appearance at that time of a series of new international standards for ISO 9000 quality systems was associated, first of all, with the need to simplify the relationship between consumers and suppliers, by confirming the latter's ability to provide the declared product quality. In order for the evidence of such a possibility of the enterprise to be objective, certification of quality systems and products was introduced, which was entrusted to be carried out by specially created independent organizations - certification bodies. These certifications are designed to reduce the cost to consumers of testing the capabilities of their suppliers. At the same time, today ISO standards have become not only the basis for proving quality assurance to external consumers, but also a practical guide for creating quality management systems in enterprises.

The ancestor of the ISO 9000 series of standards, the first version of which was published in 1987, is the English standard BS 5750 (1979).

The ISO 9000:1987 family of standards includes: ISO 9001-9003, ISO 9004, ISO 8402 glossary of terms and definitions. quality in design, development, production, installation and maintenance", ISO 9002 - "Quality system. Model for quality assurance in production, installation and maintenance", ISO 9003 - "Quality system. Model for quality assurance in final inspection and testing ". The standards of the ISO 9004 group are presented as guidelines for internal use. Of all the models of ISO 9000 standards, only ISO 9001, 9002, 9003, as well as ISO 10012 "Requirements to ensure the quality of the measuring tool" are intended for certification, and their requirements are mandatory, the rest are in the nature of guidelines and recommendations / 6 / .