Quality- a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose.

Quality control(English) quality control) - an operational activity carried out by the managers and personnel of the enterprise, influencing the process of creating products in order to ensure its quality by performing the functions of planning and quality control, communication (information), developing and implementing measures and making quality decisions.

Control- the general function of organized systems (social, biological, technical), ensuring the preservation of their structure, maintaining the mode of activity, the implementation of programs and goals. Management may be some organizational structures and economic bodies, subdivisions or the managerial influence itself. Social management is a purposeful impact on society in order to maintain or improve its certain qualitative specifics. From social management stands out the management of state and management of economic structures - firms, workshops, etc. Quality management is associated with such concepts as "general" quality management (quality management) and quality management as an operational activity (quality control).

General quality management- aspects of the overall management function that define the quality policy, objectives and responsibilities. It is implemented through quality planning, quality management, quality assurance and quality improvement within the quality system.

Operational quality control— methods and activities of an operational nature used to fulfill the quality requirements.

"Total Quality Management" is a quality-oriented approach to managing an organization based on the participation of all its members and aimed at achieving long-term success through

satisfaction of consumer requirements and benefits for members of the organization and society.

Quality management is carried out by implementing management functions. As a rule, these include:

Quality planning;

Quality policy;

Interaction with the external environment.

Staff training and motivation;

Organization of work on quality;

Information about product quality, market needs and scientific and technical progress;

- “development of necessary measures;

Implementation of activities;

Quality control.

All these functions are interconnected, and their implementation is a process of product quality management. This process should cover all stages of production. According to ISO international standards, such functions as quality policy and planning, organization of work on quality, training and motivation of personnel, acceptance strategic decisions and interaction with the external environment should be referred to as "general" quality management. Quality control, information, development of measures, operational decisions and their implementation should be part of the "operational" quality management.

In general, general guidance and operational management quality relate to management activities, it was advisable to combine them into a common quality management process.
Quality control relies on the application and development of standards that are ahead of the level achieved and allow the preparation of measuring instrument components with new, higher quality indicators. One of the main goals of quality management is to reduce quality costs. The cost of quality consists of the manufacturer's costs and other costs. The manufacturer's costs consist of the costs associated with the planning, organization and implementation of quality systems, the development of requirements for procedures and production processes; quality assessment costs; costs due to internal and external failures resulting from quality loss reasons.

quality requirements- expression of individual needs or their translation into a set of quantitatively or qualitatively established requirements for the characteristics of an object, in order to enable their implementation and verification. It is essential that the quality requirements fully reflect the established and anticipated needs of the consumer. The term "requirement" covers market and contract requirements, as well as internal requirements organizations. They can be developed, detailed and updated at various stages of planning. Specified quantitative performance requirements include, for example, nominal values, relative values, limit deviations and tolerances. Quality requirements should be expressed at an early stage in functional terms and documented.

Quality control- a systematic check of the extent to which the object is able to fulfill the established requirements.

A quality assessment may be performed to determine the supplier's quality capability. In this case, depending on the specific conditions, the result of the quality assessment can be used for the purposes of qualification, approval, registration or accreditation. An additional qualifier may be used with the term "quality assessment" depending on the scope (eg, process, personnel, system) and time (eg, pre-contract) of the quality assessment, such as "pre-contract process quality assessment".

The overall supplier quality assessment may also include an assessment of financial and technical resources.

Quality planning— the activity that establishes the objectives and requirements for quality and the application of the elements of the quality system. Quality planning covers:

1) product quality planning: identification, classification and evaluation of quality characteristics, as well as setting goals, quality requirements and penalties;

2) planning of managerial and functional activities (preparation for the application of the quality system, including organization and scheduling);

3) preparation of a quality program and development of provisions for quality improvement.

General Quality Management(quality management) - those aspects of the overall management function that define the quality policy, objectives and responsibilities, and implement them through such means as quality planning, quality management, quality assurance and quality improvement, within the quality system. General Quality Management Responsibilities

lie at all levels of management, but they must be managed by top management. All members of the organization are involved in the overall quality management. In general quality management, the emphasis is on economic aspects.

In general, the quality management system consists of the following areas of work:

1) analysis of the actual quality of manufactured products;

2) quality level planning for new developments;

3) quality control and assurance.

10) Marketing management. Analysis of the current situation. External environment. Analysis and forecasting of trends. Competitive environment. Review of own marketing activities. Analysis of the current marketing plan. Analysis of relations with consumers. Scheme of application of Michael Porter's model. Scheme of STEP-analysis. Scheme for conducting a SWOT analysis.

Marketing Management- this is an analysis of the market environment and internal capabilities of the company, planning, implementation and control over the implementation of activities in order to achieve the company's business objectives (profit generation, sales growth, increase in market share, etc.).

Marketing Management Challenge— influence the level, timing and nature of demand in a way that helps the organization achieve its objectives.

There are two levels of marketing management: strategic marketing and tactical marketing .

CHAPTER 3. METHODOLOGICAL BASES OF QUALITY MANAGEMENT

3.1. Aspects of product quality

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

1. Deciding “what to produce?” and preparation of specifications. For example. When releasing a car of one brand or another, it is important to decide: "for whom is the car" (for a narrow circle of very wealthy people or for the mass consumer).

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

3. The process of making products or providing services.

4. Elimination of defects and provision of information feedback in order to make changes to the production process and control, allowing to avoid identified defects in the future.

5. Development of long-term quality plans.

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

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

In the first stage, quality refers to the extent to which a firm's products or services meet its internal specifications. This aspect of quality is called quality of compliance with specifications.

At the second stage, the quality of the structure is assessed. The quality may meet the firm's specifications for product design, but the design itself may be of high or low quality.

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

In this regard, the experience of the Thermo King corporation, which is one of the recognized leaders in the field of refrigeration vehicles, deserves attention. This is a large transnational company that owns 13 factories in different countries of the world. In Russia, this company appeared in the 70s, when it began cooperation with the Sovtransavto company. The main goal of the company is to create a closed climate chain that covers the stages of transportation of products from manufacturers, large storage sites, warehouses to shops, cafes and restaurants. The company's products are the entire range of automotive refrigeration units, ranging from small cars with a load capacity of 350-500 kg. to large semi-trailers, with a volume of 90 cubic meters. m., as well as large sea containers involved in transnational transportation between continents. The Thermo King units are compact, highly reliable and economical. The basis of the organization of the company's activities is focusing on the end user and creating the most favorable conditions for him when buying, operating and repairing equipment.

Characteristically, the equipment of "Thermo King" is more expensive than the equipment of its competitors. However, its success in business is ensured by the level and quality of service.

The company's products can meet internal specifications (stage one); the product design itself can be outstanding (stage two); a service or product may not be suitable to meet the specific needs of the consumer. We have considered the content of three fundamental stages, which are equally important. Any flaw in any of them can create quality problems.

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

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

The product quality management system includes the following functions:

1. Functions of strategic, tactical and operational management.

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

3. Functions specialized and common for all stages life cycle products.

4. Management functions according to scientific, technical, industrial, economic and social factors and conditions.

Strategic features include:

• forecasting and analysis baseline quality;
• determination of directions of design and engineering work;
• analysis of the achieved results of production quality;
• analysis of information about complaints;
• analysis of information about consumer demand.

