Availability of a quality system at the enterprise. Analysis of the existing quality management system at the enterprise Prichal LLC

The principles of quality management imply a brief formulation that contains guidelines regarding monitoring the condition of products. They are developed internationally and also serve as a guide to action for entrepreneurs.

Basic principles of quality management

Quality management is regulated by international standards. These are a kind of recommendations and directives for managers of industrial enterprises. Thus, the following principles of quality management are provided:

• Any organization in its activities must be customer oriented, since she is somewhat dependent on them. The company is created with the aim of satisfying the needs of clients, and therefore it is necessary to constantly respond to newly emerging requests. Focusing on the consumer will significantly increase market share, as well as profits by attracting new customers.
• Executive Leadership is that it is he who sets the goals for the functioning of the enterprise and creates a certain atmosphere in which employees work. A leader must literally lead his team towards achieving great results. Thus, the work of all departments will be coordinated, coordinated and focused.
• Any manager must delegate a number of responsibilities, as well as involve employees in the management process. This allows you to identify their hidden abilities, as well as fully utilize all available ones. labor resources. This gives additional motivation to employees and also allows them to feel personal responsibility for the results of the organization's activities.
• The principle of the process approach implies that the activity of an enterprise should be perceived and managed as a process. In this regard, entrances and exits, as well as intermediate positions, must be clearly marked. This allows standardization of production processes, which subsequently leads to shorter cycle times.
• Systematic approach to organization management. This makes it possible to improve the relationship between individual departments and processes. As a result, the manager has the opportunity to concentrate on key processes without scattering attention on secondary tasks. As a result, the organization's work becomes stable.
• Continuous improvement is the main goal of any enterprise that strives to achieve success. This allows you to gain certain advantages compared to other organizations operating in the market.
• All decisions regarding enterprise management must be made on the basis of specific facts that are objective. Thus, any action will be fundamental and justified.
• Relationships with suppliers should be built on mutually beneficial terms. When a company has confidence in the raw materials or semi-finished products it purchases, it can reduce the time and material costs of inspection. In addition, such a partnership will be valuable due to stability.

Thus, we can say that the principles of quality management illustrate the work of an organization ideally. The manager can implement them fully or partially.

The quality of products and services is regulated at the international level. Thus, the requirements for this system are described in the international standards ISO 9000. It is worth noting that compliance with this document is not always a guarantee of high quality, because it also depends on a number of factors. However, this gives the manufacturer some degree of reliability. In addition, it is worth noting that the basic principles declared by this document can be adjusted depending on the organizational characteristics of the enterprise.

Quality Management System 9001 is a modernized version, the purpose of which is to stabilize the quality management system. Initially, relations between consumers and suppliers were regulated. At the moment this is minimal necessary condition which allows the company to operate effectively in the market. The system allows managers to formalize their approach to management.

Quality management defines the fundamental terms that should guide enterprises. This is a necessary basis that allows you to control the characteristics of the product at all stages of production.

Why is certification carried out?

Quality management is carried out to determine the following points:

• compliance of manufactured products and services with the requirements of international organizations;
• determining the effectiveness of the quality management system used at the enterprise;
• establishing standards and norms that product quality must meet;
• regulation of document flow;
• detailing the processes of the quality management system.

Obtaining the appropriate certificate is preceded by the following steps:

• submission of documents and their preliminary review;
• preparing and conducting an audit of quality management at the enterprise;
• completion of work.

How is product quality assessed?

Methods for assessing product quality can be classified as follows:

• By way of obtaining information:
  • measuring - involves the use of special precision instruments;
  • registration - data obtained on the basis of mechanical or automatic calculation is used;
  • organoleptic - based on information obtained through perception using the senses;
  • calculated - relies on the use of special formulas.
• By source of information:
  • traditional - data from reporting documents is used;
  • expert - a group of specialists in a certain industry is involved;
  • sociological - data is collected through surveys.

The most common quality assessment methods are:

• differential - individual indicators are evaluated, for each of which a comparison is made with the standard;
• qualitative is a generalized indicator that takes into account all characteristics at once;
• mixed method implies overall rating highlighting individual characteristics.

Total control

Total quality management is a concept that combines modern achievements in the field of increasing labor productivity, as well as the principles of compliance with international standards. This term was first introduced by the Japanese back in the 1960s. The method is based on the constant application of the basic eight principles.

Primary requirements

Enterprises put forward the following requirements for quality management:

• determining a list of control processes and applying them at all stages of production activities;
• all quality management processes must be carried out in a certain sequence and clearly interact with each other;
• criteria and must correspond to modern achievements of science and technology;
• the manager must always have access to up-to-date information for continuous monitoring of the process;
• constant analytical work in order to identify deviations and take timely measures;
• monitoring the compliance of achieved results must be planned.

Purpose, objectives and tactics of quality management

The goal of quality management is a long-term focus on consumer requests, as well as respecting the interests of the owners and employees of the enterprise and society as a whole. The results of the company's work must be brought into strict compliance with international standards.

In accordance with the goal, it is worth highlighting the main tasks of quality management, which can be formulated as follows:

• continuous improvement of product quality with a parallel reduction in its cost (the principle of correcting the causes of deviations should be used, and not eliminating the negative consequences of unsatisfactory results);
• quality management systems in order to develop consumer confidence in the reliability of the manufacturer.

