What does final control of the finished product mean?

Documentation

Inspection and testing during production

Incoming inspection and testing

Control and testing

Quality control must confirm the fulfillment of specified product requirements.

It includes:
incoming inspection and testing;
intermediate control and testing during the production process;
final (finish) control and testing;
permission to ship products;

inspection and test reports (recording of inspection and testing data against pre-defined product acceptance criteria).

The supplier shall establish and maintain documented inspection and testing procedures to verify that specified product requirements are met. The required controls, tests and protocols should be detailed in the quality program or documented procedures.

1. The Supplier must ensure that incoming products are not used or processed (except as described in paragraph 3) until they have passed inspection or any verification of compliance with established requirements. The audit should be carried out in accordance with the quality program and/or documented procedures.

2. When determining the scope and nature of incoming control, the scope of management work carried out directly at the subcontractor’s enterprise and recorded evidence of ensuring compliance with the quality of supplies should be taken into account.

3. Where supplied products are sold prior to inspection due to the urgency of production, they should be clearly identified and recorded so that they can be immediately returned or replaced if they do not conform to specified requirements.

The supplier must:
control and test products in accordance with the quality program and (or) documented procedures;

The Supplier shall conduct all final inspections and tests in accordance with the quality program and/or documented procedures to provide evidence that the finished product meets specified requirements.

The quality program and/or documented final inspection and testing procedures shall require that all specified inspections and tests, including those specified either at product acceptance or during production, are performed and the results satisfy specified requirements.

Products should not be shipped until all activities specified in the quality program and/or documented procedures have been completed with satisfactory results and appropriate data and documentation are available and formally approved.

The supplier must maintain records confirming that the products have been subject to inspection and/or testing. These records must clearly indicate whether the product has passed or failed inspection and/or testing to meet certain acceptance criteria. If products fail inspection and/or testing, procedures for managing nonconforming products must be applied.

The protocols must indicate the unit that carried out the control or the official responsible for the release of the product.

4.10 CONTROL AND TESTING.

The element “Control and testing” meets the requirements of clause 4.10 of GOST R ISO 9002-96.

The purpose of control and testing is:

Documentary confirmation of established product quality indicators during production, packaging, storage and delivery;

Timely identification of non-conforming products, taking measures to isolate and eliminate the causes of non-conformities.

Inspection and testing include the following work:

input control;

phase-by-phase (operational) control during the production process;

process control;

final control and testing of products;

management of control, measuring and testing equipment, ensuring the uniformity and accuracy of measurements, timely verification, maintenance and repair of measuring instruments;

Logistics and technical support for units carrying out control and measurement operations with control and measurement equipment;

Providing departments carrying out control operations with qualified personnel;

Ensuring the specified parameters of the production environment, including temperature and humidity of the room, established technical characteristics of process equipment.

The enterprise shall apply appropriate methods to measure and control the processes necessary to meet customer requirements and demonstrate the continued ability of the processes to achieve their intended purpose. Outcome measurement should be used to maintain and/or improve these processes. The chief engineer is responsible for the overall organization of control and testing work.

4.10.2 Incoming inspection and testing.

Incoming inspection is an integral part of the quality system element “Control and testing” and meets the requirements of GOST R ISO 9002-96.

Incoming control is carried out to ensure that incoming materials are not allowed into production without checking for compliance with regulatory documentation or the terms of the agreement (contract). The “list of materials” and the scope of inspection subject to incoming inspection are determined by the enterprise standard. Data from the incoming inspection results are recorded in the prescribed form.

4.10.3 Inspection and testing during production.

Control and testing during the production process are an integral part of the quality system element “Control and testing” and meets the requirements of GOST R ISO 9002-96.

The purpose of control and testing during the production process is to confirm compliance of product parameters with technological regulations at all stages of production.

Control and testing are carried out at points in the production process where the controlled characteristics are located.

Control and testing are carried out in accordance with the “technological control points” established by the technological regulations

4.10.4 Final inspection and testing.

Final control and testing are an integral part of the quality system element “Control and testing” and meet the requirements of GOST R ISO 9002-96.

The purpose of final control and testing is to confirm compliance of the product quality level with the requirements of regulatory documents or an agreement (contract).

The procedures for final control and testing provide for all necessary types of control in accordance with the requirements of regulatory documents for product quality.

Products are not shipped to the consumer until final inspection and testing has been carried out and the inspection results have been received, documented and approved.

Data on the results of final control and testing are recorded in documents (passport, protocol, form, notice, etc.) in the established form.

After carrying out the necessary tests and control, the document (passport, protocol, form) is drawn up in accordance with regulatory documents for products or the requirements of the contract (agreement).

4.10.5 Registration of inspection and test data.

Registration of control data is an integral part of the quality system element “Control and testing” and meets the requirements of GOST R ISO 9002-96.

The purpose of recording control results is to have documented evidence at all times that products have been tested to meet specified requirements.

Procedures for recording control results in accordance with the established scheme, as well as issues of identification, collection, storage, search and access to them are regulated in:

STP 07507802-12 “Inspection and testing of serial products. Control and testing status. Basic provisions";

STP 07507802-07 2 Identification of products, documentation and their traceability. Basic provisions.";

STP 07507802-14 “Incoming inspection of materials, components and bench equipment. Organization and procedure."

STP 07507802-55 “Quality system. The procedure for testing and acceptance of consumer goods and civilian products by the technical control department.”

4.12 INSPECTION AND TESTING STATUS.

The status of control and testing is an element of the quality system and meets the requirements of clause 4.12 of GOST R ISO 9002-96.

The purpose is to confirm that inspections and tests have been carried out.

The status of control and testing of products (including raw materials) is understood as an official certification of compliance (or non-conformity) of products that have passed control and testing with established requirements. Control status is supported by markings, labels, accompanying documents, and recording of control data indicating compliance or non-compliance with established requirements.

The signature of the performer, quality control inspector, laboratory assistant in the relevant documents means that this production, control and testing operation is completed (performed) in compliance with all the requirements stipulated by the current documentation and the product can be transferred to the next operation or final acceptance.

The control status of raw materials, products in the production process and finished products is identified by recording data on input, phase (production) and output control..

4.8 IDENTIFICATION AND TRACEABILITY

Identification and traceability of products meets the requirements of clause 4.8 of GOST R ISO 9002-96.

The purpose of identification and traceability is to solve the following problems:

1. Assigning the product the status of having passed inspection and testing:

designation by marking or other means that this product has passed control and testing and meets (does not meet) established requirements.

2. Use of identification to manage products in accordance with technical regulations and instructions.

3. Timely identification, separation, processing or return of non-conforming products.

4. Creating conditions for analysis, identifying the causes of inconsistencies and developing corrective actions.

Identification of raw materials, supplies and finished products is carried out at the stages of the production and delivery process, including:

Incoming control, storage in warehouse and launch into production;

Product control during the production process;

Final control, packaging and storage in the warehouse;

Delivery of finished products to the consumer.

Identification is carried out using labels, tags and other means that ensure clarity of markings, the necessary durability and compliance with the documentation regulating identification methods. Work on product identification is carried out by departments that perform control, packaging, storage and delivery of products. The distribution of responsibilities for these works is carried out in accordance with the STP and instructions.

General coordination and organization of work on identification and traceability of products is entrusted to the chief technologist of the enterprise.

Regulation of the organization and application of identification methods and

traceability is set out in STP 07507802-07 “Identification of products, documentation and their traceability. Basic provisions",

STP 07507802-35 “Rules for the development, execution and approval of reference standards and standards of operational documentation for consumer goods and industrial and technical products.”

QUALITY MOTIVATION

4.18.1 Stimulating personnel.

The purpose of stimulating staff is to intensify their efforts to:

Achieving the required product quality and full satisfaction of customer requirements;

Reducing production costs, saving raw materials, finished products and other resources.

Material incentives in the quality assurance system include the following work:

Ensuring understanding and awareness of their participation in ensuring product quality by everyone working at each workplace;

Extending the material incentive system not only to production workers, but also to personnel involved in logistics, implementation of documentation, monitoring and testing, packaging, shipping of products, as well as personnel of auxiliary and support departments;

Development of a system of criteria for assessing personnel participation in ensuring product quality.

Activities carried out at the enterprise to improve quality

CORRECTIVE AND PREVENTIVE ACTIONS.

Corrective and preventive actions are an element of the quality system and correspond to clause 4.14 of GOST R ISO 9002-96.

The purpose of corrective action is to eliminate or minimize recurrences of nonconformities.

This element of the quality system covers the following procedures regarding product and quality system nonconformities:

Determining corrective and preventive actions to eliminate the causes of actual and potential nonconformities;

Determination of responsibility that the corrective and preventive actions taken are adequate to the problem;

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2.3 Forms of quality control as a management action

When exercising control as a management action, the manager turns to one of four possible forms of control or to a combination of several of them. We list these four forms of control:

Ш postoperative;

Ш intermediate;

Ш final;

Sh selective.