Tactical features:

• production management;
• maintenance at the level of specified quality indicators;
• interaction with managed objects and the external environment.

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

In 1987, the International Organization for Standardization (ISO), with the participation of the USA, Canada, Germany, developed and approved five international standards of the 9000 series (on quality systems), which established requirements for product quality assurance systems, including product development , manufacturing, organization of control and testing of products, their operation, storage and transportation. ISO 9000 international standards for quality systems include five titles:

1. ISO 9000 “General quality management and quality assurance standards. Guidelines for selection and application”.

2. ISO 9001 “Quality system. A model for quality assurance in design and/or development, production, installation and maintenance.”

3. ISO 9002 “Quality system. A model for quality assurance in production and installation”.

4. ISO 9003 “Quality system. Model for Quality Assurance in Final Inspection and Testing”.

5. ISO 9004 “General quality management and elements of a quality system. Guidelines".

The product quality management system must meet the requirements for:

9001 - requirements for the system of control and testing of products, reliability certification.

9002 - requirements for the production organization system.

9003 - requirements for a quality management system from design to operation.

The quality management system includes:

1. Management tasks (quality policy, organization).

2. Documentation and planning system.

3. Documentation of requirements and their feasibility.

4. Quality during development (planning, competence, documentation, verification, result, changes).

5. Quality during procurement (documentation, control).

6. Designation of products and the possibility of their control.

7. Quality during production (planning, instructions, qualification, control).

8. Quality control (incoming checks, inter-operational control, final control, test documentation).

9. Control over test facilities.

10. Corrective actions.

11. Quality in storage, movement, packaging, shipping.

12. Quality documentation.

13. Internal control over the quality maintenance system.

14. Training.

15. Application of statistical methods.

16. Analysis of the quality and systems of measures taken.

Controlled quality indicators are established depending on the specifics of the product.

Example. Quality Scorecard.

Machine quality. Technical (power, accuracy, specific resource consumption, reliability, etc.).

The quality of labor. Reasons for marriage.

Product quality. Industrial, consumer, economic.

Project quality. Number of fixes in implementation .

Technology quality. Number of violations.

Rice. 3.1. Quality levels

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

• improvement of the economic situation of the enterprise;
• expanding or conquering new markets;
• achievement of a technical level of production exceeding the level of leading firms;
• focus on meeting the requirements of consumers of certain industries or certain regions;
• development of products functionality which are implemented on new principles;
• improvement of the most important indicators of product quality;
• reducing the level of defectiveness of manufactured products;
• extension of product warranties;
• service development.

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

1. Marketing, search and market research.

2. Design and development of technical requirements, product development.

3. Logistics.

4. Preparation and development of production processes.

5. Production.

6. Control, testing and surveys.

7. Packing and storage.

8. Sales and distribution of products.

9. Installation and operation.

10. Technical assistance and service.

11.Utilization after testing.

The listed stages are presented in the literature on management in the form of a “quality loop” fig. 3.2.

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

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

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

Rice. 3.2. Quality assurance

The mechanism of product quality management is shown in fig. 3.3.

On fig. 3.3 the quality management system is presented in a concentrated form. Here, first of all, the company's policy in the field of quality is highlighted. the quality system itself, including quality assurance, management and improvement.

In modern quality management, ten fundamental conditions are formulated:

1. Attitude towards the consumer as the most important component of this process.

2. Acceptance by management of long-term commitments to implement the company's management system.

3. Belief that there is no limit to perfection.

Rice. 3.3. Product quality management

4. Confidence that preventing problems is better than responding to them when they arise.

5. Interest, leadership and direct involvement of management.

6. Standard of work, expressed in the wording "zero errors".

7. Participation of employees of the company, both collective and individual.

8. Focus on improving processes, not people.

9. Belief that suppliers will become your partners if they understand your tasks.

10. Recognition of merit.

From the point of view of the consumer, the quality of the product the degree of satisfaction of consumer requirements.

The consumer of tomorrow.

1. Gives priority to quality, and price takes second place.

3. Requires continuous quality improvement.

4. Requires quality assurance in the process and refuses final control.

5. Sensitive in their reactions to change technological process.

6. Cooperate in case of quality assurance.

7. Is a supporter of products if quality is assured

Russia's desire to integrate into the world community, as well as the development of market relations within the country, require a comprehensive and complete identification of the properties and evaluation of indicators that determine and characterize product quality and the technical level of production.

The composition and interrelation of the main requirements for the production of products in the regulatory and technical documentation are presented in fig. 3.4.

Rice. 3.4. Basic requirements for the production process in the regulatory and technical documentation

The best results in the creation and production of competitive products are achieved by enterprises that have comprehensive information about the state and capabilities of production processes, as well as timely developing control actions to improve them.

According to domestic and foreign experts, the quality of products is laid down in the design and technological documentation, and both should be assessed accordingly.

1) You need to start with the development of the production of goods that are in demand, i.e., to produce what someone will buy, and if you improve this product, then the number of its buyers will grow, the economic performance of the enterprise will improve and it will be possible to find funds for the implementation of the following stages of solving quality problems.

However, the product that is in demand is most often a new product. Therefore, it is necessary to start with studying the demand in the market and taking it into account when creating and mastering the production of new products. Such as, for example, "Gazelle" of the Gorky Automobile Plant; "Bull" JSC "ZiL".

2) You need to have a dealer, sales network, as well as distribution of goods and information about it. If this is not the case, no product quality will save the enterprise. So, for example, the Nizhny Novgorod factory JSC " Khokhloma painting" produces products of the highest quality, but, without having a good dealer network, especially abroad, it is forced to sell products at prices 5-10 times lower than foreign experts estimate. As a result, the company suffers heavy losses and experiences financial difficulties.

3) It is necessary to minimize production costs. To this end, it is necessary to recalculate everything, rethink the material and technical base of the enterprise, abandon everything superfluous, and restructure. Without doing this, it is not worth starting a struggle for quality, since the enterprise may die from another disease. To confirm this, examples are not needed, almost every Russian enterprise has huge costs. They are so great that enterprises are forced to distort reporting. As a result, it is almost impossible to correctly calculate the cost of quality and, therefore, manage the economics of quality.

4) You need to learn how to manage finances, and this is an art, and not an easy one at that. First of all, it is necessary to debug financial control. Lack of control is the path to financial losses, their plunder and bankruptcy of the enterprise. The main factor contributing to this is the absence of their real owners in large industrial enterprises. At such enterprises, top managers practically dispose of property, and therefore much depends on their decency and honesty. Nevertheless, far-sighted managers are interested in establishing financial control and are working in this direction.

All four prerequisites for the successful operation of enterprises, noted above, are considered in different concepts quality, but there it is a question of their improvement. At the majority of Russian enterprises, these conditions need to be created practically from scratch. And only after the enterprise has somehow coped with this task, it can begin to solve the quality problem by creating and certifying quality systems that meet the requirements of ISO 9000 and 05-9000 standards, as well as the TOM concept. At the same time, it is necessary to raise the issue of reforming enterprises, restructuring them and creating new elements, based on a clear understanding of the TOM philosophy and focus on the concept of universal quality. It is no coincidence that the last major international conferences were called "Quality is the guiding star in better world" (Israel, Jerusalem, 1996), "Quality is the key to XXI century"(Japan, Yokohama, 1996).

