In order for the Kaizen philosophy to work in business, Japanese managers back it up with practical tools for optimizing jobs, quality control, submitting rationalization proposals, careful use of resources, etc.

The Japanese economic miracle is the unprecedented growth of the Japanese economy from the mid-50s until the oil crisis of 1973 - about 10% per year. Japan, previously known in the world as a producer of low-quality waste products, has turned its image around and become a competitor to leading American corporations.

The Japanese attribute the rise of their economy to the use of kaizen as a way of thinking and approach to management. It is interesting that the Americans themselves brought ideas for improving product quality to Japan.

Kaizen: Definition, Origin and History

In 1946, America sent its best engineers to lecture on quality and share their experiences with Japanese industrialists. In 1950, lectures in Japan were given by W. Edwards Deming, the founder of the modern quality movement. The Japanese implemented his ideas so effectively that 20-30 years later American delegations came to adopt the Japanese experience.

William Edwards Deming is an American scientist, developer of statistical quality control methods, and management and quality management consultant. Co-author of the Shewhart-Deming Cycle (PDCA). It is directly related to the revival of the Japanese economy.

The term "kaizen" as a direction of management became widely known in 1986, after the publication Masaaki Imai "Kaizen: the key to the success of Japanese companies." Then the whole world learned what kaizen is and that Japan owes its success to it.

Kaizen management approaches differ sharply from management methods accepted in the West. In Japan, people and the production process are of particular importance, while in the West, company management is focused on the product and results. Let's look at the basic principles of kaizen.

Consumers

The most important link in the production chain, and all the company’s efforts are aimed at ensuring that it receives a quality product at a low price. It is important to anticipate market demands and adapt production to changing needs. Customer feedback is one of the important components of kaizen.

Employees

The most valuable asset of the company, without their support kaizen is impossible. Relations with personnel at Japanese enterprises are built in such a way that the employees themselves are interested in producing high-quality and competitive products. Here, the welfare of the enterprise means the welfare of the employee.

The pursuit of excellence is supported by five systems for forming relationships between a person and an organization:

• lifetime employment system
• on-the-job training system
• rotation system
• merit system
• reward system.

Management

Kaizen prefers leadership as opposed to Western formal bosses. Japanese managers earn authority not by a sign on the office door, but by their knowledge, experience, decisions made, and personal example. They are open to their subordinates, spend a lot of time at work, and communicate freely with employees of any level.

It is impossible to deploy kaizen in a company without the support of top management: improvement goals are set at the top level and unfold from top to bottom. The implementation of the plans requires decision making and investment. The higher a manager is in the hierarchy, the more improvement actions are expected of him.

Focus on process rather than results

Kaizen is based on process thinking, because... Improving processes leads to improved results. In Japan, employee efforts are valued, even if this does not directly save the company.

In the West, employees are focused on getting results at any cost. Any rationalization proposal is considered from the perspective of making a profit in the next quarter.

Gradual development plus innovation

Western companies prefer leapfrog development through innovation, without worrying about minor improvements. The Japanese combine kaizen and innovation to achieve long-term growth.

Building quality into the process

Quality is an important element of kaizen. The Japanese realized that checking finished products for defects is a waste of time and money, because... does not lead to improved quality. Therefore, they began to build quality into all stages of production, from product development and selection of suppliers to delivery of goods to consumers.

The next process is the consumer

Any production of goods or services can be divided into a chain of processes. In kaizen, each subsequent process is usually considered as an end consumer. Therefore, the next production link will never receive defective parts or inaccurate information.

Differences between the Japanese kaizen approach and traditional management in Western companies

Kaizen goals

The Japanese resorted to kaizen and its methods to overcome post-war devastation. As a result, the country not only recovered from hostilities, but also became the world's leading manufacturer of high-quality competitive products - cars, equipment, electronics. And this is in the absence of resources, a small territory and relative isolation from the world. This is a side effect of kaizen.

The main goal of kaizen management is customer satisfaction.

To achieve this, top management sets clear priorities for product quality, cost and delivery discipline, and deploys them from top to bottom throughout the enterprise.

In addition to customer satisfaction, the Kaizen technique allows you to:

• improve product quality and at the same time reduce prices
• increase company profits
• motivate staff and maximize their potential
• remain competitive in the market for decades
• rational use of limited and expensive resources.

In my opinion, kaizen is also an end in itself - improvement for the sake of improvement, because this is precisely what many see as the meaning of human existence.

Application of methods in the kaizen concept

In practice, kaizen is implemented through practical tools and techniques. Let's look at some of them.

Total Quality Management (TQM - Total Quality Management)

Management philosophy of improving product quality, reducing costs, and satisfying consumers and company employees. The most important and large-scale kaizen tool.

Just-in-time production system ()

A production organization method developed by Toyota Vice President Taiichi Ohno in 1954 and used in the company's production system.

Its essence is that the parts needed for production are supplied to the assembly line within a strictly defined time frame and in the required quantity. Finished products are produced in small batches and are not stored, but are immediately shipped to consumers.

Thus, the company avoided maintaining warehouses, which was impossible given the limited expensive resources and territory, and also increased the quality and speed of assembly, completely optimizing the production process.

(TPM - Total Productive Maintenance)

TRM is the care of each employee about the entrusted equipment and workplace. Caring for the machine maintains its functionality for a long time and allows you to anticipate possible breakdowns. The actions of workers are supported by the development of standards for the operation of equipment, organization and order in the workplace, identification of problems, and minor repairs.

Proposal system

The Japanese adopted the practice of submitting proposals to improve production from the United States. There are two options for the methodology: individual proposals and small group proposals. The system of proposals supports kaizen and creates a sense of involvement of workers in the fate of the company.

Japanese management strongly supports employee proposals and gives bonuses and gratitude for their initiative. The record number of proposals submitted to one company by one person in one year was 16,821.

Small group work

Right on the shop floor, groups of 6-10 people are looking for ways to improve the quality of processes and products, reduce downtime and reduce material consumption. Such voluntary associations first appeared in 1962 as study groups that studied the theory of quality control and began to apply what they learned in their workplaces.

The most common small groups are quality control circles and QC circles. The area of ​​responsibility of QC circles is usually limited to the workplace - reducing resource costs, increasing labor safety and increasing productivity. QC circles use seven statistical tools to analyze problems and how to solve them: Pareto charts, cause and effect charts, histograms, control charts, scatter plots, graphs, and checklists.

At the time of writing the book about kaizen (1986), 170 thousand QC circles were officially registered in Japan, and about the same number operated unofficially.

Members of QC circles receive satisfaction from influencing the work process and participating in improvement; the element of creativity and initiative has a positive effect on the corporate culture.

The photo shows the work of QC circles at the Toyota plant in Indonesia then and now

Another tool created at Toyota as part of the Just-in-Time methodology. Kanban are tags that are attached to containers of production parts. The container moves along the assembly line and workers select the necessary parts. When all parts have been selected, the empty container is returned for the next batch, and the tag serves as a requisition form. Essentially, it is a communication system between production and warehouse workers that minimizes the storage of parts in production.

Zero defects (ZD - zero defects)

The zero defects program was developed by the American Philip Crosby. Its essence is that no level of defects in production is acceptable. The number of defects should be zero.

This goal is achieved as follows:

• it is necessary to prevent the occurrence of defects, and not to find and correct them
• Efforts must be made to reduce the number of defects
• the consumer deserves a defect-free product, and it is the manufacturer's responsibility to provide it
• management must clearly set goals for improving product quality
• quality is determined not only in the production process, but also by the activities of non-production personnel
• Quality assurance must be subject to financial analysis.

Advantages and disadvantages of Kaizen

The benefits of kaizen are obvious:

1. better product quality at lower costs
2. customer satisfaction
3. rational use of resources and equipment
4. atmosphere of mutual assistance and cooperation
5. employee motivation.

But why then don’t all companies arm themselves with kaizen techniques? Kaizen is not so easy to implement; to do this, you need to rebuild not only the production process, but also your thinking.

Here are the challenges companies face on their path to excellence:

1. process improvement requires investments that will not pay off immediately
2. it takes a long time to see the effect - 3-5 years
3. Kaizen is not suitable for a rapidly developing economy
4. it is very difficult to involve employees at all levels
5. human factors interfere - laziness, greed, dishonesty
6. Western companies do not have practices of lifelong employment, horizontal rotation, or combining several functions
7. Employees' suggestions for improvement are not taken seriously.

Kaizen in practice

The Kaizen philosophy is supported by many Japanese corporations - Toyota, Mitsubishi, Nissan, Philips. As an example of a kaizen follower, I would like to cite a Western company - Nestlé S.A.

Nestlé

Swiss multinational food and beverage manufacturer. Its product line includes baby food, medical nutrition, bottled water, breakfast cereals, coffee and tea, candy, frozen food, snacks and pet nutrition.