The choice of a particular form of control or a combination of two or more forms depends on a number of factors. First of all, on the profile of the organization. Thus, in publishing, the form of operational control is decisive. In construction - final control, as a rule. The choice also depends on the manager himself: if he has sufficient knowledge about all possible forms, then the choice, naturally, is made in favor of the most effective form. The choice also depends on the specific problems that the organization faces and which the manager is currently seeking to resolve. However, with all the variety of reasons, the main role is played primarily by the qualifications of the manager himself.

Operational control

For a number of industries and certain situations, the most effective form is considered to be operational control. This form of control is considered indispensable for production, the content of which is reduced to the performance of a series or set of work operations that are performed by different performers, whose cooperation in the production process makes it possible to obtain a finished product, product, or service from the point of view of the organization. This fully applies, first of all, to organizations that use a form of conveyor production, or to assembly production, in which each worker performs one work operation or a block of such operations and transfers the semi-finished product to another performer for its subsequent complication, to perform the next work operation or block of such operations.

Operational control means a form of cooperation among a number of performers in which each subsequent operation is not performed until the verification of the previous work operation is completed for the correctness (quality) of its actual execution. With this control system, the verification of the correct execution of the previous work operation is carried out by the employee, who must carry out the next - in accordance with the selected or applied technology - work operation (a work operation can also be understood as a block of work operations). This form of control is based on the fact that each employee in this cooperation scheme owns the actual technology for carrying out not only his work operation (assigned to him by virtue of his workplace), but also the technology for carrying out the work operation performed by his colleague who acts as predecessor in the general chain of cooperating (or cooperative) performers, each of whom performs strictly designated functions in the process of cooperation.

The use of such a system for monitoring the quality of the work actually carried out (and, consequently, the quality of the products produced) is aimed at timely rejection of products: products are rejected immediately, i.e. immediately upon the fact of improper performance by some employee of his functions. In this situation, the manager has to develop a scheme for removing the rejected product of labor from production. The next performer who rejects the work of his predecessor does not have time to understand in detail whether this is really a defect or not. He often performs culling based on external signs, often on a whim. Consequently, after he has carried out the withdrawal of defective (in his opinion) products, someone - either a workshop foreman, or an engineer, or an inspector - must carefully, slowly understand the situation and make a final decision: either correct the defect , either to send the product further along the chain of cooperative performers, or to remove the defective product from the production line, recognizing the defect as irreparable and classifying such a defective product in the category of losses, unproductively used resources. The introduction of such a system is simultaneously aimed at obtaining 100% high-quality products at the output: only products recognized as high-quality leave the production sphere.

In this case, the controller has to pay attention mainly to the result of the last work operation, since the quality of all other previous operations has already been checked and controlled by the performers of the work operations themselves.

The above quality control system, with all its burdensomeness, has a positive impact on all aspects of the activities of a functioning organization: financial results, the reputation of the organization, reduction of losses and unproductive costs, etc.

This form of control has long been used in our country, but with a number of specific reservations. Firstly, operational control was characteristic exclusively of those organizations that worked for the military-industrial complex (military-industrial complex), the defense industry and space. Secondly, the quality control of work operations, or rather blocks of work operations, was carried out by specially authorized people - military representatives (military representatives), who did not even report to the first person of the organization and without whose approval the products of the enterprises were not released “out of the gate.”

This system is fully used in most Japanese enterprises, even such large ones as Toyota.

Operational control covers all stages of the entire production process up to quality control of raw materials, components, semi-finished products coming from outside (i.e. from other organizations), even through direct familiarization with the production process of related companies. Such familiarization is carried out through regular visits to related companies by specialists from the organization using the operational control system.

The system of operational control is referred to in management practice as a system of general quality control of manufactured products and work operations carried out.

Intermediate control

This form of quality control of manufactured products is similar to the system of operational control, but the similarity is very distant and does not give the same effect as the system of operational control.

Intermediate control, as a rule, involves checking the actual quality control of products in several stages - when transferring a semi-finished product from one manufacturer to another for its subsequent processing. This system, for example, is used in a workshop or team form of cooperation between producers (not in individual cooperation of producers, as in a system of operational control). In this case, control is carried out not at the end of the next block of work, but during the transfer of the product of labor from one performer to another. With all the obvious shortcomings of this form of control, it is still considered more effective than the final quality control system, although it is necessarily accompanied by this form of control as well: the result of work ready for release undergoes intermediate control and mandatory final testing.

“Labor productivity, for example, under such a system, may be slightly lower than the potential productivity in conditions of ignoring such a control system - after all, the employee will spend some part of his working time not on creation, but on monitoring the results of the work of his predecessor. However, this thesis concerns only individual labor productivity. Collective labor productivity can increase, since its value is affected only by the quantity of high-quality products produced, and this system is precisely aimed at the timely elimination of unproductive efforts.

Final control

The form of final control or final testing of products produced by an organization means a conclusion about the compliance of the actual quality characteristics of the manufactured product with the standards, standard requirements, and standard indicators of product quality adopted by the organization. Even if an organization specializes in the production of single or custom-made products (work on individual orders), then before the start of production the organization still fixes certain standard requirements for the quality of future products.

A standard also means a regulatory and technical document (and this is what is important in management), establishing units of quantities, terms and their definitions, requirements for products and production processes, requirements ensuring the safety of workers and the safety of materials, valuables, etc.

A standard product in management is a product that corresponds to an existing standard, standard, sample, model (in contrast to the common understanding of the term, when standard means a template product devoid of individuality).

Final control can be used both as an independent and sole form of quality control of manufactured products, and as an addition to other forms of control - operational and intermediate.

The main disadvantage of the final form of control is the frequent impossibility of correcting detected defects, when finished products are written off as production waste or when they are forced to sell at a reduced, bargain price, not even reaching the level of internal cost, which means actual losses for the organization. The impossibility of eliminating a detected defect is associated with the production technology of a product or a result of labor, in respect of which quality control is carried out and the cost of dismantling of which exceeds the cost of production.

For example, if, upon completion of construction of a 16-story residential building, a crack is discovered in the wall, say, from the 3rd to the 6th floor, the problem becomes intractable.

It is advisable to use the form of final control when the manager is confident that nothing extraordinary can happen during the production process and the percentage of possible defects will not exceed the standards established for the organization.

However, if the manager knows that cases of “hidden defects” are possible during the production of products, it is better to abandon this form of control. Hidden defects are understood to be those defects that are not detected during visual inspection and final testing of the product, but are revealed only during the operation of the product.

For example, such a characteristic as the fragility of a product can only be revealed during operation, i.e. use of the manufactured product for its intended purpose. This characteristic, say, for alpine skiing is decisive. It affects both the reputation of the organization producing such a product and the level of sales. The same characteristic of crankshafts for cars means no less drama (if not tragedy) both for the manufacturer and especially for consumers and buyers.

Selective control

In mass production of technically or technologically simple products, selective control is used.

A form of sampling control, also called statistical control, means that, say, every 50th commodity unit of the mass of products produced is subjected to proper quality control. This form of control is used, say, in the production of dairy or bakery products, when production is put on stream and when the quality of each commodity unit depends on the quality of the input raw materials or the mass of the semi-finished product produced (for example, on the quality of dough or kneading in the production of bread products and bakery products). Quality control in this case is limited to recording the external shape of the manufactured goods, weight and other visual characteristics and a conclusion about the conformity or non-conformity of these goods with the standards used.

The most widely used form of sampling control is for organizations engaged in wholesale purchases of goods for their subsequent sale through the retail network. When purchasing wholesale shoes, for example, every 20th or 50th pair of shoes is usually subjected to quality control: if the number of detected defects reaches 20% or exceeds this figure, then the entire batch of goods is rejected*. The same quality control procedure can be carried out when buying and selling other goods.

By the way, it is this form of control that sometimes acts as an effective means of so-called non-tariff restrictions in foreign trade, when, when allowing the import of a specific product into a certain country, this country establishes a procedure for checking the quality of the imported goods that is so burdensome for the importer that the importer voluntarily refuses the import. This happened, for example, at one time when the European Economic Community (now the European Union) established such a procedure for the Japanese. Japanese-made video equipment can be imported into the territory of the Community only through one seaport - the port of Marseille, which in itself was very inconvenient and quite expensive for the Japanese. Moreover, quality control was carried out not in Marseille, but in a small town 500 km from Marseille. But that’s not all - every imported product was subject to control, every commodity unit that had to be unpacked, demonstrated for a long period of time in operation, then again packaged the goods approved by the commission... Of course, the Japanese soon refused to import into “ unification of Europe" of its video equipment and was resumed only after the rules of such a procedure were changed (and the introduction of such a procedure was required to enable European companies to close the gap with the Japanese in the production of this equipment).