3.2. Quality control

Quality control, regardless of the perfection of the methods used for this, primarily involves separating good products from bad ones. Naturally, the quality of the product does not increase due to the rejection of low-quality ones. Note that at the enterprises of the electronics industry, due to the miniature size of products, it is often impossible to fix a defect at all. So modern firms focus not on the detection of marriage, but on its prevention, on the careful control of the production process and carry out their activities in accordance with the concept of “quality regulation”.

play an important role in ensuring product quality statistical methods.

The purpose of statistical control methods is to exclude random changes in product quality. Such changes are caused by specific causes that need to be identified and eliminated. Statistical quality control methods are divided into:

• statistical acceptance control on an alternative basis;
• selective acceptance control for varying quality characteristics;
• statistical acceptance control standards;
• system of economic plans;
• continuous sampling plans;
• methods of statistical regulation of technological processes.

It should be noted that statistical control and regulation of product quality are well known in our country. In this area, our scientists have an undoubted priority. Suffice it to recall the works of A.N. Kolmogorov on unbiased assessments of the quality of accepted products based on the results of selective control, the development of an acceptance control standard using economic criteria.

Many of the evaluations of product quality stem from the very nature of the collection of information.

Example. The factory controls a batch of products, among which there are suitable and unsuitable. The proportion of marriage in this batch is unknown. However, it is not an indefinite quantity in the true sense of the word. If nothing prevents checking all products in a given batch, then the percentage of rejects can be accurately determined. If, by controlling the sample taken from the party, it is possible to collect only incomplete information, there is an accidental selection that can distort the true picture.

The problem arises, how to estimate the value of one or another characteristic of this population from one sample taken from the population? This problem can occur in a variety of situations.

1. Taking a batch of products based on the results of the sample, the percentage of defects is estimated w in this batch of products.

2. There is equipment. The law of distribution of the results of the work of the equipment to a certain extent determines the ability of the equipment to perform this work at the moment under consideration.

Each of the types of statistical quality control methods has its own advantages and disadvantages. For example, acceptance sampling for varying characteristics has the advantage of requiring a smaller sample size. The disadvantage of this method is that a separate control plan is needed for each controlled characteristic. If each item is tested against five quality characteristics, five separate test plans should be in place.

As a rule, acceptance sampling plans are designed in such a way that there is little chance of mistakenly rejecting good product, or there is little "manufacturer's risk". Most sampling plans are designed so that the "producer's risk" is

If, with an established sampling plan, the “acceptable quality level” corresponds to the expected rejection rate p in the general population, it is believed that the probability of rejecting good products differs little from 0.05. Therefore, the level of acceptable quality and a correspond to the method of the sampling plan. It is also important that the acceptance sampling plan is drawn up in such a way that the probability of accepting poor quality products is small, i.e., there is little “consumer risk”. The line between good and bad products is called allowable fraction of defects in a batch. Let us consider in more detail the most common methods of statistical quality control.

3.3. Statistical acceptance control by attribute

The main characteristic of a batch of products on an alternative basis is the general proportion of defective products.

D is the number of defective items in a batch of N items.

In the practice of statistical control, the general share q is unknown and should be estimated from the results of control of a random sample of n items, of which m are defective.

A statistical control plan is a system of rules that specifies the methods for selecting items for testing and the conditions under which a lot should be accepted, rejected, or continued to be tested.

Distinguish the following types plans for statistical control of a batch of products on an alternative basis:

Single-stage plans are simpler in terms of organizing production control. Two-stage, multi-stage and sequential control plans provide, with the same sample size, greater accuracy of decisions, but they are more complex in organizational terms.

The task of selective acceptance control is actually reduced to statistical testing of the hypothesis that the proportion of defective products q in the batch is equal to the allowable value q o , i.e. H 0: :q = q 0 .

Task right choice The plan of statistical control is to make Type I and Type II errors unlikely. Recall that errors of the first kind are associated with the possibility of erroneously rejecting a batch of products; errors of the second kind are associated with the possibility of erroneously skipping a defective batch

3.4. Statistical Acceptance Control Standards

For the successful application of statistical methods of product quality control, the availability of relevant guidelines and standards, which should be available to a wide range of engineering and technical workers, is of great importance. Standards for statistical acceptance control provide an opportunity to objectively compare the quality levels of batches of the same type of product both over time and across different enterprises.

Let us dwell on the basic requirements for standards for statistical acceptance control.

First of all, the standard should contain a sufficiently large number of plans with different operational characteristics. This is important, as it will allow you to choose control plans, taking into account the characteristics of production and customer requirements for product quality. It is desirable that different types of plans be specified in the standard: single-stage, two-stage, multi-stage, sequential control plans, etc.

The main elements of acceptance control standards are:

1. Tables of sampling plans used in the normal course of production, as well as plans for enhanced control in conditions of disorder and to facilitate control when achieving high quality.

2. Rules for choosing plans, taking into account the features of control.

3. Rules for the transition from normal control to enhanced or light control and the reverse transition during the normal course of production.

4.Methods for calculating subsequent estimates of the quality indicators of the controlled process.

Depending on the guarantees provided by acceptance control plans, the following methods for constructing plans are distinguished:

The first system of statistical acceptance control plans, which found wide application in industry, was developed by Dodge and Rohlig. The plans of this system provide for the complete control of products from rejected lots and the replacement of defective products with good ones.

In many countries, the American standard MIL-STD-LO5D has become widespread. The domestic standard GOST-18242-72 is close in construction to the American one and contains plans for one-stage and two-stage acceptance control. The standard is based on the concept of an acceptable quality level (ARQ) q 0, which is considered as the maximum allowable consumer share of defective products in a batch manufactured during the normal course of production. The probability of rejecting a lot with a proportion of defective products equal to q 0 for standard plans is small and decreases as the sample size increases. For most plans does not exceed 0.05.

When testing products on several grounds, the standard recommends classifying defects into three classes: critical, major, and minor.

3.5. Control cards

One of the main tools in the vast arsenal of statistical quality control methods are control charts. It is generally accepted that the idea of ​​the control chart belongs to the famous American statistician Walter L. Shewhart. It was expressed in 1924 and described in detail in 1931. . Initially, they were used to record the results of measurements of the required properties of products. The parameter going beyond the tolerance field indicated the need to stop production and adjust the process in accordance with the knowledge of the specialist who manages production.

This gave information about when who, on what equipment, received marriage in the past. .

However, in this case, the decision to adjust was made when the marriage had already been obtained. Therefore, it was important to find a procedure that would accumulate information not only for a retrospective study, but also for use in decision making. This proposal was published by the American statistician I. Page in 1954. Maps that are used in decision making are called cumulative.

The control chart (Figure 3.5) consists of a center line, two control limits (above and below the center line), and characteristic (quality score) values ​​plotted on the map to represent the state of the process.

In certain periods of time, n manufactured products are selected (all in a row; selectively; periodically from a continuous flow, etc.) and the controlled parameter is measured.