The corporation has not left the list of Fortune 500 companies for 22 years; in 2016, it took 66th place with a profit of $9,423 million. In the previous year, it took 70th place, and a year earlier - 72nd.

Lean production and zero waste are Nestlé's primary mission. The ideas of kaizen are clearly visible in Nestlé’s Corporate Principles and Nestlé’s Quality Policy.

The company's top management undertakes to strive for the highest quality and safety of products in the following ways:

• Fostering a culture of quality to develop, manufacture and deliver zero-defect products and services that our consumers trust.
• Compliance with current legislation and international requirements.
• Continuously improve the quality management system to ensure product safety, prevent quality incidents and eliminate defects.
• Encouraging participation and dissemination of responsibility for quality among employees and partners through standards, education, training and mentoring, supervision and effective communications.

To create value and earn consumer trust, Nestlé implements 4 principles:

Nestlé Waters uses different methods to understand where it is best to open a new factory. Techniques such as Value Stream Mapping illustrate the flow of materials and information required to deliver the final product to the consumer. Thus, new factories are opened where they will initially work most efficiently.

Total Quality Management: definition and essence

Total Quality Management is a term closely related to kaizen. Speaking about what Total Quality Management is, Masaaki Imai calls it “the main highway leading to kaizen” and often equates these concepts.

TQM is kaizen implemented using a systematic approach and statistical methods. They transform the company's problems into concrete numbers.

TQM are activities aimed at improving quality: they involve top and middle management, foremen and workers, employees of non-production departments. These activities relate to marketing research, design and development of new products, production, sales, relationships with suppliers and consumers, personnel training, etc.

In Japan TQM implementation starts with people— when the organization’s employees are imbued with the desire for quality and have mastered kaizen thinking, then they can begin to improve production and management processes.

While in the West there are special positions or departments for quality control, in Japan quality control is everyone's business. Employees at all levels are constantly trained to ensure effective quality control. In addition, TQM is supported at the state level.

TQM principles

One of the founders of the TQM movement, Professor Kaoru Ishikawa, formed six features of total quality management in Japan:

1. TQM is applied throughout the company with the participation of all employees.
2. The importance of education and training.
3. Work of QC circles.
4. Regular TQM audits by senior management or external organizations.
5. Use of statistical methods.
6. State support for TQM.

The Total Quality Management methodology contrasts sharply with the approaches of traditional quality management:

W. Edwards Deming was directly involved in the formation of the TQM concept. He formulated a 14-point algorithm of actions for implementing the TQM concept:

1. Ensure consistency in product and service improvement goals.
2. Adopt a new philosophy.
3. Eliminate reliance on inspections to achieve quality.
4. Stop choosing partners solely based on price. Instead, reduce your overall cost by working with a single supplier.
5. Continually and forever improve every planning, production and service process.
6. Introduce on-the-job training.
7. Encourage leadership.
8. Get rid of fears.
9. Break down barriers between staff from different functional areas.
10. Eliminate slogans, appeals and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical targets for managers.
12. Remove barriers that prevent people from taking pride in workmanship and eliminate annual rankings or merit systems.
13. Organize a vigorous training and self-improvement program for everyone.
14. Engage everyone in the company in the transformation effort.

Advantages and disadvantages of TQM

The most obvious advantage of TQM is improving the quality of products. But since total quality management affects all processes in an enterprise, the effect of its application is much wider than a product without defects.

Here's the return you can get from TQM:

• improving product quality
• customer satisfaction and loyalty
• reduction in production costs
• company profit growth
• the company's adaptability to sudden environmental changes
• motivating employees through involvement in the company's activities
• strengthening corporate culture.

Despite the positive effect, the implementation of TQM requires significant costs and effort. Critics of the concept call the following disadvantages:

• large financial investments at the initial stages associated with staff training and hiring quality consultants
• spending time on establishing communication processes and creating a new corporate culture
• formalization of the production process due to the introduction of new standards and rules
• difficulties in ensuring the required level of staff involvement
• no effect in the short term
• lack of adaptation of the approach to the service sector, small businesses, and the non-profit sector.

TQM in practice

As an example of Total Quality Management, I would like to cite the Indian company, the flagship company of the CK Birla Group. In 2015, she received the Deming Award, an honorary prize in quality management.

NEI manufactures bearings under the NBC Bearings brand for the automotive and railroad industries. The production capacity of NEI's four factories is designed to produce thousands of sizes of bearings. It is the only bearing manufacturer in India that has its own research and development center. The company's products are exported to 21 countries, including the USA, Germany, Japan and Australia, and are used in products of the Honda, Suzuki, and Daimler brands.

NEI puts consumers first and always adapts to changing market needs. The company adheres to the “Zero Defects” concept in production and supply. The defect rate is currently 100 parts per million, and NEI plans to reduce it to 50 parts per million over the next three years and keep it below 10 parts per million in the future.

Company credo
Be the best you can be
Be the best that you can be.

Kaizen in IT

Kaizen philosophy is not only suitable for manufacturing enterprises. Kaizen principles form the basis of modern flexible development methodologies and are actively used by teams all over the world.

Scrum.

The creators were inspired by the practices of Japanese enterprises and many kaizen principles are the basis of their methodology: the PDCA cycle, constant analysis of activities, elimination of interference, mutual support and openness of information.

Lean.

Development is a lean production method adapted for IT, one of the kaizen tools. Where developers work, it is just as important to eliminate downtime and waste as in production. Lean is based on constant learning, elimination of losses, informed decision-making, quick delivery of the product to the customer, team motivation, and lean principles.

Kanban.

- another methodology that has migrated from workshops to developer offices. Initially, this is one of the tools of the “just in time” concept.

is based on the principles:

1. development begins with existing methods, which are changed for the better in the process
2. the team agrees in advance to make important changes
3. initiative is encouraged
4. roles and responsibilities in the team are clearly distributed. It also has quite a lot in common with kaizen ideas.

Remember and you will understand where all modern methods of creating a quality product come from.

Likewise, the principles of TQM have found application
in software development: quality is built into the process creating a software product at the stage of collecting customer requirements.

Applications

There are many project management services that allow you to control the work of production, IT teams and digital agencies that profess Kaizen or Total Quality Management. And there is Worksection.

The Saas service allows you to establish such transparent communication between management and the team, between the company’s client and the contractor, right down to the hired freelancer, that quality control and continuous improvement of the product are inevitable.

THEORETICAL BASIS OF TOTAL QUALITY MANAGEMENT (TQM)

As a result of studying Chapter 6, the student should:

know

• principles and concepts TQM; basic goals TQM; tqm elements;
• international features TQM and features of QMS implementation in Russia;
• what should the organization's customer orientation be? what channels of “feedback” the organization has with the consumer are used in quality management practice;
• existing national and international quality awards;

be able to

• justify the feasibility of the transition from total quality control to total quality management;
• provide opportunities for everyone to truly participate in the process of achieving the main goal - satisfying consumer needs;
• build and manage the process in accordance with the principles and requirements TQM;
• put into practice the principles TQM;
• anticipate what problems may arise during implementation TQM;

own

• the ability to focus all company activities on the needs and wishes of external and internal consumers;
• skills in building a system to achieve the main goal - maximizing the value of the product for the consumer and minimizing its cost, both for the consumer and for the manufacturer.

TQM principles

In recent years there have been many new theoretical and practical developments in the field of quality, from which two main principles can be distinguished: everything should be done in the interests of customers whose needs you know; It's cheaper to do it right the first time. Based on these provisions, currently the most effective quality model is the total quality management model ( Total Quality Management – ​​TQM).

TQM is a comprehensive system aimed at continuously improving the quality of the entire organization, minimizing production costs and delivering products on time. The main ideology of this system is based on the principle “there is no limit to improvement.” This ideology has its own term - “continuous quality improvement”.

TQM as technology is a fundamentally new approach to managing any organization.

Possibilities TQM much broader than simply ensuring the quality of a product or service. This management technology, based on the participation of everyone working in the organization at all levels of the organizational structure, is aimed at achieving long-term success of the enterprise through meeting consumer requirements and benefits, both for members of the organization and for the whole society.

There is often confusion in understanding the terms “quality management” and “quality assurance”.

If quality assurance is a management process with the aim of fulfilling established requirements, then quality management is also management of goals and the requirements themselves.

Total Quality Management (Total Quality Management) is an organization's philosophy that is based on the pursuit of quality and management practices leading to total quality. Hence, quality is not something you have to track or add at some stage of the production process, it is the very essence of the organization.

Total quality management assumes that all employees of the company are involved in creating a quality product, and not just quality managers or reliability managers.

Total Quality Management is a people-focused management system whose goal is to continually improve customer satisfaction while continually reducing actual costs.