2.4 Response and correction control

Control and response

These two functions of a manager are considered as a single whole in the activities of a manager: once you exercise control, you are forced to respond to the results of control, and you can effectively respond to the ongoing or ongoing production process only through control. The question immediately arises: what is control? What is the substantive significance of this management process?

Under control in management means comparative analysis specific and really tangible results obtained in the practice of production activities with the planned expected - at the planning (forecasting) stage - results and taking additional measures to bring the result closer to the expected result (if the situation really is that) or to exceed it - as as much as possible - the result obtained above the level of the planned result (if such a task really faces the organization). This last action of the manager is a response to the results of control.

High-quality (effective) performance by a manager of his control functions presupposes the presence of certain conditions. First of all, we mean the form of evaluation of results - in what, in what indicators, by what criteria can the result be determined (this means the result, both expected and actually obtained). This problem is not as simple as it may seem at first glance: only quantitative assessment suffers from a certain isolation from the qualitative side, and determining the quality of the result is complicated by the presence of multiple forms of assessment, which conceals the danger of choosing from such a multiplicity not the most effective form. Moreover, the assessment of the result must contain a stimulating principle: the assessment itself, in combination with other factors (for example, remuneration) should encourage the employee to achieve higher results, to exceed the result obtained over the expected result - as long as this problem is resolved by everyone manager in his own way.

So, now we can try to graphically depict a diagram of the control manager’s actions (Fig. 2.5).

Figure 2.5. Control manager action diagram

Control and adjustment

When exercising control as one of his main functional responsibilities, a manager is often faced with the need for an unpleasant (undesirable) conclusion that the expected result programmed by him (or for his organization) during the implementation of a real production process has not been obtained and cannot be obtained, since the process programming was carried out without taking into account (or without due regard to) realities. If the manager actually comes to such a conclusion on the basis of a fairly serious analysis, then this indicates his desire to adjust plans.

In this case, the manager acts somewhat differently than described in the previous section: when identifying a discrepancy between the expected result and the actual result obtained in favor of the first, the manager analyzes this situation in relation to the overall activities of the organization, trying to identify what factors, circumstances or causes influence This process does not make it possible to achieve the desired (sought) result.

What was not taken into account, what was not taken into account when predicting the result and what needs to be done to eliminate everything that does not allow us to get closer to obtaining in practice a result equal to the expected (or programmed) - these are the questions that the manager is trying to answer find answers and reorganize the activities of the organization, if only he can find answers to these questions, and the content of the answers will correspond to his capabilities.

If the manager confidently comes to the conclusion that reorganization is impossible, that nothing can be done to improve the situation in the organization (and what could be done is impossible due to the lack of required conditions), he is forced to begin adjusting the plan, the predicted result .

Adjustment in this case means bringing the level (or volume) of the expected result into line with those realities that are characteristic of the organization's capabilities - primarily the production process.

Graphically, the manager’s action plan in this direction can be depicted as follows (Fig. 2.6).

Chapter 3.Improvementcontrol effectiveness

3.1 Japanese quality control experience

Currently, the branded quality service in Japan consists of five main functional elements:

a) statistical quality analysis;

b) “total” quality control within the company;

c) mass training of personnel in quality control;

d) close attention to quality groups (circles);

e) leadership of the quality movement by senior management.

Quality control, the Japanese say, based on their experience, requires a thorough statistical analysis of all labor processes. Professor Deming also instilled in the Japanese the idea that everyone involved in the control system should be armed with knowledge of applied statistics. From Deming's point of view, only those methods of statistical analysis are useful that are well understood by all categories of workers and are best suited to identifying the causes of manufacturing defects. Both of these requirements, the Japanese believe, are satisfied by the Pareto chart, Ishikawa diagram, histograms, scatter maps, graphs, control charts, and checklists. In this regard, in many Japanese companies, calls are common: “Know the seven statistical methods!”, “When statistically analyzing the causes of marriage, use the seven statistical methods!” and so on.

Statistical methods of analysis, the Japanese believe, are necessary because only with their help can one objectively determine the real relationship between numerous factors that influence the production of a product and its quality at the end. Statistics make it possible to establish cause-and-effect relationships that led to the appearance of marriage. It allows you to adjust the technological process in such a way that production defects are reduced to a minimum. However, the experience of Japan eloquently testifies to this; statistics only then becomes a truly effective means of quality management when its methods are applied consistently, comprehensively and in almost all areas of production. The sporadic application of statistics in any particular area yields very little.

It must be said that the use of statistical methods of quality management in Japan, as a rule, covers all “floors” of the production and sales pyramid, at the top of which is the parent company. Conducting statistical quality analysis is required from suppliers, intermediaries, dealers, and retailers. The range of application of statistical methods of analysis in Japan is very wide, and it is, of course, not limited to these seven basic methods. Seven statistical methods form a safety net for the quality movement, a limiting barrier that prevents it from deviating from the channel indicated by objective numerical indicators.

The initial development of the concept of “total” control was carried out by the head of the coordination committee for product quality management at the American company General Electric. V. Feigenbaum. Having developed this concept and adapted it to local conditions, the Japanese now cannot imagine the existence of a quality control system without it.

The main provisions of the concept are as follows:

1) quality control is carried out at all stages of production;

2) the control system includes all employees of the company - from the secretary-typist to the president (the secretary can make mistakes when typing documents; the president can make mistakes when giving orders and instructions);

3) responsibility for product quality applies to all employees (individual culprits are not looked for when defects are discovered);

4) the highest echelons of management support the measures of “total” control and in every possible way contribute to their implementation.

“Total” quality control in Japanese companies is carried out on the basis of a number of principles, formalized in the form of slogans. Among them are the following:

SH “The path to achieving high quality products should be clear as day!”

SH “Be persistent in achieving high quality!”

Sh “Any employee has the right to stop the conveyor if he sees that there is a defect.”

Ш “Carry out 100% inspection of manufactured products! »

SH “Constantly strive to improve quality!”

Since “total” control presupposes the complete involvement of all employees in the movement for quality, specialists from full-time control units turn into consultants. Directive powers cease to be their “monopoly” property. Product manufacturers are beginning to have these powers directly. Such a significant shift naturally means that the Japanese quality control system is unthinkable without massive, targeted personnel training.

Quality control training in Japan is conducted in three areas: group training, training at company training centers, and educational training as part of national events.

At the very beginning of the quality movement, personnel training was in the hands of shop managers and production foremen. Training programs were initiated by managers at the director level. But gradually the initiative on an ever larger scale is in the hands of the workers. Manufacturers of goods themselves begin to work on themselves. However, this work differs from self-training in our understanding, because it is carried out not individually, but within a working group. Group members, getting involved in joint activities, expand the sphere of mutual influence, learn from each other the experience of detecting defects and finding specific ways to eliminate them. At the same time, meetings with working groups of related industries are practiced, and visits to seminars and conferences held by quality headquarters are organized.

Training at the company's training centers aims to equip personnel with the theoretical foundations of quality control, as well as develop practical skills in working with statistical methods for identifying the causes of production defects. The training program includes a training cycle usually lasting six to eight weeks. Classes are usually held outside working hours.

Nationwide, training is organized at the training centers of the Union of Japanese Scientists and Engineers, as well as the Japan Standards Association. Medium and small companies that do not have their own training courses use these centers regularly. National events include all-Japan quality conferences and “quality month” events (remember that November is declared as such).

In Japanese companies, mass training of ordinary workers goes hand in hand with the training of foremen and managers. The training programs developed for them include the following sections: quality management, statistical analysis of the causes of production defects, practicing solutions to practical problems using examples from a specific production.

As already mentioned, an essential element of the quality service in Japanese companies is the attention paid by the highest echelons of administration to quality groups (circles). Many researchers, especially the Japanese themselves, emphasize the spontaneous nature of the formation of these groups. In fact, quality groups are stimulated from above. They are indeed given a wide field for showing initiative, but management often poses specific problems to them.

Taking on the role of leaders of the quality movement, Japanese managers consider it their duty to familiarize themselves in detail with the activities of quality groups. They attend meetings of these groups, personally take part in the discussion of specific issues, say, the issue of improving the form of a very specific part. By delving into the seemingly most ordinary problems of the quality movement, managers have the opportunity to fill the general course of corporate policy in this area with real content, the development of which is their primary responsibility.

3.2 Characteristicefficiencycontrol

Control is the process of ensuring effective work based on knowledge of the level of achievement, planned results and timely correction of deviations from the original plan. In the management process, control performs the most important social functions of increasing the stability and efficiency of management itself and stabilizing the situation. Control is a central point in the process of making and implementing decisions - it completes one of the cycles of implementing management decisions and opens a new one, forming the basis of the “spiral” of social development. The effectiveness of control depends on:

Ш accepted theoretical approaches to control as a management function, that is, the purpose, role, goals of control functions in the management system;

Ш accepted methods for organizing the control function;

Ш systematic and comprehensive implementation of control functions;

Ш the instrumental basis of the control function, the degree of its accuracy and permissible error;

The completeness of the analysis, the reasons for deviations.