The measurement results are applied to the control chart, and depending on this value, a decision is made to correct the process or to continue the process without adjustments.

A signal about a possible adjustment of the technological process can be:

• point going beyond the control limits (point 6); (the process is out of control);
• the location of a group of successive points near one control boundary, but not going beyond it (11, 12, 13, 14), which indicates a violation of the equipment setting level;
• strong scattering of points (15, 16, 17, 18, 19, 20) on the control map relative to the midline, which indicates a decrease in the accuracy of the technological process.

Rice. 3.5. control card

If there is a signal about a violation of the production process, the cause of the violation must be identified and eliminated.

Thus, control charts are used to identify a specific cause, not a random one.

A definite cause is to be understood as the existence of factors that allow study. Of course, such factors should be avoided.

Variation due to random causes is necessary, it inevitably occurs in any process, even if the technological operation is carried out using standard methods and raw materials. The exclusion of random causes of variation is technically impossible or economically impractical.

Often, when determining the factors influencing any performance indicator characterizing the quality, Ishikawa schemes are used.

They were proposed by a professor at the University of Tokyo Kaoru Ishikawa in 1953 when analyzing various opinions of engineers. Otherwise, the Ishikawa scheme is called a cause and effect diagram, a fishbone diagram, a tree, etc.

It consists of a quality indicator characterizing the result and factor indicators (Fig. 3.6).

Rice. 3.6. Cause and Effect Diagram Structure

The construction of diagrams includes the following steps:

• selection of a performance indicator that characterizes the quality of a product (process, etc.);
• selection of the main reasons affecting the quality score. They must be placed in rectangles ("big bones");
• selection of secondary causes ("middle bones") influencing the main ones;
• selection (description) of the causes of the tertiary order ("small bones") that affect the secondary ones;
• ranking factors according to their importance and highlighting the most important ones.

Cause and effect diagrams have universal applications. So, they are widely used in highlighting the most significant factors affecting, for example, labor productivity.

It is noted that the number of significant defects is insignificant and they are caused, as a rule, by a small number of reasons. Thus, by finding out the causes of the appearance of a few essential defects, almost all losses can be eliminated.

This problem can be solved with the help of Pareto charts.

There are two types of Pareto charts:

1. According to the results of activities. They serve to identify the main problem and reflect undesirable results of activities (defects, failures, etc.);

2. For reasons (factors). They reflect the causes of problems that arise during production.

It is recommended to build many Pareto charts, using various ways of classifying both the results and the reasons leading to these results. The best chart should be considered as one that reveals a few, essential factors, which is the goal of Pareto analysis.

The construction of Pareto charts includes the following steps:

1. Choice of the type of chart (according to the results of activities or for reasons (factors).

2. Classification of results (causes). Of course, any classification has an element of convention, however, most of the observed units of any population should not fall into the "other" line.

3. Determination of the method and period of data collection.

4. Development of a checklist for data registration listing the types of information collected. It must provide free space for graphical data logging.

5. Ranking of the data obtained for each tested feature in order of significance. The group "other" should be given in the last line, regardless of how large the number turned out to be.

6. Building a bar chart (Fig. 3.7).

Fig 3.7. Relationship between types of defects and the number of defective products

Of considerable interest is the construction of PARETO charts in combination with a diagram of causes and effects.

Identification of the main factors affecting product quality allows us to link production quality indicators with any indicator that characterizes consumer quality.

For such linking, it is possible to use regression analysis.

For example, as a result of specially organized observations of the results of wearing shoes and subsequent statistical processing of the data obtained, it was found that the service life of shoes (y) depends on two variables: the density of the sole material in g / cm 3 (x1) and the adhesion strength of the sole with the top of the shoe in kg / cm 2 (x2). The variation of these factors by 84.6% explains the variation of the resulting attribute (multiple correction factor R = 0.92), and the regression equation is:

y = 6.0 + 4.0 * x1 + 12 * x2

Thus, already in the production process, knowing the characteristics of the factors x1 and x2, it is possible to predict the service life of shoes. By improving the above parameters, you can increase the period of wearing shoes. Based on the required service life of footwear, it is possible to choose technologically acceptable and economically optimal levels of manufacturing quality features.

The most widespread practice is to characterize the quality of the process under study by evaluating the quality of the result of this process. In this case, we are talking about quality control of products, parts obtained in a particular operation. The most widespread are non-continuous methods of control, and the most effective are those based on the theory of the sampling method of observation.

Consider an example.

At the light bulb factory, the workshop produces light bulbs.

To check the quality of the lamps, a set of 25 pieces is selected and tested on a special stand (voltage changes, the stand is subjected to vibration, etc.). Every hour take readings about the duration of the burning of the lamps. The following results are obtained:

First of all, you need to build a distribution series.

Then you should define

1) average duration of burning of lamps:

hours;

2) Fashion (an option that is most often found in the statistical series). It is equal to 6;

3) Median (a value that is located in the middle of the row. This is the value of the row that divides its number into two equal parts). The median is also 6.

Let's build a distribution curve (polygon) (Fig. 3.8).

Rice. 3.8. Distribution of lamps by duration of burning

Let's define the scope:

R \u003d X max - X min \u003d 4 hours.

It characterizes the limits of change of a variable trait. Mean absolute deviation:

hours.

This is the average measure of the deviation of each feature value from the average .

Standard deviation:

hours.

Calculate the coefficients of variation:

1) in scope:

;

2) according to the average absolute deviation:

;

3) by the mean square ratio:

.

In terms of product quality, the coefficients of variation should be kept to a minimum.

Since the factory is not interested in the quality of pilot lamps, but of all lamps, the question arises of calculating the average sampling error:

hours,

which depends on the variability of the attribute () and on the number of selected units (n).

Limit sampling error  = t*. The confidence number t shows that the discrepancy does not exceed a multiple of the sampling error. With a probability of 0.954, it can be argued that the difference between the sample and the general will not exceed two values ​​of the average sampling error, that is, in 954 cases, the representativeness error will not go beyond 2

Thus, with a probability of 0.954, the average burning time is expected to be no less than 5.6 hours and no more than 6.4 hours. From the point of view of product quality, it is necessary to strive to reduce these deviations.

Typically, in statistical quality control, the acceptable quality level, which is determined by the number of products that passed the control and had a quality below the minimum acceptable quality, ranges from 0.5% to 1% of products. However, for companies that strive to produce only the highest quality products, this level may not be enough. For example, Toyota aims to reduce the defect rate to zero, keeping in mind that although millions of cars are produced, each customer buys only one of them. Therefore, along with statistical methods of quality control, the company has developed simple means of quality control of all manufactured parts (TQM). Statistical quality control is primarily used in the departments of the company, where products are manufactured in batches. For example, 50 or 100 parts enter the tray of a high-speed automatic process after processing, of which only the first and last pass the inspection. If both parts are free of defects, then all parts are considered good. However, if the last part turns out to be defective, the first defective part in the batch will be found and the entire defect will be removed. To ensure that no batch escapes control, the press automatically turns off after processing the next batch of blanks. The use of statistical sampling has a comprehensive effect when each production operation is performed stably due to the careful debugging of equipment, the use of quality raw materials, etc.