TQM it is a system-wide (rather than site- or program-specific) approach and an integral part of the top-level strategy. This strategy is carried out at a horizontal level, covering all functions and divisions of the organization, involving all employees from top to bottom. At the same time, supply processes, as well as consumers, are included in the overall network of processes.

IN TQM Much attention is paid to mastering the policy of constant change and its adaptation, since these components are considered powerful levers that significantly influence the success of the organization. Adaptation of philosophy TQM requires significant changes in the organization's structure, its work processes, and its culture. To achieve this, organizations use a variety of approaches.

Some rely on quality tools such as Six Sigma without making the necessary fundamental changes to their processes and culture. While it is relatively easy to focus on tools and techniques, it is much more difficult to understand the essence of the changes needed in human attitudes and behavior and to achieve them in practice.

Others focus on a behavioral focus and try to get people in the organization to understand the importance of a culture that puts the customer and their needs first. However, they cannot prevent errors, achieve the required design quality, or make the necessary efforts to continuously improve.

There are also companies that focus on improving operations, but fail to pay enough attention to what really matters to the customer.

Experience shows that single-axis and non-systemic approaches can lead to improved individual results over a short period of time, but, as a rule, this does not bring significant improvements in the long term. Thus, total quality management requires comprehensive coverage, a complete change of thinking, and not just the application of some set of tools.

Total quality management is a fundamentally new approach to managing any organization, aimed at quality, based on the participation of all its members (staff in all departments and at all levels of the organizational structure) and aimed at achieving long-term success through customer satisfaction and benefits, both for employees of the organization and for society as a whole.

Nowadays, total quality management is increasingly becoming an ideology covering various sectors of society. TQM It is also necessary for us if we want not only to get out of the crisis, but also to begin to compete with economically developed countries. That's why knowledge TQM and its application in practice in the near future will become necessary for managers of not only large but also small enterprises.

Main goals TQM are:

• the entrepreneur’s orientation towards meeting current and potential consumer demands;
• raising quality to the rank of a business goal;
• optimal use of all organizational resources.

Basic elements of the model TQM are presented in Fig. 6.1.

Rice. 6.1. The main elements of the total quality management model (TQM)

As can be seen from the figure, the most important elements TQM are.

Top management involvement: The quality strategy in the company (organization) must provide for constant, continuous and personal participation of the company’s top management (manager) in issues related to quality. This is one of the main and mandatory conditions for successful implementation TQM which is the key to the company’s successful work in matters of quality assurance.

Focus on the consumer : focus all company activities on the needs and wishes of both external and internal consumers.

General participation in work: provide opportunities for everyone to truly participate in the process of achieving the main goal - satisfying consumer needs.

Focus on processes : focus on processes, considering them as an optimal system for achieving the main goal - maximizing the value of the product for the consumer and minimizing its cost for both the consumer and the manufacturer.

Continuous improvement : Constantly and continuously improve the quality of the product.

Basing decisions on facts: base all company decisions only on facts, and not on the intuition or experience of its employees.

Quality management is a dynamically evolving concept. Today there are several main "schools" TQM(Japanese, American, European). This may be why there is no consensus among specialists about the number of principles on which TQM. The following eight principles are recognized as fundamental: TQM .

• 1. Customer orientation of the organization.
• 2. The role of management.
• 3. Employee involvement.
• 4. Process approach.
• 5. Systematic approach to management.
• 6. Continuous improvement.
• 7. Fact-based decision making.
• 8. Mutually beneficial relationships with suppliers.

Organization applying the concept TQM must systematically collect and analyze information coming from a variety of sources and allowing one to draw informed conclusions regarding the current and potential needs of both individual consumers and market segments and the market as a whole.

In order to implement the principle of customer orientation, the following actions must be taken:

• studying demand in order to fully understand the needs and expectations of the consumer regarding goods, prices, delivery, etc.;
• ensuring balance in the demands of consumers and other participants in the transaction with goods (business owners, organization personnel, suppliers of the organization, society);
• measuring consumer satisfaction in order to correct one’s own activities;
• customer relationship management.

The company should try to find out the opinion of its consumer and then, using feedback, adjust the quality parameters of the product in order to improve it for the user.

If the head of the company is not imbued with the need TQM For success in the competitive struggle for the consumer, then, as world practice shows, the “struggle for quality” will remain only a slogan. The leader must include quality aspects in the company's goals and support its activities with quality funding, moral incentives and management resource capabilities. The manager must also take an active part in improving the process.

If management does not demonstrate through its actions that quality is as important as, say, the cost or delivery time of a product, the rest of the team in the company will not consider the issue of quality as one of the main criteria in management's evaluation of their work and their attention to it will be reduced. weakened. Thus, the quality strategy must be based on the direct participation of top management in quality assurance, then it will be successful. That is why management involvement in the quality assurance process is placed at the forefront of the most important elements that form the basis of the strategy TQM.

Under process in TQM not only the process of producing a product is understood. There are two points of view on what a process is: a process is an organization of resources; a process is an organized activity.

Concept TQM starts from the second definition, considering a process as any organized activity planned to generate a predetermined output for a specific user, while providing the necessary input of the process.

Any process has boundaries determined by the initial stage (input) and the final stage (output). Inputs are often viewed as process resources. The output of a process is the result of a transformation or set of transformations. A process carries out its activities using resources. From this point of view, we can define process, it is a collection of interrelated resources and activities that transforms inputs into outputs.

Practice shows that qualified use TQM methodology provides the organization with the following benefits:

• – increase in profit;
• – ensuring the economic sustainability of the company and rational use of all types of resources;
• – improving the image and reputation of the company; 1
• – improving the quality of management decisions;
• – introduction of the latest achievements;
• – increase in labor productivity;
• – improving the quality and competitiveness of products;
• – increase in customer satisfaction.

It must be borne in mind that the modern concept of quality management is the concept of managing any purposeful type of activity, which allows you to achieve success not only in the production sector, but also in state and municipal administration, the service sector and other areas.

The components of an integrated quality assurance system based on the concept of comprehensive quality management are graphically presented in Fig. 6.2.

Rice. 6.2. Components of an integrated quality assurance system based on the concept of comprehensive quality management ( TQM)

The basic principle on which the concept is based TQM– “there is no limit to improvement.” In systems built on the basis of this concept, the following target settings apply:

• – striving for zero defects;
• – striving for zero non-production costs;
• – commitment to “just in time” deliveries.

With all this, there is an awareness that achieving these goals is impossible, but it is necessary to constantly strive for this. This ideological attitude in foreign practice has received a special term Quality Improvement (continuous quality improvement) .

In a quality assurance system based on the concept TQM Collegial management methods are used.

A characteristic feature of the system is the use of collective forms and methods of searching, analyzing and solving problems, the participation of the entire team in improving quality. In this regard, the role of the person and the personnel training system increases significantly. The level of motivation becomes so powerful that people, carried away by work, stay late at work, continue to do work at home, and give up part of their vacation. This level of motivation often leads to the formation of a new type of workers, who are called by the medical term “workaholics.”

In such a quality assurance system education becomes part of the motivation of activity and is carried out continuously throughout the entire working life. Transforming training in the personnel training system into an element motivation of activity This is due to the fact that a well-trained person feels more confident in a team, is able to take on the role of a leader, and has clear advantages in his career. The personnel training system uses active forms and modern training technologies: business games, training seminars, round tables, testing.

The peculiarities of relationships with consumers and suppliers were strongly influenced by the emergence of a certification system for quality systems for compliance with ISO 9000 standards.

The main goal of quality systems built on the concept of comprehensive quality management is to ensure the quality of products required by the consumer and provide him with evidence that the enterprise is able to provide this level of quality. In accordance with this goal, the mechanisms of the system, the methods and means used are oriented towards achieving this goal. At the same time, the goal of economic efficiency in such systems is rather weakly expressed, and the goal of timely delivery is completely absent.

But despite this, the popularity of quality assurance systems based on the concept TQM and the ISO 9000 series standard has grown and is growing like an avalanche. And today it occupies a strong place in the modern market mechanism. The presence of such a system at a particular enterprise is confirmed by a certificate for a quality assurance system issued by an independent third party.

In modern conditions, the presence of a certificate for a quality assurance system at an enterprise is one of the main conditions for admitting this enterprise to tenders; is quite widely taken into account in the insurance business when using the practice of providing preferential insurance conditions for enterprises. The presence of a certificate indicates the reliability of the enterprise.

About the popularity in the world of quality assurance systems based on the concept TQM(comprehensive quality management) and ISO 9000 series standards indicate data on the dynamics of growth in the number of certified systems (according to the Mobil system):

• – in 1993 – about 50 thousand systems;
• – in 1995 – about 100 thousand systems;
• – in 2000 – over 150 thousand systems;
• – in 2012 – over 300 thousand systems.