All effective control systems have common characteristics. Their importance varies depending on the specific situation, but we can say with confidence that if control meets certain requirements, then its effectiveness increases significantly.

So the control should be:

ь effective;

ь flexible;

ь systematic;

ь complex;

ь economical;

ь vowel;

be timely;

b understandable.

Let's look at each characteristic of effective control.

Effectiveness. Violations, flaws, errors, and blunders in the activities of the enterprise (organization) identified as a result of control must be promptly eliminated.

Flexibility. Effective control mechanisms must prevent the consequences of unfavorable changes and take into account the benefits of new opportunities. Very few modern organizations operate in a stable external environment and do not need a flexible control system. Today, even the most mechanistic structures require control mechanisms that can be adjusted in accordance with changing situations and circumstances.

Systematicity. Control should not be carried out occasionally, but constantly. In addition, all types and procedures of control carried out in the organization must be linked into a single interdependent integrity.

Complexity. Control should cover not one or several indicators of the plan, but all indicators, all areas of activity of the enterprise (organization). The implementation of the control function in an organization should always be a single complex, and not a set of randomly related or generally unrelated procedures.

Economical. An effective control system must justify the costs associated with its creation and implementation. To minimize these costs, managers should use as few control mechanisms as possible, that is, implement only those techniques and methods that are really necessary to achieve the intended results. The benefits brought by control must be greater than the costs of its implementation. Vowel. The results of the control must be known to the performers.

Timeliness. Control mechanisms must promptly draw the manager's attention to deviations so that he can prevent their serious impact on the work of the unit. Even the most valuable information is worthless if it arrives late. Therefore, an effective control system must provide timely information.

Clarity. Control mechanisms that are not clear to those who use them are meaningless. For this reason, there is sometimes a need to simplify the control system. Using a control system that is difficult to understand often leads to additional errors, dissatisfied employees, and people simply ignoring them.

The most important factor in increasing the effectiveness of control, and therefore changing the nature of management, is the development of partnership - management carried out on the basis of the participation of all members of the organization or group in management. Such joint management is characterized by the introduction and development of self-control.

Partnership and self-control contribute to the integration of interests, plans, intentions, aspirations, and characterize the understanding and support of the manager by the staff. The effectiveness of self-control depends on the authority of the leader, management style, goals and socio-psychological atmosphere of the organization.

3.3 Direction for improving control

Capturing the difference between action and function

Any practicing manager, therefore, must distinguish between control as a management action and control as a management function if he strives to optimize his management activities and increase the efficiency of his performance of his official duties. The differences between these two concepts play an important role in the activities of a manager: if the first relates to his daily activities, then the second (control as a function) rather refers to the professional ideology of a practicing manager.

Typically, there are three stages in the implementation of control as a management action (Fig. 3.7).

Rice. 3.7. Control process

At the first stage are produced, as can be seen from Fig. 3.7, standards or criteria for assessing the actual result obtained and indicators through which performance will be determined.

Standard - these are pre-designated characteristics (qualitative and quantitative parameters) of the result of labor, forming an idea of the product of labor that still needs to be produced at the level of consciousness. Most often, standards are linked to some kind of time frame.

It is very important to determine performance indicator in the presence of developed standards.

Second phase -- comparison of the actual result obtained with standards (criteria) and identification of deviations.

Third stage -- this is the choice of a specific line of behavior of the manager associated with the identified results of control.

A professionally acting manager actually adheres to control-oriented behavior, the content of which boils down to such actions as:

b establishing meaningful and understandable standards;

b standards are fixed on an achievable, albeit very rigid, basis;

b the manager strives to avoid excessive control over the actions of subordinates, although he does not allow the weakening of control functions;

b control functions are carried out by the manager on the basis of two-way communication with subordinates, whose actions are controlled by him.

The beginning of the implementation of control functions: the end of the formulation of goals in the presence of an established organization.

Preliminary control: some control functions are carried out in a disguised form, since they are implemented before the start of work. These include:

a) implementation of rules, procedures, norms of behavior;

b) level of qualifications, knowledge, skills (preliminary control of personnel);

c) determination of standards or quality characteristics for raw materials, materials, etc. (preliminary control of material resources);

d) budget or estimate (preliminary control of financial resources).
Current control -- implementation of control functions during the execution of work.

Current control is possible only when the control apparatus has a well-functioning feedback system (feedback channels).

Feedback in this case is information (data) about the results obtained during the work. In this case, the control process is lagging in nature in relation to the moment of implementation of the current work:

o moment of control

o moments of current work

Organizational systems with feedback - these are systems that strive to provide output characteristics at a given level, but such a system will be effective when it adequately responds to changes (external, internal).

Final control: comparison of the results obtained with the expected ones.

Goals:

a) obtain data for planning;

b) adjust the motivational aspirations of employees;

c) relate the results to external conditions (new requirements?);

d) Prevent defective products from reaching the consumer.

Thus, the following types of control are distinguished:
preliminary control; current control and feedback systems; final control.

At the same time, possible forms of control are distinguished:

financial control (including operational as opposed to strategic): balance; income statement, profit, loss; report on changes in the financial position of the organization; product quality control.

Control objectives:

ь quality improvement;

ь defect-free work;

ь partnership with suppliers (hidden defects);

b improving the qualifications of employees;

b internal accounting and reporting as a form of control over the state of affairs in the organization.

Control is considered by the manager as a process of ensuring the achievement of the organization's goals. Within the framework of this approach, the manager strives to create information and management systems in the organization that make it possible to automate (to some extent) the control process, as well as to gain the ability to collect and process information necessary for decision-making.

“On the market,” notes our famous Russian researcher B.L. Soloviev, there are more than 2 million types of goods in circulation, which complicates the task of the consumer to make the optimal choice. To satisfy his demands, domestic products must be superior to foreign ones in terms of consumer effect, assessed by the “price-quality” ratio, or, more simply, the consumer must know how much quality he will receive per unit price. To convince him of the validity of his choice in favor of domestic goods, appropriate actions are required. They should be based on objective and reliable information about the consumer properties of goods and services. According to international standards, information about a product is a key position of consumerism, designed to ensure the objectivity of the formation of consumer preferences. It is possible to achieve success in this direction only with the correct orientation of the current system of testing (testing) of goods and services, a reasonable combination of restrictive and constructive testing results.”

The problem of quality has always been considered one of the main problems considered in management since the very beginning of this science. Already in the works of F.U. Taylor considers this problem as central. The founder of management as a system of scientific views paid attention to the concepts of upper and lower limits of quality, tolerance fields, introducing such measuring instruments as templates and gauges, as well as justifying the need for an independent position of quality inspector, a varied system of fines for “defects”, etc. ., forms and methods of influencing product quality.

True, later the problem of quality management began to be considered in parallel as an engineering and technical problem and as an organizational and even socio-psychological problem.

By the early 90s of the 20th century, quality management systems that were widely used throughout the industrialized world (total quality control system, various statistical theories of quality control, including the theory of E.W. Deming, an American scientist who had a strong influence on the development of the control system quality in Japan, where E.W. Deming medals are still awarded annually to the best forms of product quality), are transformed into theories of quality engineering.

At the same time, a powerful set of theoretical and practical tools emerged, which was called management based on quality (MBQ). Quality management assets today include:

v 24 international standards of the ISO 9000 family (including ISO 14 000 on environmental management);

v international system of certification of quality systems, including hundreds of accredited certification bodies;

v the international register of certified quality system auditors (IRCA), which already employs 10,000 specialists from many countries around the world;

v a practically established management audit system;

v the same at many regional and national levels;

v 70,000 companies around the world that have certificates for in-house quality systems.

At the same time, such theories as Management by Objectives and Quality-Based Management are merging.

Quality control theories were based on the development of such areas as: standardization; metrology (a branch of physics that deals with establishing units of measurement, creating standards of units and developing methods of precise measurements); qualimetry (a field of science that combines methods for quantitative assessment of product quality); certification (testing the quality of manufactured products and methods for carrying out such testing).

Among the many theories of management and quality control, the following stand out: Management by Quality (MBQ) - Management based on quality; Management by Objectives (MBO) - Management by objectives; Total Quality Management (TQM) -- Total quality management; Universal Quality Management (UQM) -- Universal quality management; Quality Management (QM) -- Quality management; Total Quality Control (TQC) -- Total quality control; Company Wide Quality Control (CWQC) -- Company-wide quality control; Quality Circlis (QC) -- Quality control circles; Zero Defect (ZD) -- Zero Defect System; Quality Function Deployment (QFD) -- Quality function deployment; Statistical Quality Control (SQC) -- Statistical quality control.

It should be added that an important role in the activities of many companies (especially Japanese ones) is played by quality circles, voluntary associations of workers who, in their free time from their main work, search for specific ways to improve the quality of their products.