3.6. The value of standardization

It was noted above that in modern conditions quality management is largely based on standardization. Standardization is a normative way of managing. Its impact on the object is carried out by establishing norms and rules, formalized in the form normative document and legally binding.

A standard is a normative and technical document that establishes the basic requirements for product quality.

An important role in quality management belongs to technical conditions (TS).

Specifications is a normative and technical document that establishes additional to state standards, and in their absence, independent requirements for product quality indicators, as well as a technical description, recipe, standard sample equated to this document. The requirements provided for in the technical specifications cannot be lower than those in state standards.

The product quality management system is based on comprehensive standardization.

The standards determine the procedure and methods for planning the improvement of product quality at all stages of the life cycle, establish requirements for the means and methods for monitoring and evaluating product quality. Product quality management is carried out on the basis of: state, international, industry standards and enterprise standards.

State standardization acts as a means of protecting the interests of society and specific consumers and applies to all levels of government.

ISO 9000 series guarantee the consumer the right to more actively influence the quality of products; provide legislative framework which provides for the active role of the consumer in the process of manufacturing quality products.

ISO 9000 is used to define the differences and relationships between key concepts in the field of quality and as a guideline for the selection and application of ISO standards for quality systems, which are used internally by the company in solving quality management tasks (ISO 9004).

In our country, the State Standardization System of the Russian Federation (SSS) has been formed, which includes five main standards?

1. GOST R 1.0-92 State standardization system of the Russian Federation. Basic provisions.

2. GOST R 1.2-92 State standardization system of the Russian Federation. The procedure for the development of state standards.

3. GOST R 1.3-92 State system of the Russian Federation. The order of coordination, approval and registration of technical conditions.

4. GOST R 1.4-92 State system of the Russian Federation. Enterprise standards. General provisions.

5. GOST R 1.5-92 State system of the Russian Federation. General requirement to the construction, presentation, design and content of standards.

There are three state standards in Russia:

1. GOST 40.9001-88 “Quality system. A model for quality assurance in design and/or development, production, installation and maintenance.”

2. GOST 40.9002.-88 “Quality system. A model for quality assurance in production and installation”.

3. GOST 40.9003-88 “Quality system. Model for Quality Assurance in Final Inspection and Testing”.

The State Standards of the Russian Federation include the following provisions:

• requirements for the quality of products, works, services that ensure safety for life, health and property, environmental protection, mandatory requirements for safety and industrial sanitation;
• requirements for compatibility and interchangeability of products;
• methods for controlling the requirements for the quality of products, works and services that ensure their safety for life, health of people and property, environmental protection, compatibility and interchangeability of products;
• basic consumer and operational properties of products, requirements for packaging, labeling, transportation and storage, disposal;
• provisions ensuring technical unity in the development, production, operation of products and the provision of services, rules for ensuring product quality, safety and rational use of all types of resources, terms, definitions and designations and other general technical rules and norms.

It is important for any company to comply with established standards and maintain a quality system at an appropriate level.

Quality management requires a systematic approach.

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

The quality management system must comply with ISO 9000 standards.

Quality control involves the identification of defective products.

An important role in quality control is played by statistical methods, the use of which is required in ISO 9000 standards when evaluating quality management systems.

In quality control, control charts are successfully used. A control chart consists of a center line, two control limits (above and below the center line), and characteristic (quality score) values ​​plotted on the map to represent the state of the process. Control charts serve to identify a specific cause (not random).

The Ishikawa scheme (diagram of causes and results) consists of a quality indicator characterizing the result and factorial indicators.

Pareto charts are used to identify a few, essential defects and their causes.

Review questions

1. List the main statistical quality control methods.
2. What is the purpose of Shewhart control charts?
3. What is the purpose of cause and effect diagrams (Ishikawa diagrams)?
4. What are the steps involved in building pareto charts?
5. How to link indicators of consumer and production quality?
6. List the five main stages of quality management.
7. What are the functions of a quality management system?
8. What requirements should a quality management system meet?
9. What are the objectives of the quality policy.
10. What are the stages of the product life cycle?
11. What is the purpose of statistical control methods?
12. Name the characteristics of a batch of products in the control by an alternative sign.
13. What tasks does statistical acceptance control on an alternative attribute solve?
14. Tell us about the standards of statistical acceptance control.
15. What is meant by the system of economic plans and what is their significance?
16. What are continuous sampling plans used for?
17. What role do control charts play in the system of quality management methods?
18. For what purposes are the control cards of U.A. Shewhart?
19. What is the purpose of cause and effect diagrams of the Ishikawa scheme)?
20. What are the steps involved in building Pareto charts?
21. What is the role of standardization in quality management?
22. What standards are included in the State Standardization System of the Russian Federation?

Quality management includes all the management functions of developing a quality policy, setting goals, authorities and responsibilities, as well as the planning, quality control and quality assurance processes by which these functions are implemented within the quality system.

Product quality management is a constant, purposeful process of influencing the factors and conditions that ensure the creation of products that are optimal in terms of the requirements imposed on it and ensure its most efficient use.

A factor is a specific force that can change the properties of the starting materials. The factors include objects of labor, means of labor, living labor. Their combination changes the properties of materials in such a way that these properties become capable of satisfying certain needs. The conditions for improving the quality of products are understood as the circumstances, the environment in which the factors for improving quality operate. By the scale of impact, the conditions can be private and general. Particular conditions include the forms of organization of production and labor, the psychological climate in the team, etc. General conditions include market conditions, the current incentive mechanism for high quality products, etc. The conditions have a significant impact on the manifestation of the possibilities of factors. Depending on the conditions, the factors either fully manifest their capabilities, or this manifestation is restrained, and then it is necessary to spend more time and money to improve the quality. One of the most difficult tasks of quality management is to ensure the most harmonious combination of factors and conditions for this activity when developing measures to improve product quality.

A system-integrated approach to the organization of work on quality management in our country began to develop from the mid-1950s, when a system of defect-free manufacturing of products was created in Saratov. This was followed by other systems, such as: KSUKP (comprehensive product quality management system) SBT (defect-free labor system), KANARSPI (quality, reliability, resource from the first products), NORM (scientific organization of work to increase the motor life of engines), and the pinnacle of the development of domestic quality management systems have become integrated product quality management systems (CS PQP), developed in the mid-1970s. These systems were created on the basis of summarizing the experience of quality management both in our country and abroad.

CS UKP is the first system in which enterprise standards became the organizational and technical basis. Many approaches used in the CS of the UKP were further developed in ISO standards Series 9000 "Product Quality Management".

Concentrated international experience in product quality management at enterprises is collected in international quality management standards. In many countries, these standards are adopted as national ones: in Austria, Great Britain, Germany, Sweden, Switzerland, etc. In foreign practice, international quality management standards are used when concluding contracts between firms as models for assessing the supplier's quality assurance system.

In March 1987, the International Organization for Standardization (ISO) adopted a set of international standards of the 9000 series "Product Quality Management": 9000--9004. These standards formulated the basic principles of quality systems, which have not lost their relevance at the present time. First of all, it has been established that the quality system is created and implemented at the enterprise as a means of ensuring the implementation of a certain policy and the achievement of the goals set in the field of quality. Therefore, the formulation and documentation of the quality policy by the top managers of the enterprise is considered primary. Management should ensure that this policy is understood, implemented and implemented at all levels of the enterprise.