In the modern conditions of the emergence of a market economy in Russia, the presence of quality assurance systems at enterprises, confirmed by certificates of conformity, for their successful operation is a condition not entirely sufficient, but absolutely necessary. Today, dozens of domestic enterprises have implemented ISO 9000 series standards and created and certified their own quality assurance systems.

Where should a Russian organization today begin to introduce the methodology into its activities? TQM? Firstly, it is necessary to take the ISO 9000 series standards as a basis. Secondly, to create and then improve a quality management system using methods TQM. Thirdly, systematically conduct self-assessment in order to reduce the gap with the leaders - winners of the quality award competition. In this case, criteria can be used as evaluation indicators quality awards(see paragraph 6.5).

The main challenges in implementing the concept of total quality management usually arise in the area of ​​human resources management. Any organization that decides to engage in quality improvement faces at least four obstacles:

• 1) staff resistance to innovation;
• 2) limited understanding by managers of different levels of the relationship between product quality and organizational performance;
• 3) approach to quality improvement as a one-time event or another newfangled campaign;
• 4) giving quality improvement the status of a statistical rather than a managerial event.

Although total quality is a new way of thinking about organizational management, it is not an entirely new organizational model. When compared with well-known organizational models, it is clear that this approach contains many aspects of already tested models.

In practice, three main organizational models are used: mechanistic; organic; cultural.

A comparison of overall quality and these models is summarized in Table. 6.1.

IN mechanistic model, developed by classical management theorists, the organization is viewed as a tool or machine created solely for the owner's profit. The work is broken down into elemental tasks and the focus is on productivity, compliance and stability.

Table 6.1

Main comparative characteristics of TQM and organizational models

Although the mechanistic model, like total quality theory, assumes that an organization exists to achieve a specific purpose, total quality takes a broader approach to the concept of quality. To do this, it adopts an open systems approach in which managers are seen as leaders and analysts rather than people who plan, organize, direct and control. At TQM The roles of workers are also expanded, a horizontal rather than vertical organization of work is used, and the focus is on continuous improvement rather than a focus on stability. Narrow-minded managers and critics TQM This business philosophy is often viewed in a purely mechanistic sense and fails to see the potential for wider application.

Organic model views organizational systems as living organisms that depend on the environment from which they receive resources. In this sense, these systems must adjust the behavior of their parts so as to maintain the properties of the entire structure within acceptable limits. This model assumes that system goals, such as the need to survive, replace goals related to functioning (for example, making a profit). Total quality has the same guidelines in this regard, since in a competitive environment survival often becomes the main incentive to adapt to this environment. Therefore, customer satisfaction as one of the definitions of quality is fully consistent with this approach.

In the organic model, organizational units are not autonomous. This is broadly consistent with the idea of ​​developing partnerships advocated in the Total Quality approach. In this case, a shared vision of the organization's mission replaces fear as a motivator and control lever, employees work based on shared beliefs and values, horizontal communications become as important as vertical ones, and the organization moves towards greater coordination and organizational rationalization. In addition, the organization must adapt to a wide range of external forces. In these areas, total quality has many similarities to the organic model.

This helps explain why many practitioners view total quality as something new, while many scientists believe that its roots in systems theory have been around for decades.

Cultural model considers an organization as a set of agreements on interactions that individuals have voluntarily entered into. An organization's culture and social environment are activated as a result of the actions of organization members or shaped by them in the form they desire. From the perspective of this model, the purpose of the organization is to serve the diverse needs of all those whom it influences, i.e. all interested parties included in the contact audience.

Proponents of total quality often express approximately the same point of view. But because of the diversity of stakeholders, quality takes on many meanings, and therefore the organization's values ​​and missions must be aligned. Although total quality typically assumes that organizations must adapt to customer expectations, recent ideas about partnerships and sharing best practices (even with competitors) are quite consistent with the cultural model.

In the cultural model, managers play a more explicit role as leaders, loosening control and transferring authority to satisfy the needs of many individuals. At the same time, employees have more opportunities in formulating organizational goals, and all structural decisions are based on values ​​and necessarily take into account the autonomy of individuals (political rationality). Training needs are determined not so much by adaptation to environmental forces, but by the demands of individuals. It should be noted that many of these characteristics characterize recent trends in the evolution of individual components of the total quality that high-performing organizations strive for.

To sum it up, we can say that total quality has evolved and, starting from opposing the mechanistic management model, has absorbed many of the features of the organic model. However, recent trends show that the ideas of the cultural model are increasingly beginning to influence philosophy TQM.

“Listen to me, and in five years you will be competing with the West. Keep listening until the West asks for protection from you." These words belong to the patriarch of Total Quality Management E. Deming, which he said to the heads of 45 largest companies in Japan in 1950 at a seminar in Tokyo.

The words turned out to be prophetic: in the early 1960s. Japan rose to the forefront in the world in a number of years, and after a while the whole world began to talk about the Japanese miracle, admiring it to this day.

E. Deming outlined the idea of ​​transformation in 14 postulates.

1. Make it a constant goal to improve the quality of products and services. Improvement of services should not be carried out sporadically, but continuously and systematically, to become one of the most important tasks of the manufacturer. In this case, it is necessary to ensure: rational allocation of resources; meeting long-term needs; product competitiveness; business growth; employment and creation of new jobs.

2. Adopt a new philosophy. We cannot continue to live with the existing system of delays, delays, and mistakes; defective materials and imperfect labor.

Management style needs to change to stop the ongoing economic downturn; constantly improve the quality of all systems, processes, and activities within the company.

3. Stop depending on inspection. To achieve this, mass inspections should be eliminated as a way to achieve quality. A manufacturer can achieve this goal only if quality issues come first for him and he has constant information about its level, using statistical methods of quality control in production and procurement.

4. Stop the practice of awarding contracts based on low prices. It is necessary to compare quality with price (price does not matter if it is not compared with the quality of the purchased product); choose one supplier to supply one type of product; establish long-term relationships with the supplier based on trust; try, together with the supplier, to reduce overall costs.

5. Constantly improve the system. Continuous and continuous improvement of the planning, production and service system provides for prompt resolution of emerging problems, continuous improvement of quality and increased productivity. The result of improving the system is a constant reduction in costs for raw materials, design and improvement of equipment used, retraining and training of personnel, and quality control. System improvement involves progress in organizing continuous monitoring of continuous production processes in order to improve the performance of each area.

6. Train on the job. For on-the-job training, it is necessary to introduce modern methods of training and retraining in the workplace for everyone, including management personnel. Particular attention should be paid to using the capabilities of each employee.

7. Establish leadership. This implies the establishment of a leadership institute to assist staff in solving assigned tasks. Today, the most important task of leadership at any level is considered to be to identify the required excellence in subordinates and to help them achieve excellence so that they become leaders. Promote two-way communication between management and subordinates to improve efficiency and productivity.

8. Eradicate fear. A company employee should not be afraid of changes in his work, but strive for them.

9. Remove barriers. This refers to the removal of barriers between departments and personnel groups. Personnel working in the areas of research, design and production must be perceived as a single team. Each employee must think and try to satisfy in his workplace not only the requirements of the consumer of the company's products, but also the consumer of the results of his work at this company. Only in this case can the requirement of continuous process quality assurance be met.

10. Avoid empty slogans. Do not call for improved quality without considering how to achieve it. Empty slogans, no matter how attractive they may be, have a certain effect for a short time and are then forgotten. At the same time, most defects and, as a result, low quality occur not because the employee does not want to do the job well, but because the existing system in the company (interest, time to complete the work, responsibility, etc.) does not allow him do your job efficiently.

11. Eliminate digital quotas for work management. Digital quotas are typical for piecework. At the same time, the norm for piece work is established as the average time for its completion. Therefore, half of the workers complete it quickly and then rest, while the other half will be late in completing it and continue to work. This cannot create a normal climate in the team, and therefore piecework reduces productivity. In addition, during piecework, most employees are busy studying specific operations, measuring the time for their completion, and establishing standards (in numbers) for piecework. It would be better to use this category of people for a specific job in the production process, and transform the process so that the piece system is replaced by a system that ensures an increase in quality and productivity in a team working as a single team.

12. Give the opportunity to be proud of belonging to the company. Remove barriers to pride in work. It is very difficult to have a sense of pride in your work if the company's products do not have a good reputation or the employee cannot influence the work situation.

13. Encourage education and self-improvement. Advancement up the career ladder should be determined by the level of knowledge.

14. Involve everyone in the work of transforming the company. One of the main conditions for success in the process of achieving quality is the conviction of the company's management in the need for this. It must be involved every day in the process of improving quality and productivity. Senior management must act and not just be supportive.

In general, the 14 principles are often seen as very important goals that do not in themselves provide the tools to achieve them. Business reorganization should begin with mastering each of 14 points and the fight against “deadly diseases”, which, according to E. Deming, affect most companies in the Western world:

• lack of consistency of goals;
• the pursuit of immediate gain;
• systems and ranking of personnel;
• senseless rotation of management personnel;
• using only quantitative criteria to evaluate the company's performance.