According to the conclusion of the Japanese of the time period when E.U. was invited to Japan. Deming (and this was 1950) and held a series of seminars on statistical methods of quality control, quality control alone does not make a product quality. Products become such only during the process of their production. Consequently, it is necessary to organize production (namely production) in such a way that all employees of the company are responsible for the quality of their work and the result of this work, and to achieve such a situation it is necessary that all employees have the appropriate qualifications and skills. This is precisely what led to the emergence of quality circles.

Over time, as is known, these quality circles, which made a very significant contribution to the formation of Japan as an industrial giant, grew into so-called small self-governing groups, a kind of elementary, indivisible cells of a Japanese company, including both young and experienced workers. Such groups themselves set themselves tasks to achieve a common production goal, solve them and monitor their implementation. Of course, all these groups enjoy an effective system of support and incentives from company management.

Conclusion

Based on the work carried out, the following conclusions can be drawn:

1. In its most general form, control is a part of the management process, which in terms of content provides for obtaining information about the results of management influences.

2. To implement the control process it is necessary: the presence of a system of indicators (functioning standards); the system has the ability to perceive reality and compare it with a system of criteria; development of corrective measures.

3. In control as a management function, two main aspects can be distinguished:

Ш cognitive, associated with the perception and study of information

Ш impact, consisting in the ability to provide the control system with data for implementing corrective measures.

4. When assessing the role and place of the control function in management, it should be remembered that control occupies the last place in the management cycle only logically, but by no means in importance.

5. Control is an integral function of organization management.

6. Control is the process of detecting discrepancies between actual achieved results and planned ones and correcting the discrepancy. The initial condition for the implementation of the control process is the determination of control objectives or the use of planned indicators. To determine how effectively work is actually being done, a manager must have complete information about the work process. Therefore, at the second stage of the control process, it is necessary to conduct observations and measure actual indicators. At the next stage, the manager must determine how well the results achieved correspond to his expectations. At the same time, he must understand how acceptable or relatively safe the detected deviations from the standards are. The fourth and final stage of the control process is to carry out correction of activities based on the results of control, i.e. in regulation.

7. To optimally solve the organization’s problems, control must meet certain requirements, namely, be: effective, flexible, systematic, comprehensive, economical, transparent, timely and understandable. Control compliance with these characteristics makes it effective and efficient.

8. No one forces companies to introduce innovations in the field of control. But if there is an internal need of management for reliable and objective information about the work of the company, if management wants to make informed management decisions, then there is only one way out - the introduction of new methods, technologies and forms of organizing control and regulation of activities: TQM, controlling and self-control of personnel.

9. Control must be exercised at all levels of management: corporate, divisional, functional and individual. There are market and bureaucratic types of control. It is possible to monitor results, monitor the implementation of plans and monitor successful situational management.

10. So, control is a process based on observations and measurements, comparison with standard indicators and correction of inconsistencies in activities.

Bibliography

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Topic 4. General functions of product quality management

4.4. Control, accounting and analysis of quality management processes

4.4.1. Organization of product quality control and defect prevention

Quality control occupies a special place in product quality management. It is control, as one of the effective means of achieving intended goals and the most important management function, that promotes the correct use of objectively existing, as well as man-made, prerequisites and conditions for the production of high-quality products. The efficiency of production as a whole largely depends on the degree of perfection of quality control, its technical equipment and organization.

It is during the control process that the actually achieved results of the system’s functioning are compared with the planned ones. Modern methods of product quality control, which allow achieving high stability of quality indicators at minimal cost, are becoming increasingly important.

Control is the process of determining and evaluating information about deviations of actual values from given values or their coincidence and the results of analysis. You can control goals (goal/goal), progress of the plan (goal/will), forecasts (will/will), process development (will/is).

The subject of control can be not only executive activities, but also the work of a manager. Control information is used in the regulatory process.

This is how they talk about the advisability of combining planning and control into a single management system (Controlling): planning, control, reporting, management.

Control is carried out by persons directly or indirectly dependent on the process. Verification (audit) is control by persons independent of the process.

The control process must go through the following stages:
1. Definition of the control concept (comprehensive control system “Controlling” or private checks);
2. Determining the purpose of control (decision on the feasibility, correctness, regularity, efficiency of the process
board);
3. Planning the inspection:
a) objects of control (potentials, methods, results, indicators, etc.);
b) verifiable standards (ethical, legal, production);
c) subjects of control (internal or external control bodies);
d) control methods;
e) scope and means of control (full, continuous, selective, manual, automatic, computerized);
f) timing and duration of inspections;
g) sequence, methods and tolerances of checks.
4. Determination of actual and prescribed values.
5. Establishing the identity of discrepancies (detection, quantification).
6. Developing a solution, determining its weight.
7. Documenting the solution.
9. Communication of the decision (oral, written report).
10. Evaluation of the solution (analysis of deviations, localization of causes, establishment of responsibility, investigation of correction possibilities, measures to eliminate deficiencies).

Types of control are distinguished by the following characteristics:

1. According to the affiliation of the subject of control to the enterprise:
interior;
external;

2. Based on the basis for control:
voluntary;
in law;
according to the Charter.

3. By object of control:
process control;
control over decisions;
control over objects;
control over results.

4. By regularity:
systemic;
irregular;
special.

Quality control must confirm compliance with specified product requirements, including:

· incoming control (materials should not be used in the process without control; inspection of the incoming product must comply with the quality plan, established procedures and can take various forms);

· intermediate control (the organization must have special documents recording the control and testing procedure within the process, and carry out this control systematically);

· final control (designed to identify compliance between the actual final product and that provided for in the quality plan; includes the results of all previous checks and reflects the product’s compliance with the necessary requirements);

· registration of control and test results (documents on control and test results are provided to interested organizations and individuals).

A special type of control is testing of finished products. ANDtrial– this is the determination or study of one or more characteristics of a product under the influence of a set of physical, chemical, natural or operational factors and conditions. Tests are carried out according to appropriate programs. Depending on the purpose, there are the following main types of tests:

· preliminary tests – tests of prototypes to determine the possibility of acceptance tests;
· acceptance tests – tests of prototypes to determine the possibility of putting them into production;
· acceptance tests – tests of each product to determine the possibility of its delivery to the customer;
· periodic tests – tests that are carried out once every 3-5 years to check the stability of the production technology;
· type tests – tests of serial products after significant changes have been made to the design or technology.

The accuracy of measuring and testing equipment affects the reliability of the quality assessment, so ensuring its quality is especially important.

Among the regulatory documents regulating metrological activities, the following are distinguished: the Law of the Russian Federation on the uniformity of measurements and the international standard ISO 10012-1:1992 on confirmation of the metrological suitability of measuring equipment.

When managing inspection, measuring and testing equipment, the organization shall:

· determine what measurements should be made, by what means and with what accuracy;
· document the equipment’s compliance with the necessary requirements;
· regularly carry out calibration (checking the instrument divisions);
· determine the calibration method and frequency;
· document calibration results;
· provide conditions for the use of measuring equipment taking into account environmental parameters;
· eliminate faulty or unsuitable control and measuring equipment;
· make adjustments to equipment and software only with the help of specially trained personnel.

Passage of control and testing of products must be confirmed visually (for example, using labels, tags, seals, etc.). Those products that do not meet the inspection criteria are separated from the rest.

It is also necessary to identify the specialists responsible for carrying out such control and establish their powers.

To make a decision on control and organization of control processes, a number of criteria may be important: its effectiveness, the effect of influence on people, control tasks and its boundaries (Fig. 4.5).

Rice. 4.5. Main components of the criterion for control decisions

Quality control system products is a set of interconnected objects and subjects of control, types used, methods and means of assessing the quality of products and preventing defects at various stages of the product life cycle and levels of quality management.

In market economic conditions, the role of enterprise product quality control services in ensuring the prevention of defects in production is significantly increasing, their responsibility for the reliability and objectivity of the results of inspections is increasing, and preventing the supply of low-quality products to consumers.

The need for priority improvement of the activities of technical control services of enterprises is determined by their special place in the production process. Thus, close proximity to controlled objects, processes and phenomena (in time and space) creates the most favorable conditions for employees of control services for the following:

development of optimal control plans based on the results of long-term observation, analysis and synthesis of information on the quality of the initial components of finished products, equipment accuracy, quality of tools and equipment, stability of technological processes, quality of labor of performers and other factors that directly affect product quality;

preventing defects and ensuring the active preventive impact of control on the processes of occurrence of deviations from the requirements of approved standards, technical conditions, parameters of existing technological processes, etc.;

timely implementation of all required control operations to the required extent;

purposeful operational changes in the operating conditions of the control object to eliminate emerging malfunctions and prevent the production and delivery of products of inadequate quality to consumers.

It must be emphasized that quality control carried out by the relevant departments of enterprises is primary (preceding in time) in relation to control by other quality management entities. This circumstance indicates the need for priority improvement of the activities of technical control services at enterprises.