The quality system should cover all stages of the product life cycle. The life cycle is also called the quality loop.

The quality loop is a closed sequence of measures that determine the quality of goods or processes at the stages of their production and operation.

Fig.1.2

It is usually broken down into smaller steps: marketing, design R&D, planning, purchasing, production or service, inspection, packaging, storage, sales and distribution, installation, technical support and service, after-sales activities, disposal after use.

According to the nature of the impacts on the stages of the quality loop, three areas can be distinguished: quality assurance, quality management and quality improvement.

Product quality assurance is a set of planned and systematic activities that create conditions for the implementation of each stage of the quality loop so that the products meet certain quality requirements. For technical products, quality assurance means that the design and manufacture of the product is ensured in such a way that all its parts and the product as a whole can initially perform the specified functions.

Product quality management is a method and activity of an operational nature. These include process management, identifying various types of nonconformities in products, production or quality systems and eliminating these nonconformities and their causes.

An example of quality management is statistical process control using control charts. This method allows you to prevent the occurrence of defects and deviations, so it is preferred to other methods related to quality management by deviations that have already occurred.

Improvement in the quality of compliance with the requirements can be achieved in parallel with a reduction in price (reduced costs, scrap, number of rework). Improving the quality of a project, on the contrary, basically increases costs - a better and more aesthetic project costs a lot of money.

The goal of continual improvement in product quality can be as follows:

* improvement of product parameters;

* increase the stability of the quality of workmanship;

* cost reduction. This is due to the principles of optimization, where any one can act as an optimized parameter, and the rest are restrictions.

Until recently, when solving quality problems, enterprises focused on the technical level of product quality without taking into account market needs. At the same time, it should be noted that the domestic quality management system has significant contribution in the development of approaches to product quality management around the world. In this matter domestic experience taken into account in the development of international standards for quality systems.

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

The product quality management system includes the following functions:

Functions of strategic, tactical and operational management.

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

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

Management functions according to scientific, technical, industrial, economic and social factors and conditions.

In accordance with the international standards ISO 9000 series, a quality policy and a quality system itself are distinguished, including the provision, improvement and management of product quality. With the help of the quality loop, the relationship between the manufacturer of products and the consumer, with the entire system that provides a solution to the problem of product quality management, is carried out.

Thus, product quality assurance is a set of planned and systematic activities that create the necessary conditions for the implementation of each stage of the "quality loop" so that the products meet the quality requirements. In a competitive environment, enterprises will be able to successfully develop by introducing systemic product quality management. At present, the growing demands to improve the quality of products is one of the characteristic features of the development of the world market.

General (total) quality management (TQC), carried out by firms in Western Europe, the USA and Japan, implies three mandatory conditions:

1. Quality as basic strategic goal activities are recognized by the top management of firms. At the same time, specific tasks are set and funds are allocated for their solution. Since quality requirements are determined by the consumer, there can be no such thing as a constant level of quality. Quality must constantly increase, for quality is an ever-changing goal.

2. Quality improvement activities should affect all departments without exception. Particular attention is paid to improving quality at stages such as R&D, which is due to a sharp reduction in the time needed to create new products.

3. An ongoing learning process (focused on a specific workplace) and increasing staff motivation.

The modern development of the quality management system has received as a result of the transition from total quality management (TQC) to total quality management (TQM).

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

The TQM system is a comprehensive system focused on continuous improvement quality, minimizing production costs and just-in-time delivery. The main ideology of TQM is based on the principle - there is no limit to improvement. With regard to quality, there is a target setting - the desire for “0 defects”, for “0 unproductive costs”, for just-in-time deliveries. At the same time, it is realized that it is impossible to achieve these limits, but it is necessary to constantly strive for this and not stop at the results achieved. This ideology has a special term - "continuous quality improvement" The TQM system uses quality management methods that are adequate to the goals. One of the key features of the system is the use of collective forms and methods of searching, analyzing and solving problems, constant participation in improving the quality of the entire team.

A special place in the world practice of product quality management is occupied by quality circles as a form of attracting enterprise employees to conscious participation in the process of improving product quality, the company's image and their own well-being. Quality circles first appeared in Japan in 1962 and became an important factor in improving the quality and competitiveness of products, which greatly contributed to the advancement of Japan among the leaders in the world market for goods. Since the end of the 70s. the movement to create quality circles has become widespread in many countries of the world (Hungary, USA, France, Germany, Sweden, Yugoslavia, etc.). Their wide dissemination was facilitated by active propaganda, numerous publications, organization of conferences and seminars. A quality circle is a small group (from 3 to 12 people) of workers or employees of one production unit who meet regularly (once a week) and discuss the problems that have arisen in their work for an hour (during working or non-working hours). Collective forces under the leadership of the leader find ways to solve production problems and implement them themselves or with the help of specialists.

The main objectives of quality circles are:

Contribute to the growth and development of the company;

Creating an atmosphere in which respect for each member of the workforce is shown;

Activation of the use of the human factor.

In recent years, in developed countries, the influence of society on enterprises has increased, and enterprises have begun to take into account the interests of society more and more. This has led to the ISO 14000 standards, which establish requirements for quality systems in terms of environmental protection and product safety. ISO 14000 certification of quality systems is becoming as popular as ISO 9000 certification. The influence of the humanistic component of quality has increased significantly. The attention of business leaders to meeting the needs of their staff is increasing.

In the absence of requirements for the quality and competitiveness of products, favorable conditions were created for the monopolization of production, the elimination of competition, and the formation of a shortage. The low quality of products, especially indicators of the resource of reliability and trouble-free products, is a guarantee of an increase in the volume of production of the same products; the costs of eliminating defects and failures, maintaining (repairing) products in working condition.

In fact, with centralized planning and the orientation of the economy towards gross indicators, the tasks of developing and implementing effective quality systems at the country's enterprises were not in demand.

As a result, the tasks of the X Five-Year Plan (1976-1980) and the XI Five-Year Plan (1981-1985) of intensifying production, improving the quality of products based on the full use of the achievements of scientific and technological progress were not achieved. Most of the enterprises and sectors of the country's economy, using the recommendations of the Central Committee of the CPSU to disseminate best practices in the development and implementation of the Saratov system of defect-free manufacturing of products (BIP) in the country, limited themselves to the introduction of a system of defect-free labor (SBT).

Forecasting needs, technical level and product quality;

Product quality improvement planning

Standardization of product quality requirements

Product certification;

Organization of development and production new products for production;

Organization of technological preparation of production;

Organization of metrological support;

Organization of logistics;

Special training and education of personnel;

Ensuring the stability of the planned level of product quality during its development, manufacture, storage, transportation, marketing and consumption (operation);

Stimulating the improvement of product quality;

Departmental quality control and product testing;

Legal support of product quality management;

Information support of the system.