The obstacles that may appear in addition to these “diseases” are different: motivational, educational, commitment to the technologies used, etc.

The action plan according to E. Deming consists of the following 7 steps (Fig. 1).

Rice. 1. Action plan according to 3. Deming

Quality control

1. Basic principles of the Total Quality Management (TQM) system.

INTRODUCTION………………………………………………………………………………..….…..3

1. MODERN METHODS OF QUALITY MANAGEMENT……....……4

2. CONCEPT " TQM"……………………………………………………….……...7

2.2. BASIC PRINCIPLES OF TQM……………………………………………………………...8

3. METHODOLOGY OF “TOTALE QUALITY MANAGEMENT”……12

3.1. TECHNOLOGY FOR DEPLOYING QUALITY FUNCTIONS

(QFD-QUALITY FUNCTION DEPLOYNENT)…………………………….….…12

3.2. FUNCTIONAL - COST ANALYSIS (FSA). ………………13

3.3. FMEA – ANALYSIS (FAILURE MODE AND EFFECTS ANALYSIS)………..13

3.4. FUNCTIONAL – PHYSICAL ANALYSIS (FFA)……………...….16

4. IMPLEMENTATION OF THE SYSTEM TQM………………………………………………………...19

CONCLUSION……………………………………………………………..……23

LITERATURE………………………………………………………………………………..…..24

INTRODUCTION

When talking about quality systems, quality assurance and continuous improvement, one cannot ignore such a concept, now popular all over the world, as Total Quality Management (TQM).

What is Total Quality Management (TQM)?

Today, probably, no more than one in ten entrepreneurs can answer this question. And very few people think about applying this concept to harsh reality, planting it on the still weak tree of the Belarusian economy.

TQM is total quality management; it is a strategy that will determine approaches to quality management in the 21st century. Leading companies in Japan and Western Europe are already implementing this strategy in practice, demonstrating to the world the enormous capabilities of TQM. Adopt the TQM methodology - ensure the continuous participation of each employee in the quality improvement process, switch to new principles of activity in the field of quality management. This means gaining significant advantages in 21st century business. This means becoming the best.
The TQM strategy is simple and at the same time universal - to find out the needs of the consumer and satisfy them. This is the secret of success. Of course, you cannot expect that everything can be changed very quickly and without problems. The implementation of this system is a long process that takes years to master. It requires significant effort to master the subtleties, develop an appropriate belief system and implement it.

1. MODERN METHODS OF QUALITY MANAGEMENT.

There are various concepts of quality management. The main concept is the concept of total quality management "TQM", the ideology of which was developed by American scientists Walter Shewhart and William Edward Deming.

The main idea of ​​Shewhart's concept is “improving quality by reducing process variability.” The reasons for variability can be general or special. Shewhart pointed out the importance of continuously and consciously eliminating variation from all processes in the production of products and services. In 1924, the scientist developed the concept of production control, associated with the invention and subsequent use of statistical control cards: “Shewhart control cards”. Statistical control methods allow you to focus your efforts on increasing the number of suitable products by minimizing variation as much as possible.

Fig.1. Control card

Shewhart was the first to propose a cyclic model that divides quality management into 4 stages: 1. Planning (Plan), 2. Implementation (Do), 3. Check (Check), 4. Corrective actions (Action). This model is most widespread in Japan.

In turn, E. Deming developed and proposed a program aimed at improving the quality of work, which is based on 3 pragmatic axioms:

1. Any activity can be considered as a technological process, which means it can be improved. 2. Production should be considered as a system in a stable or unstable state, so solving specific problems is not sufficient - anyway, you will only get what the system gives. Fundamental changes to the process are needed. 3. The top management of the enterprise must in all cases accept responsibility for its activities. In 1982, edited by E. Deming, the book “Quality, Productivity and Competitiveness” was published, containing 14 postulates that allow you to organize production work correctly. These postulates allow us to conclude that with a high degree of management responsibility, constantly improving the quality of products and each process separately, with the inadmissibility of inconsistencies and continuous training of all employees, it is possible to significantly reduce the costs of the enterprise. Reduced costs, increased productivity and team success in the market are natural consequences of improved quality. Speaking about modern methods of quality management, one cannot fail to mention the concept of Joseph Juran, who developed a spatial model that defines the stages of continuous development of quality management work, called the “Juran spiral”. This spiral looks like this:

1. Market research.

2. Development of design specifications.

3. Design and engineering work.

4. Drawing up technical specifications.

5. Development of technologies and preparation of production.

6. Logistics.

7. Manufacturing of tools and instrumentation.

8. Production.

9. Control of the production process.

10. Control of finished products.

11. Product performance testing. 11.1 Packaging and storage.

13. Maintenance.

14. Disposal.

15. Market research. According to Juran's concept, continuous improvement is moving up a ladder. This concept is called "AQL - annual quality improvement". Its idea is to achieve high competitive and long-term results. The main principles are:

1. planning for quality improvement at all levels and in all areas of the enterprise.

2. development of measures aimed at eliminating and preventing errors

3. transition from administrative to systematic management of all activities in the field of quality.

Another scientist who dealt with quality management problems was F. Crosby, who developed the concept of ZD (zero defects) - “defect-free manufacturing”. This concept is based on the following provisions:

1. Focus on preventing defects rather than correcting them.

3. Justification of consumer needs for defect-free products.

4. Formation of clear goals in the field of quality improvement for a long period.

5. Understanding that the quality of a campaign is determined not only by the quality of production processes, but also by the quality of the activities of non-production departments.

6. Recognition of the need to finance the analysis of quality activities. A key principle of a zero-defect manufacturing program is that no defects other than zero will be tolerated. Scientist Armand Feigenbaum developed the theory of integrated quality management. The main idea of ​​which is total quality management, which affects all stages of product creation and all levels of enterprise management in the implementation of technical, economic, organizational and socio-psychological measures. The author of the Japanese version of integrated quality management, Kaoru Ishikawa, highlighted the following conceptual provisions:

1. The main feature is the participation of workers in quality management;

2. It is necessary to introduce regular internal audits of the functioning of the quality system;

3. Continuous training of personnel;

4. Widespread introduction of statistical control methods.

2. CONCEPT " TQM ».

During the transition economy of the Republic of Belarus, it is necessary to introduce consumer-oriented market methods for managing the quality of goods and services in all spheres of life. The quality management method, called Total Quality Management (TQM) or, in Russian, “Total Quality Management,” has long been widely used in a number of industrialized countries to continuously improve the quality of products and services. Bove and Till define TQM as follows: "Total Quality Management is an organizational philosophy that is based on the pursuit of quality and management practices that lead to total quality, hence quality is not something you have to track or add to stage of the production process, it is the very essence of the organization."

Quality can be represented as a pyramid:

Rice. 2. Quality pyramid. At the top of the pyramid is TQM - total quality management, which involves high quality of all work to achieve the required product quality. First of all, this is work related to ensuring a high organizational and technical level of production and proper working conditions. The quality of work includes the validity of management decisions and the planning system. Of particular importance is the quality of work directly related to product release (quality control of technological processes, timely detection of defects). Product quality is a component and consequence of work quality. Here the quality of suitable products and the consumer’s opinion are directly assessed.

Rice. 3. Main components of TQM.

TQC – Total Quality Management;

QA – Quality Assurance;

QPolicy – ​​Quality Policy;

QPIanning – Quality Planning; QI – Quality Improvement.

2.2. BASIC PRINCIPLES TQM .

Even in the post-war years, the basic principles of TQM were laid down in the USSR (for example, a systematic approach to management, the role of management, decision-making based on facts, employee involvement). It has been proven that the entire management system works better if the organization is viewed as a single whole, a single system . In this case, to improve operational efficiency and optimize processes, it is necessary to comply with the basic principles of TQM.

1. Orientation of the organization towards the customer. An organization is entirely dependent on its customers and therefore must understand the customer's needs, meet their requirements and strive to exceed their expectations. Even a quality system that meets the minimum requirements must be focused primarily on consumer requirements. A systematic approach to focusing on customer needs begins with the collection and analysis of customer complaints and claims. This is necessary to prevent such problems in the future. The practice of analyzing complaints and complaints is carried out by many organizations that do not have a quality system. . But in the context of TQM application, information must be received systematically from many sources and integrated into a process that allows one to obtain accurate and informed conclusions regarding the needs and desires of both a specific customer and the market as a whole. In organizations implementing TQM, all information and data must be distributed throughout the organization. In this case, processes are being implemented aimed at determining consumer assessment of the organization's activities and changing customers' perceptions of how the organization can satisfy their needs.