Quality control operations are an integral part of the technological process of product production, as well as their subsequent packaging, transportation, storage and shipment to consumers. Without employees of the control service of the enterprise (workshop, site) carrying out the necessary verification operations during the production process of products or upon completion of individual stages of their processing, the latter cannot be considered fully manufactured, and therefore are not subject to shipment to customers.

It is this circumstance that determines the special role of technical control services.

Rice. 4.6. Structural divisions of Quality Control Department

Technical control services currently operate at almost all industrial enterprises. It is the quality control departments and departments that have the most essential material and technical prerequisites (testing equipment, instrumentation, equipment, premises, etc.) for conducting a qualified and comprehensive assessment of product quality. However, the reliability of the quality control results carried out by the personnel of these services often raises reasonable doubts.

At some enterprises, the exactingness and objectivity of technical control workers when accepting manufactured products remains at a low level. The weakening of efforts to identify internal defects is almost universally accompanied by an increase in complaints about manufactured products. At many enterprises, there is an excess of the amount of losses from claims and complaints for low-quality products over the amount of losses from defects in production.

The discovery of many product defects only by product consumers indicates the unsatisfactory performance of the technical control services of enterprises and, in particular, the lack of the necessary interest and responsibility of the personnel of the control departments in the complete identification of defects in the serviced production areas.

low throughput of control services and insufficient number of personnel, leading to disruption of the rhythm of production and sales of products, failure to complete certain quality control work, and the emergence of uncontrolled production areas;

unreliability of control results;
low demands and subjectivity in assessing product quality;
weak technical equipment and deficiencies in metrological support;
imperfection of measurement techniques, duplication and parallelism in quality assessment work;
relatively low wages for employees of quality control services of enterprises’ products;
shortcomings in the bonus systems for inspection service personnel, leading to a lack of interest in the complete and timely detection of defects;
discrepancy between the qualifications of inspectors and the level of inspection work performed, low educational level of employees of the quality control department of enterprises.

Elimination of the noted shortcomings in the work of technical control services, which impede the achievement of high preventiveness, reliability and objectivity of inspections, can have a multifaceted positive impact on the processes of formation and assessment of product quality.

Firstly, technical control, aimed at preventing imbalances in production processes and the occurrence of deviations from the requirements established for the quality of products, contributes to the prevention of defects, its detection at the earliest stages of technological processes and prompt elimination with minimal expenditure of resources, which undoubtedly leads to improving the quality of products, increasing production efficiency.

Secondly, strict and objective quality control of products by quality control department employees prevents defects from entering the gates of manufacturing enterprises, helps to reduce the volume of low-quality products supplied to consumers, and reduces the likelihood of additional overhead costs inevitably arising from poor control in identifying and eliminating various defects in already assembled products. products, storage, shipment and transportation of substandard products to consumers, their incoming control by special departments and the return of defective products to manufacturers.

Thirdly, the reliable operation of the quality control service creates the necessary prerequisites for eliminating duplication and parallelism in the work of other services of the enterprise, reducing the volume of information processed by them, releasing many qualified specialists engaged in double-checking products accepted by the technical control service of the enterprise, significantly reducing the number of disagreements having place in assessing the quality of products by various control subjects, reducing the costs of technical control and increasing its efficiency.

Improving the activities of departments and departments of technical control of enterprises should include, first of all, the creation, development and strengthening within the control services of those divisions that are able to effectively solve the following tasks:

development and implementation of measures to prevent defects in production, prevent deviations from approved technological processes, prevent operational failures leading to deterioration in the quality of products;

development and implementation of progressive methods and means of technical control that contribute to the growth of productivity and capital-labor ratio of quality control inspectors, increasing the objectivity of inspections and facilitating the work of inspection service personnel;

objective accounting and comprehensive differentiated assessment of the quality of work of various categories of control service personnel, determining the reliability of control results;

preparation of the necessary data for subsequent centralized processing of information about the actual state and changes in the basic conditions and prerequisites for the production of high-quality products (the quality of raw materials supplied through cooperation, materials, semi-finished products, components, etc., the quality of labor of workers, the state of technological discipline in the shops and on sites, etc.), as well as information about the achieved level of quality of products;

carrying out work to expand the implementation of self-control of key production workers (in particular, the formation of a list of technological operations transferred for self-control of quality, equipping workplaces with the necessary instrumentation, tools, equipment and documentation, special training of workers, selective control of the activities of performers transferred to work with a personal mark, assessment of the results of introducing self-control in production, etc.);

Conducting special studies of the dynamics of product quality during their operation, involving the organization of effective information communication between suppliers and consumers on issues of product quality;

planning and technical and economic analysis of various aspects of the activities of the product quality control service;

coordination of the work of all structural units of departments and departments of technical control of the enterprise;

periodic determination of the absolute value and dynamics of costs for product quality control, the impact of preventive measures, reliability and cost-effectiveness of technical control on the quality of products and the main performance indicators of the enterprise, assessment of the effectiveness of the control service.

At small enterprises, due to a number of objective reasons, the creation of several new divisions as part of the technical control service is not always possible. In such cases, the functions listed above can be transferred for permanent implementation not to newly created units, but to individual specialists of the quality control service who are part of one or another of its structural units.

In the existing production conditions, a fairly quick and effective increase in the objectivity of product quality control is achieved as a result of changing the incorrect system of assessment and stimulation of the work of various categories of control service personnel that has developed in many enterprises, creating a genuine interest of these workers in improving the quality of their work, ensuring the reliability of the inspections carried out.

To significantly improve the results of product quality control activities, it is also necessary to concentrate the efforts of control service workers to ensure the priority development of progressive types of technical control that allow for the prevention of defects in production. Figure 4.7 shows the composition of the elements of the defect prevention system at the enterprise and their relationship. The effectiveness of its activities directly affects the quality performance of the enterprise, and therefore is of enduring importance.

The development of progressive types of technical control implies the need for priority improvement:

product quality control at the stage of its development;

standard control of design, technological and other documentation for newly developed and modernized products; incoming quality control of raw materials, materials, semi-finished products, components and other products obtained through cooperation and used in our own production;

monitoring compliance with technological discipline by those directly involved in production operations;

self-control of main production workers, teams, sections, workshops and other divisions of the enterprise.

Rice. 4.7. System for preventing defects at the enterprise

The correct use of the listed types of control contributes to a significant increase in its active impact on the process of forming the quality of products, since it is not a passive fixation of defects in production, but the prevention of its occurrence.

The use of these types of control allows for timely detection of emerging deviations from established requirements, prompt identification and elimination of various causes of decreased product quality, and prevention of the possibility of their occurrence in the future.

4.4.2. Methods of quality control, analysis of defects and their causes

Technical control– this is a check of an object’s compliance with established technical requirements, an integral and integral part of the production process. The following are subject to control:

raw materials, materials, fuel, semi-finished products, components entering the enterprise;
manufactured blanks, parts, assembly units;
finished goods;
equipment, tooling, technological processes for manufacturing products.
Main tasks of technical control are to ensure the production of high-quality products in accordance with standards and specifications, identifying and preventing defects, and taking measures to further improve the quality of products.

To date, a variety of quality control methods have been developed, which can be divided into two groups:

1. Self-test or self-control– personal inspection and control by the operator using the methods established by the technological map for the operation, as well as using the provided measuring instruments in compliance with the specified inspection frequency.

2. Audit (examination)– a check carried out by the controller, which must correspond to the contents of the process control chart.

The organization of technical control consists of:
designing and implementing the quality control process;
determining organizational forms of control;
selection and feasibility study of control means and methods;
ensuring the interaction of all elements of the product quality control system;

· development of methods and systematic analysis of defects and defects.

Depending on the nature of the defects, a marriage can be correctable or irreparable (final). In the first case, after correction, the products can be used for their intended purpose, in the second case, the correction is technically impossible or economically impractical. The culprits of the marriage are identified and measures to prevent it are planned. Types of technical control are shown in Table 4.3.

When controlling product quality, physical, chemical and other methods are used, which can be divided into two groups: destructive and non-destructive.

Destructive methods include the following tests:

tensile and compression tests;
impact tests;
tests under repeatedly variable loads;
hardness tests.

Table 4.3

	Classification feature	Types of technical control
	By purpose	Input (products from suppliers); industrial; inspection (control control).
	By stages of the technological process	Operational (in the process of manufacturing); acceptance (finished products).
	By control methods	Technical inspection (visual); measuring; registration; statistical.
	In terms of completeness of production process control coverage	Solid; selective; volatile; continuous; periodic.
	On the mechanization of control operations	Manual; mechanized; semi-automatic; auto.
	By influence on the progress of processing	Passive control (with stopping the processing process and after processing); active control (control during processing and stopping the process when the required parameter is reached); active control with automatic adjustment of equipment.
	By measuring dependent and independent permissible deviations	Measurement of actual deviations; measurement of maximum deviations using passable and impassable gauges.
	Depending on the object of control	Product quality control; control of product and accompanying documentation; process control; control of technological equipment; control of technological discipline; control over the qualifications of performers; monitoring compliance with operating requirements.
	By influence on the possibility of subsequent use	Destructive; non-destructive.