In order to implement these recommendations, state and industry standards for unified systems of state standardization (SSS), design and technological documentation (ESKD and ESTD), technological preparation for production (ESTPP), development and production of products (SRPP), etc. were developed by the State Committee on Science and Technology (SCST), the State Standard, academic and industry institutes, scientists of universities, specialists from leading enterprises developed and proposed methods and techniques (guidelines, instructions), instructions, regulations, enterprise standards governing the procedure, advanced creative organization and technology compliance with the requirements of state and industry standards in various sectors of the economy.

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

Concept definition

The essence of quality management can be defined as a purposeful activity of managers and employees of an enterprise to influence the production process in order to continuously improve product quality. This activity can be carried out by both senior management and ordinary personnel.

Quality management is an element of the overall management structure and an integral part of any production. This branch is responsible for developing a clear policy regarding quality, setting goals, as well as defining the tasks through which they will be achieved. There are necessarily processes such as planning, as well as providing all the necessary conditions and supplying resources to meet the products to the established standards.

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

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

Development of quality management

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

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

How quality is managed

The process of quality management in each individual company can be carried out in different ways. Nevertheless, there is a standard scheme that determines the actions of managers at various levels on this issue.

So, speaking of senior managers, it is worth noting that their duties include comprehensive interaction with the external environment. It implies a timely response to changes in standards, as well as legislative acts. Also on the shoulders of senior management lies the responsibility for developing policies and defining action plans aimed at improving product quality.

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

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

• the company's strategy is aimed at improving quality, which is reflected at all levels of management;
• staff motivation is aimed at making them interested in improving product quality;
• the mechanism and process of production is flexible enough to ensure its rapid adaptation to changing standards and customer needs;
• implementation production activities in accordance with generally accepted international standards;
• compliance of control systems with modern theories and approaches;
• mandatory certification of all types of products.

Quality management system

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

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

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

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

Quality management methods

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

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

In order for actions in the field of quality control at the enterprise to be successful, it is recommended to combine these methods and carry out work on quality management in a comprehensive manner.

Functions

The following quality management functions can be distinguished:

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

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

Basic principles

The principles of quality management are the basis of the system of international standards, and they can be described as follows:

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

Compliance with these principles is the key to an effective organization of quality management.

Conditions

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

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

ISO

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

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

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

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

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

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

Why quality management is needed

Modern quality management sets many tasks for manufacturers, the implementation of which ensures the appropriate level of product quality. Although following international standards is a voluntary initiative, a growing number of firms are joining it in order to strengthen their position in the market. The objectives of quality management can be described as follows:

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

Every head of an enterprise must be aware that ensuring a high level of quality is necessary not only for the end consumer, but also for the enterprise itself. Why? A competent organization of quality management, as well as adherence to all state and international standards, open up new markets for products, and therefore, allow us to achieve the maximum profit rate.

Main problems

Quality management is accompanied by a number of problems and significant obstacles. Among them are the following:

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

Quality tools

The following groups of quality tools can be distinguished:

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

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

Control- the general function of organized systems (social, biological, technical), ensuring the preservation of their structure, maintaining the mode of activity, the implementation of programs and goals. Management may represent some organizational structures and economic bodies, divisions or the management impact itself. Social management is a purposeful impact on society in order to maintain or improve its certain qualitative specifics. From social management stands out the management of state and management of economic structures - firms, workshops, etc. Quality management is associated with such concepts as "general" quality management (quality management) and quality management as an operational activity (quality control).

General quality management— Aspects of the overall management function that define the quality policy, objectives and responsibilities. It is implemented through quality planning, quality management, quality assurance and quality improvement within the quality system.

Operational quality control— methods and activities of an operational nature used to fulfill quality requirements.

"Total Quality Management" is a quality-oriented, participatory approach to managing an organization that aims to achieve long-term success through

satisfaction of consumer requirements and benefits for members of the organization and society.

Quality management is carried out by implementing management functions. As a rule, these include:

Quality planning;

Quality policy;

Interaction with the external environment.

Staff training and motivation;

Organization of work on quality;

Information about product quality, market needs and scientific and technical progress;

? “development of necessary measures;

Implementation of activities;

Quality control.

All these functions are interconnected, and their implementation is a process of product quality management. This process should cover all stages of production. According to ISO international standards, such functions as quality policy and planning, organization of work on quality, training and motivation of personnel, strategic decision-making and interaction with the external environment should be classified as “general” quality management. Quality control, information, development of measures, operational decisions and their implementation should be part of the "operational" quality management.

In general, general management and operational quality management are related to management activities, it was advisable to combine them into a common quality management process.

the origin of quality management in Russia

Attention to quality originated with the beginning of the labor activity of people in the world. The forms and methods of this management have been constantly changing and improving over the millennia.

The first mention of standards in Russia was noted during the reign of Ivan the Terrible. This was due to the introduction of standard gauges for measuring cannonballs. Around the same time, the city of Sviyazhsk was built, during the construction of which building elements were used that were prefabricated in standard sizes, which made it possible to produce them elsewhere.

During the reign of Peter I, much attention was paid to the development industrial production, this was the prerequisite for the emergence of industrial standardization, which was backed up by law with the help of a number of decrees. In 1723, Peter I issued a Decree on Quality, which paid attention to such issues as quality control, state supervision of quality, and penalties for the release of defective products.

Standardization of products has become widely used in construction, weapons business.

And within the framework of international politics, Peter I introduced technology cal conditions, taking into account the high requirements of foreign markets for the quality of domestic goods, and also organized government commissions in St. Petersburg and Arkhangelsk, which were supposed to monitor the quality of raw materials exported by Russia (flax, hemp, wood, etc.).

The development of industry and transport in Russia influenced the development of standardization. In 1860, a single gauge of the railway track was established and overall standards for the approximation of buildings and rolling stock were adopted. In 1889 the first specifications for the design and construction of railways, and in 1898 - unified technical requirements to the supply of basic materials and products for the needs of railway transport. In 1900, a number of rules and regulations for the design and operation of electrical devices were adopted.

The main problems in the implementation of Russian national standards and uniform requirements for product quality at that time were a large number of foreign concessions, the owners of which applied their standards. All this led to the spread in Russia of three systems of measures (arshin, inch, metric), which made it difficult to manufacture products and control their quality.

On September 14, 1918, a decree "On the introduction of the international metric system of measures and weights" was adopted, which was important for the development of standardization.

In 1925, the Committee for Standardization was established, which is entrusted with the management of standardization work in the country and the approval of standards that are mandatory for all sectors of the national economy.

A year later, the first all-Union standard OST 1 “Wheat. Selective varieties of grain. Nomenclature". Standards were adopted for a new range of rolled steel, which made it possible to reduce the number of profile sizes by 6 times, as well as standards for metric and inch threads, for tolerances and fits, which made it possible to establish serial and mass production of standard general machine-building parts. Such standards became the basis for mastering the methods of advanced foreign firms, such as Ford, Taylor, for product quality control based on a system of tolerances and landings. One of the first forms of quality management was to check products by sorting and sorting for good and bad.

quality management in japan

The main basis on which quality management in Japan is based is perfect technology in the field of production, management or service. Many Japanese companies are actively introducing computer and microprocessor technology, new materials, automated systems design, statistical methods are widely used, computerization of production is used. A feature of the creation of a quality management system in recent years is that it includes a communication system with the consumer and a communication system with suppliers.