2. Leading role of management. The leaders of the organization establish common goals and main directions of activity, as well as ways to achieve the goals. They must create a microclimate in the organization in which employees will be maximally involved in the process of achieving their goals. For any area of ​​activity, management is provided that ensures that all processes are structured in such a way as to obtain maximum productivity and best meet customer needs. Setting goals and analyzing their implementation by management should be a constant part of the activities of managers, just as quality plans should be included in the strategic development plans of the organization.

3. Employee involvement. All personnel - from senior management to workers - must be involved in quality management activities . Personnel are considered as the greatest asset of the organization, and all necessary conditions are created in order to maximize and use their creative potential. Employees involved in the process of realizing the goals of the organization must have the appropriate qualifications to perform the responsibilities assigned to them. Also, the organization's management should strive to ensure that the goals of individual employees are as close as possible to the goals of the organization itself. Material and moral encouragement of employees plays a huge role here. The organization's personnel must be proficient in teamwork techniques. Continuous improvement activities are predominantly organized and carried out in teams. In this case, an effect is achieved in which the total result of the team’s work significantly exceeds the sum of the results of individual performers.

4. Process approach. To achieve the best results, the relevant resources and the activities in which they are involved must be viewed as a process. The process model of an enterprise consists of many business processes, the participants of which are structural units and officials of the organizational structure of the enterprise. A business process is understood as a set of different activities that together create a result that has value for the organization itself, consumer, client or customer. Typically, the following types of business processes are used in practice:

The main one, on the basis of which the functions of the current activities of the enterprise for the production of products or the provision of services are carried out;

The service provider, on the basis of which the production and management activities of the organization are ensured.

Business processes are implemented through the implementation of business functions. When applying the process approach, the enterprise management structure includes two levels: --- management within each business process; ---management of a group of business processes at the level of the entire organization.

The basis for managing an individual business process and a group of business processes are performance indicators, among which are:

Costs of implementing a business process

Calculation of time to implement a business process

Business process quality indicators.

Based on this principle, the organization must define processes for the design, production and delivery of a product or service. Through process management, customer satisfaction is achieved. As a result, managing the results of the process turns into managing the process itself. ISO 9001 also suggests introducing some other processes (management analysis, corrective and preventive actions, internal quality system audits, etc.) The next step on the path to TQM is optimizing the use of resources in each dedicated process. This means strict control over the use of each type of resource and the search for opportunities to reduce the costs of producing products or providing services.

5. Systematic approach to management. The effectiveness and efficiency of an organization, in accordance with the principles of TQM, can be increased through the creation, provision and management of a system of interrelated processes. This means that the organization must strive to integrate the processes for creating products or services with processes for monitoring the compliance of the product or service with customer needs. Only with a systematic approach to management will it be possible to fully use feedback from the customer to develop strategic plans and quality plans integrated into them .

6. Continuous improvement. In this area, the organization must not only monitor emerging problems, but also, after careful review by management, take the necessary corrective and preventive actions to prevent such problems from occurring in the future. Goals and objectives are based on the results of assessing the degree of customer satisfaction (obtained through feedback) and on the performance of the organization itself. Improvement must be accompanied by the participation of management in this process, as well as the provision of all the resources necessary to achieve the set goals.

7. Evidence-based approach to decision making. Effective decisions are based only on reliable data. The sources of such data may be the results of internal quality system audits , corrective and preventive actions, complaints and wishes of customers, etc. The information can also be based on the analysis of ideas and proposals coming from employees of the organization and aimed at increasing productivity, reducing costs, etc.

8. Relations with suppliers. Since the organization is closely connected with its suppliers, it is advisable to establish mutually beneficial relationships with them in order to further expand its business capabilities. At this stage, documented procedures are established that must be followed by the supplier at all stages of cooperation.

9. Minimizing losses associated with poor quality work. Minimizing losses associated with poor quality work makes it possible to offer products at a lower price, all other things being equal. The standard of work is zero defects, or “do it right the first time.”

3. METHODOLOGY OF “TOTAL QUALITY MANAGEMENT”. 3.1. QUALITY FUNCTION DEPLOYMENT TECHNOLOGY (QFD-Q) UALITY F UNCTION D EPLOYNENT ).

This method is a technology for designing products and processes that makes it possible to transform consumer wishes into technical requirements for products and parameters of their production processes. The QFD method is an expert method that uses a tabular method of presenting data, with a specific form of tables, which are called “quality houses”. The basic idea of ​​QFD technology is the understanding that there is a big difference between consumer properties (“actual quality indicators”) and product parameters established in standards (“auxiliary quality indicators”). Auxiliary quality indicators are important for the manufacturer, but not always significant for the consumer. The ideal case would be when the manufacturer could control the quality of the product directly based on actual indicators, but this is usually impossible, so he uses auxiliary indicators. QFD technology is a sequence of actions by a manufacturer to convert actual product quality indicators into technical requirements for products, processes and equipment. The use of the QFD method makes it possible to take into account consumer requirements at all stages of production of finished products, for all elements of the organization’s quality system and, thus, increase the degree of consumer satisfaction, reduce costs for the design processes and preparation of products for production.

3.2. FUNCTIONAL - COST ANALYSIS (FSA).

The FSA method is a technology for analyzing the costs of a product performing its functions. FSA is carried out for existing products and processes in order to reduce costs, as well as for products under development in order to reduce their cost. The FSA method has been actively used in industry since the 60s, primarily in the USA. Its use has made it possible to reduce the cost of many types of products without compromising their quality and to optimize manufacturing costs. Now FSA is one of the most popular types of analysis of products and processes. FSA is one of the methods of functional analysis of technical objects and systems; the same group of methods includes FFA (functional physical analysis) and FMEA analysis. When conducting a functional cost analysis, the functions of the elements of a technical object or system are determined and the costs of implementing these functions are assessed in order to reduce these costs.

Carrying out FSA includes the following main stages:

1. Consistent construction of models of the FSA object (component, structural, functional); models are usually built in tabular (matrix) form;

2. Study of models and development of proposals for improving the object of analysis.

The same stages are also typical for other methods of functional analysis - FFA and FMEA.

3.3. FMEA – ANALYSIS (FAILURE MODE AND EFFECTS ANALYSIS).

FMEA analysis is a technology for analyzing the possibility of defects occurring and their impact on the consumer. FMEA analysis is carried out for products and processes under development in order to reduce the consumer's risk from potential defects. FMEA analysis is currently one of the standard technologies for analyzing the quality of products and processes, therefore, in the process of its development, standard forms for presenting analysis results and rules for its implementation have been developed. This type of functional analysis is used both in combination with functional-cost and functional-physical analysis, and independently. It reduces costs and reduces the risk of defects. FMEA analysis, unlike FSA, does not analyze economic indicators, including costs of insufficiently high quality, but allows us to identify precisely those defects that cause the greatest risk to the consumer, determine their potential causes and develop corrective actions to eliminate them even before how these defects will appear and, thus, prevent the costs of correcting them. Typically, FMEA analysis is carried out for a new product or process. FMEA process analysis can be carried out for:

• product manufacturing process;
• process of product operation by the consumer.

FMEA analysis of the production process is usually carried out at the manufacturer by the responsible production planning, quality assurance or production functions with the participation of the relevant specialized departments of the manufacturer and, if necessary, the consumer. Carrying out an FMEA analysis of the production process begins at the stage of technical preparation of production and ends in a timely manner before the installation of production equipment. The purpose of a manufacturing process FMEA is to ensure that all quality requirements of the manufacturing and assembly process are met by making changes to the process plan for high-risk process activities. FMEA analysis of business processes is usually carried out in departments performing a given business process. In addition to representatives of these departments, representatives of the quality assurance service, representatives of departments that are internal consumers of the results of the business process and departments involved in the implementation of business process stages usually take part in the analysis. The purpose of this type of analysis is to ensure the quality of execution of the planned business process. Potential causes of defects and inconsistencies identified during the analysis will allow us to determine the cause of system instability. The developed corrective measures must necessarily include the introduction of statistical methods, primarily for those operations where an increased risk has been identified.

Stages of FMEA analysis:

1. Construction of component, structural, functional and flow models of the object of analysis;

If FMEA analysis is carried out in conjunction with functional-cost and functional-physical analysis, previously constructed models are used.

2. Study of models.

During the study of models, the following are determined:

¨ Potential defects for each element of the component model of the object.

Such defects are usually associated either with the failure of a functional element (its destruction, breakage, etc.), with the element’s incorrect performance of its useful functions (failure in accuracy, performance, etc.) or with the element’s harmful functions.

As a first step, it is recommended to recheck the previous FMEA analysis or analyze problems that arose during the warranty period. It is also necessary to consider potential defects that may arise during transportation, storage, as well as changes in external conditions (humidity, pressure, temperature).

¨ Potential causes of defects.

To identify them, Ishikawa diagrams can be used, which are constructed for each of the object functions associated with the appearance of defects.