Non-destructive methods include:

magnetic (magnetographic methods);
acoustic (ultrasonic flaw detection);
radiation (flaw detection using X-rays and gamma rays).

4.4.3. Statistical methods for quality control

The meaning of statistical methods of quality control is to significantly reduce the costs of its implementation compared to organoleptic (visual, auditory, etc.) with continuous control, on the one hand, and to exclude random changes in product quality, on the other.

There are two areas of application of statistical methods in production (Fig. 4.8):

when regulating the progress of a technological process in order to keep it within a given framework (left side of the diagram);

upon acceptance of manufactured products (right side of the diagram).

Rice. 4.8. Areas of application of statistical methods for product quality management

To control technological processes, the problems of statistical analysis of the accuracy and stability of technological processes and their statistical regulation are solved. In this case, the tolerances for the controlled parameters specified in the technological documentation are taken as the standard, and the task is to strictly maintain these parameters within the established limits. The task may also be to search for new operating modes in order to improve the quality of final production.

Before undertaking the use of statistical methods in the production process, it is necessary to clearly understand the purpose of using these methods and the benefits of production from their use. Very rarely is data used to make inferences about quality as received. Typically, seven so-called statistical methods or quality control tools are used to analyze data: data stratification; graphics; Pareto chart; cause-and-effect diagram (Ishikawa diagram or fishbone diagram);

checklist and histogram; scatter plot; control cards.

1. Delamination (stratification).

When dividing data into groups in accordance with their characteristics, the groups are called layers (strata), and the separation process itself is called stratification (stratification). It is desirable that the differences within a layer be as small as possible, and between layers as large as possible.

The use of different delamination methods depends on specific tasks. In production, a method called 4M is often used, which takes into account factors depending on: the person; machines (machine); material (material);

method.

That is, delamination can be done like this:
By performers (by gender, work experience, qualifications, etc.);
- by machines and equipment (by new or old, brand, type, etc.);
- by material (by place of production, batch, type, quality of raw materials, etc.);

- by production method (temperature, technological method, etc.).

In trade there can be stratification by regions, companies, sellers, types of goods, seasons.

The stratification method in its pure form is used when calculating the cost of a product, when it is necessary to estimate direct and indirect costs separately by product and batch, when assessing the profit from the sale of products separately by customer and by product, etc. Layering is also used in the case of other statistical methods: when constructing cause-and-effect diagrams, Pareto diagrams, histograms and control charts. 2. Graphical presentation of data

widely used in production practice for clarity and to facilitate understanding of the meaning of data. The following types of graphs are distinguished:

A). A graph representing a broken line (Fig. 4.9) is used, for example, to express changes in any data over time.

Rice. 4.9. An example of a “broken” graph and its approximation

B) Pie and strip graphs (Figures 4.10 and 4.11) are used to express the percentage of the data under consideration.

Rice. 4.10. Example of a pie chart
The ratio of the components of production costs:
1 – cost of production as a whole;
2 – indirect costs;

3 – direct costs, etc.

Rice. 4.11. Example of a strip chart

Figure 4.11 shows the ratio of sales revenue for individual types of products (A, B, C), a trend is visible: product B is promising, but A and C are not.

IN). The Z-shaped graph (Fig. 4.12) is used to express the conditions for achieving these values. For example, to assess the general trend when recording actual data by month (sales volume, production volume, etc.)

The schedule is constructed as follows:

2) the cumulative amount is calculated for each month and the corresponding graph is constructed (broken line 2 in Fig. 4.12);

3) the total values (changing total) are calculated and the corresponding graph is constructed. In this case, the changing total is taken to be the total for the year preceding a given month (broken line 3 in Fig. 4.12).

Rice. 4.12. Example of a Z-shaped graph.

The y-axis is revenue by month, the x-axis is the months of the year.

Based on the changing total, one can determine the trend of change over a long period. Instead of a changing total, you can plot the planned values on a graph and check the conditions for achieving them.

G). The bar graph (Fig. 4.13) represents the quantitative dependence, expressed by the height of the bar, of such factors as the cost of the product on its type, the amount of losses due to defects on the process, etc. Varieties of a bar graph are a histogram and a Pareto chart. When constructing a graph, the number of factors influencing the process being studied (in this case, the study of incentives to purchase products) is plotted along the ordinate axis. On the abscissa axis are factors, each of which has a corresponding column height, depending on the number (frequency) of manifestation of this factor.

Rice. 4.13. Example of a bar graph.

1 – number of incentives to purchase; 2 – incentives to purchase;

3 – quality; 4 – price reduction;

5 – warranty periods; 6 – design;

7 – delivery; 8 – other;

If we arrange purchase incentives by the frequency of their occurrence and build a cumulative sum, we get a Pareto diagram.

3. Pareto diagram.

A diagram built on the basis of grouping by discrete characteristics, ranked in descending order (for example, by frequency of occurrence) and showing the cumulative (accumulated) frequency is called a Pareto diagram (Fig. 4.10).

Pareto was an Italian economist and sociologist who used his diagram to analyze the wealth of Italy.

Rice. 4.14. Example of a Pareto chart:

1 – errors in the production process; 2 – low-quality raw materials;

3 – low-quality tools; 4 – low-quality templates;

5 – low-quality drawings; 6 – other;

A – relative cumulative (accumulated) frequency, %;

The above diagram is based on grouping defective products by type of defect and placing in descending order the number of units of defective products of each type. The Pareto chart can be used very widely.

With its help, you can evaluate the effectiveness of measures taken to improve product quality by plotting it before and after making changes.

4. Cause-and-effect diagram (Fig. 4.15).

a) an example of a conditional diagram, where:

1 – factors (reasons); 2 – large “bone”;

3 – small “bone”; 4 – middle “bone”;

5 – “ridge”; 6 – characteristic (result).

b) an example of a cause-and-effect diagram of factors influencing product quality.

Rice. 4.15 Cause-and-effect diagram examples.

A cause-and-effect diagram is used when you want to explore and depict the possible causes of a certain problem. Its application makes it possible to identify and group the conditions and factors influencing a given problem. Consider the form

cause-and-effect diagram in Fig. 4.15 (also called the “fishbone” or Ishikawa diagram).

How to draw a diagram:
1. A problem to be solved is selected - a “ridge”.
2. The most significant factors and conditions influencing the problem are identified - first-order causes.
3. A set of reasons influencing significant factors and conditions is identified (reasons of 2nd, 3rd and subsequent orders).
4. The diagram is analyzed: factors and conditions are ranked by importance, and those reasons that can currently be corrected are identified.

5. A plan for further action is drawn up. 5. Check sheet (table of accumulated frequencies) is compiled to build histograms

distribution, includes the following columns: (Table 4.4).

Table 4.4 Based on the control sheet, a histogram is constructed (Fig. 4.16), or, with a large number of measurements, probability density distribution curve

(Fig. 4.17).

Rice. 4.16. An example of presenting data as a histogram

Rice. 4.17. Types of probability density distribution curves.

By examining the histogram, you can find out whether the batch of products and the technological process are in satisfactory condition. The following questions are considered:

what is the distribution width in relation to the tolerance width;
what is the center of the distribution in relation to the center of the tolerance field;
what is the form of distribution?

a) the shape of the distribution is symmetrical, then there is a margin in the tolerance zone, the center of the distribution and the center of the tolerance zone coincide - the quality of the batch is in satisfactory condition;

b) the center of distribution is shifted to the right, that is, there is a fear that among the products (in the rest of the batch) there may be defective products that go beyond the upper tolerance limit. Check whether there is a systematic error in the measuring instruments. If not, then they continue to produce products, adjusting the operation and shifting the dimensions so that the center of distribution and the center of the tolerance field coincide;

c) the center of the distribution is located correctly, but the width of the distribution coincides with the width of the tolerance zone. There are concerns that when examining the entire batch, defective products will appear. It is necessary to investigate the accuracy of the equipment, processing conditions, etc. or expand the tolerance range;

d) the center of distribution is shifted, which indicates the presence of defective products. It is necessary to move the distribution center to the center of the tolerance field by adjustment and either narrow the distribution width or revise the tolerance;

e) the situation is similar to the previous one, and the measures of influence are similar;

f) there are 2 peaks in the distribution, although the samples are taken from the same batch.

This can be explained either by the fact that the raw materials were of 2 different grades, or the machine settings were changed during the work process, or products processed on 2 different machines were combined into 1 batch. In this case, the examination should be carried out layer by layer;

g) both the width and the center of distribution are normal, however, a small part of the products exceeds the upper tolerance limit and, when separated, forms a separate island. Perhaps these products are part of the defective ones, which, due to negligence, were mixed with good quality ones in the general flow of the technological process. It is necessary to find out the cause and eliminate it.