Most Japanese leaders strive to achieve cooperation, mutual trust of suppliers, manufacturers and consumers, since these factors have a great influence on the level of product quality. At the same time, it is necessary to analyze the causes of poor quality, as well as to implement joint measures to eliminate the identified causes in the shortest possible time.

Most Japanese companies there is a practice of purposeful creation of its own subcontracting network, which cooperates with the customer on a long-term basis. At the same time, special programs are being developed that provide for the study of the state of affairs of suppliers in the field of product quality, the study of their production possibilities, training and education of personnel, creation and implementation of other activities that affect the quality of the products supplied. With the existence of trusting relationships with suppliers based on a joint search for opportunities to improve product quality, a transition to a widespread system of trust in Japan is ensured, which provides significant savings in time and money required for incoming inspection of materials and parts coming from the supplier.

One of the main prerequisites for successful quality work is staff training and education. All employees of the company should be involved in the training process. At the same time, it is desirable to carry out this with the help of attracted quality consultants. general information about the quality activities given in the training process should be combined with specific techniques and recommendations. It should be borne in mind that each company should have its own individual training program depending on the specific goals of the activity (increasing productivity, reducing the level of defects).

Use of computer programs. In recent years, more and more attention has been paid to the development and implementation of quality business game programs using computer technology. At the same time, the student makes his own decisions and tries to create the best conditions for an imaginary enterprise to achieve high competitiveness of products. Training of workers is carried out, as a rule, by their immediate supervisors - foremen, heads of sections. The learning process necessarily ends with certification, which is carried out periodically for all categories of employees, including managers. Certification is carried out by the heads of the relevant department with the involvement of specialists. The frequency of certification, depending on the category of workers - once every 3 months, 6 months, once a year. Some specialists, in addition to the corporate exam, take the state exam. Training before the state certification is paid, it is paid by the company. An employee who has passed the state certification receives a salary increase. The certification results are posted at the workplace.

Such programs contribute to a change in the attitude of employees to quality, which must be constantly maintained in the future.

Quality mugs. It was in Japan that the practice of the existence of quality circles was first born. Participation in these circles is voluntary. The meeting of circles is the only type of non-productive activity allowed during working hours. As a rule, such meetings are held weekly. If the circles are collected after work, then the company pays compensation, as for overtime. The most popular slogans of quality circles are: "Quality determines the fate of an enterprise"; "Think about quality all the time."

Shop and factory conferences of quality circles are periodically held. Twice a year quality circle conferences are held at the level of the entire company. A circle is considered officially recognized if it is registered by the Japan Union of Scientists and Engineers (JUSE) and there was an announcement about this in the journal Master and Quality Control.

"Five zeros". Many Japanese enterprises have developed a quality assurance participation program for personnel, called the “five zeros”. It is a set of the following rules: “do not create (conditions for the appearance of defects);

Do not transfer (defective products to the next stage);

Do not accept (defective products from the previous stage);

Do not change (technological modes);

Do not repeat (mistakes).

These rules are detailed for the stages of pre-production and production itself and are communicated to each employee.

Distinctive components of the Japanese approach to quality management:

1) scrupulous research and analysis of emerging problems according to the principle of an upward flow, i.e. from the subsequent operation to the previous one;

2) widespread introduction of scientific developments in the field of management and technology;

3) a high degree of computerization of all operations of management, analysis and control of production;

6) focus on continuous improvement of processes and labor results in all departments;

7) full assignment of responsibility for the quality of the results of labor to the direct executor;

8) the maximum use of human capabilities, for which measures are taken to stimulate creative activity (quality circles), foster patriotism for one's company, systematic and widespread training of personnel, cultivation of morality: "A normal person is ashamed to work badly."

Total Quality Management

is a management approach adopted in Japan and the United States. It predetermines continuous process improvement by enhancing collaboration between employees, suppliers and customers. It uses different methods and controls designed to increase the value and quality of the product while reducing the cost.

The term "total quality management" appeared in Japanese manufacturing in the 1950s. It means continuous improvement of the process through the use of a variety of tools and techniques. The goal is to continuously increase quality and value for customers; while the workflow is streamlined so well that product changes and overall costs are reduced.

Complete management quality reminds managers that all processes are interconnected, that the desire for cooperation and its provision will lead to mutually reinforcing action. Total quality management requires that all departments of the company support each other in their work, so that customers are satisfied and profits are high.

Complete quality control requires a complete change of mind from the old-fashioned manufacturers. This theory has been associated with the emergence of a large number of books, seminars and consultations. I advise you to listen carefully if you hear someone discuss this topic. This can help you understand how to improve the process within the firm, as well as how to physically deliver your products to the end customer.

Total quality management is popular in Japan and the USA. It means continuous improvement of the process of production of goods by strengthening cooperation within the firm and between its partners. A variety of means and methods of management play a role here, aimed at increasing value and quality while reducing costs.

Quality control relies on the application and development of standards that are ahead of the level achieved and allow the preparation of measuring instrument components with new, higher quality indicators. One of the main goals of quality management is to reduce quality costs. The cost of quality consists of the manufacturer's costs and other costs. The manufacturer's costs consist of the costs associated with the planning, organization and implementation of quality systems, the development of requirements for procedures and production processes; quality assessment costs; costs due to internal and external failures resulting from quality loss reasons.

quality requirements- the expression of individual needs or their translation into a set of quantitatively or qualitatively established requirements for the characteristics of an object, in order to enable their implementation and verification. It is essential that the quality requirements fully reflect the established and anticipated needs of the consumer. The term "requirement" covers market and contractual requirements, as well as internal requirements of the organization. They can be developed, detailed and updated at various stages of planning. Specified quantitative performance requirements include, for example, nominal values, relative values, limit deviations and tolerances. Quality requirements should be expressed at an early stage in functional terms and documented.

Quality control- a systematic check of how the object is able to fulfill the established requirements.

A quality assessment may be performed to determine the supplier's quality capability. In this case, depending on the specific conditions, the result of the quality assessment can be used for the purposes of qualification, approval, registration or accreditation. An additional qualifier may be used with the term "quality assessment" depending on the scope (eg, process, personnel, system) and time (eg, pre-contract) of the quality assessment, such as "pre-contract process quality assessment".

The overall supplier quality assessment may also include an assessment of financial and technical resources.

Quality planning— the activity that establishes the objectives and requirements for quality and the application of the elements of the quality system. Quality planning covers:

1) product quality planning: identification, classification and evaluation of quality characteristics, as well as setting goals, quality requirements and penalties;

2) planning of managerial and functional activities (preparation for the application of the quality system, including organization and scheduling);

3) preparation of a quality program and development of provisions for quality improvement.

General Quality Management(quality management) - those aspects of the overall management function that define the quality policy, objectives and responsibilities, and implement them through such means as quality planning, quality management, quality assurance and quality improvement, within the quality system. General Quality Management Responsibilities

lie at all levels of management, but they must be managed by top management. All members of the organization are involved in the overall quality management. In general quality management, the emphasis is on economic aspects.

In general, the quality management system consists of the following areas of work:

1) analysis of the actual quality of manufactured products;

2) quality level planning for new developments;

3) quality control and assurance.