¨ Potential consequences of defects for the consumer.

Since each of the defects under consideration can cause a chain of failures in the object, when analyzing the consequences, structural and flow models of the object are used.

¨ Possibilities for monitoring the occurrence of defects.

It is determined whether the defect can be identified before the onset of consequences as a result of the control, diagnostic, etc. measures provided for in the object.

¨ The following parameters are defined:

a) the parameter of the severity of the consequences for the consumer (usually given on a 10-point scale; the highest score is given for cases where the consequences of a defect entail legal liability);

b) parameter of frequency of occurrence of a defect (marked on a 10-point scale; the highest score is given when the frequency of occurrence is 1/4 or higher);

c) the probability parameter of not detecting a defect (is a 10-point expert assessment; the highest score is given for “hidden” defects that cannot be identified before the consequences occur);

d) consumer risk parameter (shows in what relationship to each other the causes of defects currently exist; defects with the highest risk priority coefficient must be eliminated first).

The results of the analysis are entered into a special table. Identified bottlenecks are subject to changes, that is, corrective measures are developed. Often the developed activities are entered in the subsequent column of the FMEA analysis table. Then the potential risk is recalculated after corrective measures have been taken. If it is not possible to reduce it to acceptable limits, additional corrective measures are developed and the previous steps are repeated. Based on the results of the analysis, a plan for their implementation is drawn up for the developed corrective measures. For this purpose it is determined:

· in what time sequence these activities should be implemented and how long it will take to carry out each activity, how long after the start of its implementation the planned effect will appear;

· who will be responsible for carrying out each of these activities, and who will be the specific performer;

· where (in which structural unit) the activities should be carried out;

· from what source will the event be financed?

3.4. FUNCTIONAL – PHYSICAL ANALYSIS (FFA).

Functional physical analysis was created in the 70s as a result of work carried out in parallel by scientists from Germany (Professor Kohler) and the USSR (Professor Polovinkin’s school). The purpose of FFA is to analyze the physical principles of operation, as well as technical and physical contradictions in technical objects in order to assess the quality of adopted technical solutions and propose new ones. In this case, the following are widely used: 1. Heuristic techniques, that is, generalized rules for changing the structure and properties of technical objects. 2. Analysis of consequences from general laws and particular patterns of development of technical objects; these laws in relation to various industries were established by the work of the school of Professor Polovinkin and others. 3. Synthesis of chains of physical effects to obtain new physical principles of operation of technical objects; Currently, there are software products that automate this process.

Typically, functional physical analysis is carried out in the following sequence: 1. Formulation of the problem. For this purpose, the results of functional cost analysis or FMEA analysis can be used. The description of the problem must include the purpose of the technical object, the conditions for its operation and the technical requirements for it. 2. Drawing up a description of the functions of the purpose of a technical object. The description is based on an analysis of consumer requests and must contain a clear and concise description of the technical object with which the need can be satisfied. Description of the functions of a technical object includes:

• actions performed by him;
• the object to which the action is directed;
• operating conditions of a technical object at all stages of its life cycle.

3. Carrying out an analysis of the supersystem of a technical object. The supersystem refers to the external environment in which the object in question operates and interacts. The supersystem is analyzed using a structural and flow model of a technical object.

4. Drawing up a list of technical requirements for the facility. This list should be based on an analysis of consumer requirements; At this stage, it is advisable to use the techniques of the described quality function deployment (QFD) technology.

5. Construction of a functional model of a technical object (usually in the form of a functional logic diagram).

6. Analysis of the physical principles of operation of the functions of a technical object.

7. Determination of technical and physical contradictions for the functions of a technical object. Such contradictions arise between the technical parameters of an object when trying to simultaneously satisfy several consumer requirements.

8. Determining ways to resolve contradictions and directions for improving a technical object. In order to realize the set of consumer properties of an object, reflected in its functional model, the model is transformed into a functional-ideal one; the search for options for technical solutions is often carried out using morphological tables.

9. Construction of graphs, equivalent circuits, mathematical models of a technical object. It is important that the model is productive, i.e. made it possible to find new possible solutions. It is advisable to start forming a morphological table when several proposed solutions appear for various functional elements of a technical object.

The use of FFA makes it possible to improve the quality of design solutions, create highly efficient models of equipment and technologies in a short time, and thus provide a competitive advantage for the organization.

4. IMPLEMENTATION OF THE SYSTEM TQM .

There are several approaches to implementing a TQM system, their differences mainly in the financial capabilities of those implementing them. (For example, Ford Corporation spent about $10 million on the development of the system in 1997). Any organization that recognizes the need to take actionable steps to improve the quality of its products and services faces four hurdles that it must overcome before tangible results can be seen. The first barrier: limited understanding among managers at various levels of what quality improvement is and how it relates to organizational performance. The second barrier: breaking down resistance within the organization. The third barrier: viewing the process of improving quality management as just another management campaign with a definite end. In fact, this process is endless. The fourth barrier: considering the process of improving quality management as a purely statistical, and not as a management event.
If we sum up these four barriers, the issue is changing the way people manage and how they react to being in the organization. The essence of this change is that the quality of the product or service is actually placed on the same level as costs and timely completion of planned tasks. In theory, everyone is in favor of quality, but in practice there is always a list of excuses that put quality in third position.
There are quite a few reasons why an organization might get involved in implementing a total quality management system. Here are a few of them:

Money, improved quality makes it easier to sell products and services and increase market presence.

Improving employee morale, creating an atmosphere of satisfaction with their work.

A matter of survival when competitors are aggressive in the market and a response is necessary.

Total quality management refers to the involvement of company managers and executives in the business process on the basis of continuously meeting or exceeding customer expectations. This process is accompanied by the obligations of all employees to consistently implement it, not in words, but in deeds.

This definition has three components: 1. Managers and performers are directly involved in this process and follow it;

2. Total Quality Management is a business method, not a one-time program; 3. The goal of the program is the client and his expectations. But how to determine quality? It's impossible to do this on your own. Of course, the client decides whether a given product or service is worthy of being paid for from his hard-earned financial resources. And this does not depend on the industry. A typical mistake of a manufacturer is the expectation that the client will skip and run for a low-quality product or service. This is only possible at the initial stage of launching a product or service. There is a good saying in English: “you get what you are paying for” (you get what you pay for). The client always wants to pay less, but get quality that satisfies him. This axiom is often forgotten by manufacturers of products and services.
But who is a client in the context of a total quality management system? Every company has external and internal clients. The first ones are quite easy to identify, because they seem to be on the surface of the consumption cycle. Internal clients are more difficult to identify. These are employees and divisions of the organization that use the products and services of other employees and divisions at the input of their activities, in turn providing their products and services to both external and internal customers. If the chain is built along the entire organization, and this is one of the foundations of TQM, then the entire organization begins to work for the client, regardless of whether it is external or internal. The results will not be long in coming.
But how do you know what the client wants? The simplest and most effective way is to ask him yourself. The main difficulty here is to quantify customer expectations in order to then evaluate the firm's performance in meeting these expectations. What will the client pay attention to when making a decision? Most often you can hear three answers that quite fully represent the concept of “quality”.

ANSWER #1: Suitable or fit for purpose. What is meant here is that the purchased product or service must perform its consumer functions at the expected level and the longer the better.

ANSWER #2 A defect-free product or service. This formulation applies not only to a purely manufacturing product, but also applies to any error or inaccuracy in any industry, including non-manufacturing. Defects at the level of external clients are quite clear. The trouble is that they do not arise on their own, but as a result of defective work of internal clients. Within an organization, the defect of one ordinary employee is a rather minor event. But if in each of the three departments of the chain a small defect is made, the level of defects is summed up and.....

ANSWER No. 3 Own feelings about the concept of “quality”. They are different for each client (although they can be grouped into certain groups). For example, in front of you are two diamonds with a difference in value of $1,500 due to existing differences in the clarity of the stones, but not visible to the naked eye. Some clients, based on this, will purchase a cheaper stone, others will be warmed by the fact of owning a higher quality product and will spend more. Hence the clear conclusion: you always need to have information about how customers understand quality. This applies not only to external but also internal clients.
What are the benefits of implementing a TQM system? There are at least six answers to this question:

1. Increased customer satisfaction with products and services. This answer is obvious. However, how far should the firm go in this direction? This is a tough question. If a firm meets or even slightly exceeds a client's needs, is that enough for business success? Let's say that the majority of customers are satisfied, but what about the rest? What should be done to satisfy this small group? In the context of the TQM system, the company is simply obliged to satisfy all customers, as well as make an additional effort to anticipate their expectations.
2. Strengthening the image and reputation of the company. There is a significant difference between these terms. Image is the client's view of the company. Reputation is what customers tell others about a company. If a firm needs to set difficult priorities in this pair, it will, of course, invest first in reputation. Here's a small example. A new store is opening: clean, bright premises, new equipment, luxurious presentations. The image is positive, there is nowhere to go further. But then there are difficulties in finding sellers, their passivity in their work, and excessive bureaucracy when returning goods. The client is disappointed, the reputation is going down, the business is dying out.