6. Scatter diagram

These data are plotted on a graph (scatter diagram), and the correlation coefficient is calculated for them using the formula

Covariance;

Standard deviations of random variables x And y;

n– sample size (number of data pairs – Xi And ati);

and – arithmetic average values Xi And ati accordingly.

Let's consider various options for scatter diagrams (or correlation fields) in Fig. 4.18:

Rice. 4.18. Scatter plot options

When:

A) we can talk about a positive correlation (with growth x increases y);

b) there is a negative correlation (with growth x decreases y);

V) with growth x y can either increase or decrease, they say there is no correlation. But this does not mean that there is no dependence between them, there is no linear dependence between them. The obvious nonlinear (exponential) dependence is also presented in the scatter diagram G).

The correlation coefficient always takes values in the interval, i.e. when r>0 – positive correlation, when r=0 – no correlation, when r<0 – отрицательная корреляция.

For the same n data pairs ( x 1 , y 1 ), (x 2 , y 2 ), ..., (x n, y n) you can establish a relationship between x And y.

atThe formula expressing this dependence is called the regression equation (or regression line), and it is represented in general form by the function= a +b

X. = a + To determine the regression line (Fig. 4.19), it is necessary to statistically estimate the regression coefficient and constant a

. To do this, the following conditions must be met: 1) the regression line must pass through the points ( x,y x And y.

) average values y 2) the sum of squared deviations from the regression line of values

at all points must be the smallest. A And = a + 3) to calculate coefficients

formulas are used

Those. A regression equation can be used to approximate real data.

Rice. 4.19. Example of a regression line

7. Control card. One way to achieve satisfactory quality and maintain it at this level is to use control charts. To manage the quality of a technological process, it is necessary to be able to control those moments when manufactured products deviate from the tolerances specified by the technical conditions. Let's look at a simple example. We will monitor the operation of a lathe for a certain time and measure the diameter of the part being manufactured on it (per shift, hour). Based on the results obtained, we will build a graph and get the simplest control card

(Fig. 4.20):

At point 6, a breakdown in the technological process has occurred; it needs to be regulated.

The position of the VKG and NKG is determined analytically or using special tables and depends on the sample size. With a sufficiently large sample size, the limits of VKG and NKG are determined by the formulas

NKG = –3,

VKG and NKG serve to prevent process breakdown when products still meet technical requirements.

Control charts are used when it is necessary to establish the nature of faults and assess the stability of the process; when it is necessary to determine whether a process needs to be regulated or whether it should be left as is.

The control chart can also confirm process improvement.

A control chart is a means of distinguishing deviations due to non-random or special causes from probable variations inherent in the process.

Probable changes rarely repeat themselves within predicted limits. Deviations due to non-random or special causes signal that some factors affecting the process need to be identified, investigated and brought under control.

Control charts are based on mathematical statistics. They use operational data to set limits within which future research will be expected if the process remains ineffective due to non-random or special causes. Information on control charts is also contained in the international standards ISO 7870, ISO 8258. The most widely used are average control charts., X

and span control charts

There are two main types of control charts: for qualitative (pass - fail) and for quantitative characteristics. For quality characteristics, four types of control charts are possible: the number of defects per unit of production;

number of defects in the sample; the proportion of defective products in the sample; number of defective products in the sample. Moreover, in the first and third cases the sample size will be variable, and in the second and fourth cases it will be constant.
Thus, the purposes of using control charts can be:
identifying an uncontrollable process;
control over the managed process;

assessing process capabilities.
Typically the following variable (process parameter) or characteristic is to be studied:
known important or most important;
presumptive unreliable;
from which you need to obtain information about the capabilities of the process;

operational, relevant for marketing.

However, you should not control all quantities at the same time.

Control charts cost money, so you need to use them wisely: choose characteristics carefully; stop working with maps when the goal is achieved: continue to map only when processes and technical requirements constrain each other.

It must be borne in mind that the process may be in a state of statistical regulation and produce 100% defects. Conversely, it can be uncontrollable and produce products that meet 100% technical requirements.

Control charts enable analysis of process capabilities.

Process capability is the ability to function as intended. Typically, process capability refers to the ability to meet technical requirements.

The following types of control charts exist:

2. Control charts for regulation based on qualitative characteristics:

a) control card p(for the percentage of defective products) or the percentage of defects, is used to control and regulate the technological process after checking a small batch of products and dividing them into good quality and defective, i.e. identifying them based on qualitative characteristics. The percentage of defective items is obtained by dividing the number of detected defective items by the number of inspected items. Can also be used to determine the intensity of production, the percentage of absence from work, etc.;

b) control card pn(number of defects), used in cases where the controlled parameter is the number of defective products with a constant sample size n. Almost matches the map p;

c) control card c(number of defects per product), used when the number of defects found among constant volumes of products is controlled (cars - one or 5 transport units, sheet steel - one or 10 sheets);

d) control card n(number of defects per unit area), is used when the area, length, mass, volume, grade are not constant and it is impossible to treat the sample as a constant volume.

When defective products are detected, it is advisable to attach different labels to them: for defective products detected by the operator (type A) and for defective products detected by the inspector (type B). For example, in case A - red letters on a white field, in case B - black letters on a white field.

The label indicates the part number, product name, technological process, place of work, year, month and day, nature of the defect, number of failures, cause of the defect, and corrective measures taken.

Depending on goals and objectives product quality analysis, as well as the possibilities of obtaining the data necessary for its implementation, analytical methods for its implementation differ significantly. This is also influenced by the stage of the product life cycle covered by the enterprise’s activities.

At the stages of design, technological planning, preparation and development of production, it is advisable to use functional cost analysis (FCA): this is a method of systematic study of the functions of an individual product or technological, production, economic process, structure, aimed at increasing the efficiency of resource use by optimizing the relationship between consumer properties object and the costs of its development, production and operation.

Basic principles FSA applications are:
1. functional approach to the object of study;
2. a systematic approach to the analysis of an object and the functions it performs;
3. study of the functions of the object and their material carriers at all stages of the product life cycle;
4. correspondence of the quality and usefulness of product functions to the costs of them;
5. collective creativity.

The functions performed by the product and its components can be grouped according to a number of characteristics. By area of manifestation functions are divided into external andinternal. External are the functions performed by an object during its interaction with the external environment. Internal - functions that are performed by any elements of the object, and their connections within the boundaries of the object.

According to their role in satisfying needs, external functions are distinguished major and minor. The main function reflects the main purpose of creating an object, and the secondary function reflects the secondary purpose.

Based on their role in the work process, internal functions can be divided into main and auxiliary. The main function is subordinate to the main one and determines the operability of the object. With the help of auxiliary functions, the main, secondary and main functions are implemented.

According to the nature of their manifestation, all of the listed functions are divided into nominal, potential and actual. Nominal values are specified during the formation and creation of an object and are mandatory for execution. Potential reflect the ability of an object to perform any functions when its operating conditions change. Real ones are the functions that the object actually performs.

All functions of an object can be useful and useless, and the latter neutral and harmful.

The goal of functional cost analysis is to develop the useful functions of an object with an optimal ratio between their significance for the consumer and the costs of their implementation, i.e. in choosing the most favorable option for the consumer and manufacturer, if we are talking about the production of products, for solving the problem of product quality and its cost. Mathematically, the goal of the FSA can be written as follows:

where PS is the use value of the analyzed object, expressed by the totality of its use properties (PS = ∑nc i);

3 – costs of achieving the necessary consumer properties.

Questions on the topic

1. What do you understand by quality planning?
2. What are the objectives and subject of quality planning?
3. What are the specifics of quality planning?
4. What are the directions for planning to improve product quality at the enterprise?
5. What is the new strategy in quality management and how does it affect the planned activities of the enterprise?
6. What is the peculiarity of planned work in the divisions of the enterprise?
7. What international and national quality management bodies do you know?
8. What is the composition of quality management services at the enterprise?
9. What do the terms “motive” and “staff motivation” mean?
10. What parameters that determine the actions of the performer can the manager control?
11. What methods of reward do you know?
12. What is the content of theories X, Y, Z?
13. What is the essence of A. Maslow’s motivational model?
14. What types of remuneration are used in management?
15. What are the features of motivation for people’s activities in Russia?
16. What types of quality awards do you know?
17. What is the essence of quality control processes?
18. List the stages of the control process.
19. By what criteria are types of control distinguished?
20. What is a test? What types of tests do you know?
21. What are the criteria for a control decision?
22. What is a product quality control system?
23. What is the structure of the quality control department and what tasks are assigned to it?
24. Determine the main elements of the defect prevention system at the enterprise.
25. What is technical control and what are its tasks?
26. What types of technical control do you know?
27. What is the purpose and scope of application of statistical methods of quality control?
28. What statistical methods of quality control do you know and what is their meaning?
29. What is FSA and what is its content?