3. Increased customer loyalty. Any client who sets foot in the door of a company sends a silent note to it: “I trust you that your company can provide products and services whose quality will satisfy me. If you violate my trust, I will go to others.” And this statement is real, even in the conditions of unspoiled Belarusian clients. If the products and services are of sufficient quality, the customer will return, bringing repeat business and even forgiving the "human defects" that will sometimes occur. Loyalty of internal customers is equally important. How often do we hear rhetorical phrases about how difficult it is to get people in Belarus to really work? How could it be otherwise, they have no loyalty and trust in the company. Periodic increases in salary are only a temporary drug, the effect of which gradually wears off. Satisfying the needs of internal customers virtually eliminates imitation of activities and sabotage in the workplace, reduces the need for control, and strengthens cooperation and cooperation between employees.

4. Increased labor productivity. It comes automatically as soon as employees become partners in the implementation of TQM.

5. Increase in employee morale. This is one of the foundations of the system. Involving the employee in the process of improving the company, while simultaneously stimulating him in this process, is one of the key tasks of TQM.
6. Increased profits. This factor is obvious and follows from the previous ones.
But one should not think that this system is a panacea for all ills and absolutely every organization needs to embark on implementing the system. On the contrary, not all organizations are ready to implement TQM; perhaps the business situation outside and inside the company does not stimulate implementation, etc. But the main problem when implementing quality management systems, as a rule, is personnel. The introduction of quality improvement systems requires a change in the corporate culture of the enterprise. First of all, the culture and qualifications of middle-level management personnel. It is on this group of managers that it depends whether or not it will be possible to involve ordinary employees in the process of general improvement of technology and quality control, and to inculcate in the consciousness the understanding that improving quality leads to lower costs.

CONCLUSION

In recent decades, quality has become one of the most important ideas in management. The diversity of consumers, requirements for products, services, personnel and management methods has necessitated the need to fill the concept of “quality” with new content. The traditional ideas of business schools that the success of a company lies in the fast and cheap production of products and the provision of services have been replaced by new principles that proclaim: making products with high quality is the best way to make them faster and cheaper; everything that is done to improve quality in any department of the organization improves the quality of the organization as a whole. Total Quality Management helps solve problems associated with increasing the efficiency of production management, employee interest, and increasing the output of finished quality products. The main essence of TQM is that the key concept in business is the quality of work aimed at the fullest satisfaction of customer needs. And this quality must be managed. Naturally, behind the simple essence lies painstaking work both to create a system capable of effectively managing quality, and to create conditions under which quality will be placed at the forefront of the production process.

LITERATURE

1. Westerheiden D.F., “National multiple accreditation in Europe after the fall of the wall and after the Bologna meeting,” Quality in Higher Education, 2001. 7(1)

2. Glichev A.V. "Modern methods of quality management"/

and. “Standards and quality”//No. 4, 9, 2002.

3. Expert magazine, 2000, No. 187, article by Vladimir Ivlev, General Director, Ph.D., Tatyana Popova, Director of Finance and Marketing, Ph.D.,

4. Kruglov M.G.<Менеджмент систем качества>ed.<Деловая книга>, M., 1997;

5. Nesterova N.V. “Quality of Higher Education” http://libconfs.narod.ru/2004/s9/s9_p35.htm

Listed below are the basic principles of forming the TQM system - Total Quality Management - the philosophy of total quality management, which was successfully launched many years ago in Japan and the USA

1. Align goals with quality improvement plan . Top management should create and publish to all company employees a letter of intent with a plan and a clear definition of goals. Goals must be achieved.

2. Adopt a new quality philosophy . Everyone, from senior management to the lowest level employee, must accept the challenge of quality improvement, understand their responsibilities and adhere to the requirements of the new philosophy. Poor quality products should never reach the customer. The organization should accept as a rule that product quality defects may occur, but defective products should never be delivered to the customer.

3. Put an end to the negative dependency on too frequent inspections and quality audits. The purpose of inspections is to improve processes and reduce costs, not just to find defects. The need for frequent inspections can be eliminated by ensuring the original quality of work.

4. Stop the practice of selecting suppliers based solely on the cost of their goods and services. Contracts that promise the lowest costs (and imply the worst results) should be eliminated; instead, care should be taken to minimize the overall cost of projects. Instead of constantly looking for the cheapest seller and then having problems with low quality products, you should strive to work with a regular supplier. Then you can build long-term relationships based on loyalty and trust.

5. Identify problems and work continuously to improve the quality control system. Organizations must continually improve their quality management and control systems. Many managers tend to think that the structure of such programs has a beginning, middle and end. Total quality management has no end, it is a continuous process. The phrase “continuous improvement” should become a common concern within the organization.

6. Establish training. Modern formal training methods should be introduced, especially for new employees. On-the-job training is not acceptable because the new employee is likely to “learn” the old way, working alongside old “veterans” who may be resistant to TQM innovations. Training is also possible for external customers if it focuses them on the goals that the company strives for. Later, when the company expects a certain level of quality requests from these external customers, their previous training will be useful.

7. Train and establish leadership. The purpose of management should not only be to tell people what work to do, but to help them do that work better. Management must be trained in mastery and organizations must train their managers to be good leaders.

8. Eliminate fear at work. The company must create an atmosphere of trust and innovation so that each employee can work effectively to improve the organization as a whole. Many fears at work are caused by quantitative assessments of the quality of work. Employees strive to do what is required to get these good grades, which have nothing to do with quality. Employees should not be afraid to bring new ideas, and the organization should tolerate failure when employees experiment with new ideas.

9. Remove barriers between departments. Top management must establish collaboration rather than competition between departments. This should optimize the teams' efforts towards the organization's intentions and goals rather than fueling competition between departments.

10. Avoid empty slogans in the workplace. Management should exclude slogans and calls for the complete eradication of defects and errors, increasing productivity without providing employees with the means and describing methods to achieve such heights. Such admonitions only create conflictual relationships. Most of the reasons for poor quality and unproductive work in organizations relate to the management system and therefore exceed the ability of employees to change anything about it.

11. Minimize (or optimize) work standards and quantities in production. Top management must prioritize improving service quality over quantitative measures. Eliminate individual punishment/reward control systems such as bonuses and fines. Eliminate aspiration-based management. To ensure that achievement of goals is not dependent solely on aspirations, managers must develop methods for improving quality and also involve management in helping employees achieve their personal goals.

12. Give employees the opportunity to be proud of their craftsmanship. Organizations should abolish the merit rating system and stop blaming employees for failures of systems that are beyond their control.

13. Encourage and stimulate extensive educational programs, retraining and advanced training programs. Involve leading specialist instructors to train and educate employees. Introduce training related to the statistical view of the organization and then expand it to the overall process view. This will give an idea of ​​the organization as a whole, as a single organism.

14. Transform. Target each employee to make small changes, albeit small ones, to improve the entire company. Transformation is the job of every employee, not just management. Create some sort of clearinghouse to keep all employees informed of this progress.

These 14 principles form the basis of Total Quality Management. They are the cure for 5 deadly diseases that can destroy a company.

5 deadly diseases her

There are 5 deadly diseases that must be eliminated from an organization to successfully implement TQM. If left unchecked, these 5 deadly diseases can not only hinder the implementation of TQM, but also gradually destroy the organization. These are the 5 deadly diseases:

1. Main line control only. An organization that cares only about the main line of development and manages exclusively numbers is doomed to failure. Managing is hard work; a manager who relies only on numbers simplifies his task. Managers must know the process, be involved in it, understand the sources of problems and provide examples of their solutions to their subordinates.

2. Performance assessment based on a system of quantitative indicators. Appraisal that uses metrics, reports, rankings, or annual performance reviews sometimes results in classifications, forced quotas, and other rankings that create unhealthy competition and disrupt teamwork within the organization. Instead of using such systems, managers should provide personal feedback to employees' individual performance to help them improve.

3. Emphasis on short-term benefits. If an employee has had the experience of making quick profits in the past, he will try to continue to work in the same way. Management must convince employees that the organization should prioritize long-term, sustainable growth and improvement over short-term gains.

4. Lack of strategy. If the organization does not have any consistency in the goals being realized, the organization's employees will feel insecure about the possibility of their continuous professional and career growth. The organization must have a continuously implemented strategic plan, which should also include quality improvement issues.

5. Personnel turnover. If an organization experiences high staff turnover, this indicates serious problems. Eliminating the first 4 deadly diseases can help overcome this one. Management must accept measures to make employees feel like an important part not of an alienated organization, but of a single team.