The tactical provisions of quality management are as follows:

• constant identification of the causes of possible defects in order to eliminate them and prevent defects;
• ensuring the interest of employees at all levels in improving quality levels;
• creating a strategy with an appropriate focus;
• continuous improvement of product quality through the introduction of new technologies;
• constant monitoring of the latest scientific achievements with a view to their application in the production and management process;
• independent audit, in addition to inspections by regulatory authorities;
• continuous training and improvement of knowledge in the field of quality management both on the part of the manager and all employees without exception.

Main components of quality management

The ISO quality management system implies the presence of the following main components:

• quality control is the activity of determining whether the actual condition of a product corresponds to that described in regulatory documents(can be carried out by carrying out measuring work, laboratory tests, observations in the natural environment in order to obtain information);
• quality assurance is a regular activity that involves compliance with relevant regulatory requirements (this also applies to production process, and administrative staff, and procurement of raw materials, and after-sales service, and so on);
• quality planning is a set of measures to determine the future characteristics of an object and draw up a long-term program to achieve the corresponding indicators (this also includes the identification and procurement of resources necessary for the production process);
• quality improvement is the realization of opportunities to meet increased requirements for a production facility (we can also talk about the technological process, organizational structure, and so on).

Popular areas of quality management

On this moment Quality management has received an extensive theoretical and practical base, which combines elements of many areas of knowledge. Over the years, many systems have emerged, the most popular of which are the following:

• ISO- one of the most widespread systems in the world. Its main postulates are the orientation of the activities of the enterprise and each individual employee towards improving quality, which is manifested in the continuous improvement of each of the subsystems.
• Total quality management is a philosophy that came into world practice from Japan. Its essence is to improve everything possible. At the same time, there are no clear principles and postulates according to which activities should be carried out.
• Quality Awards- these are a kind of awards awarded to organizations that have achieved greatest success in the field of quality control. Their products must fully comply with all established requirements. At the same time, attention is also paid to the organization of internal control.
• "Six Sigma" is a technique that is aimed at improving all processes in an enterprise. It is aimed at promptly identifying all non-compliances with standards, identifying their causes and bringing the system back to normal. This is a specific set of tools that allows you to optimize the production process.
• Lean- this is a practice that involves reducing the cost of production and simultaneously increasing the essence of the system is that all resources and material goods should be used exclusively for the purpose of producing a product for the end consumer in full. If the increase in consumption material goods does not lead to an improvement in the quality of the finished product, then they should be revised.
• Kaizen- This is a Japanese philosophy that implies a continuous pursuit of the best and stimulating demand. This systems approach, which declares that it is constantly necessary to take at least minor steps towards improvement, even if there are no opportunities for global transformations. Over time, these small reforms will lead to global changes (quantity will turn into quality).
• Best practics is a concept that involves the study and use of the most progressive achievements of organizations that operate in a certain industry.

conclusions

Quality management is one of the main tasks of any enterprise, which is focused on satisfying consumer requests and ensuring the maximum level of profit. International organizations appropriate principles have been developed to guide enterprises in carrying out their activities. Manufacturers must primarily focus on the interests of consumers. The head of the enterprise must be a leader from whom initiative and energy come, but at the same time all employees must be involved in the production process. The organization must be perceived as an integral system. All production is a single process. Taking any management decisions, it is worth relying on current data. As for relationships with suppliers, they should be built on mutually beneficial terms.

Moved towards quality management at the enterprise whole line requirements. The first step is to determine the list of processes that are subject to continuous monitoring. A clear sequence of monitoring actions should be defined, and a clear relationship between them should be established. When monitoring the production process for quality, it is worth focusing on achievements modern science, while the manager’s information should always be up to date. The control service must identify deviations from the planned indicator and make timely adjustments.

The most widely used quality system in the world is ISO 9000, which contains clear recommendations and instructions for organizing and controlling the production process. If we talk about Japanese total quality management, then it only determines the general direction and recommends general improvement in all directions. Quality awards are a popular practice that rewards the best manufacturers in their industry if their products meet all established standards. A system such as Six Sigma is a focus on constant monitoring of the situation in order to identify deviations and correct them in a timely manner. Lean manufacturing has become quite widespread. In accordance with this concept, all available resources should be fully spent on the production of the final product with minimal losses. The Japanese philosophy of Kaizen is considered quite interesting. It consists in the fact that the organization must regularly take at least minor steps towards improvement, counting on the future cumulative effect. If speak about best practices, then the manager must study and adopt the experience of the most successful organizations operating in the industry.

Elements of the quality system. Development and

In the 70-80s, scientists and specialists from many countries came to the conclusion that quality cannot be guaranteed only through control finished products. It should be provided much earlier - in the process of studying market requirements, at the stage of design and engineering development, when choosing suppliers of raw materials, materials and components, at all stages of production and, of course, during the sale of products, their technical maintenance during operation at the consumer and disposal after use.

This integrated approach ensures the creation of a closed process that begins with identifying market needs and includes all phases of improving manufactured or developed new products, production preparation, manufacturing, sales and after-sales service based on effective system « feedback"and planning that takes into account market conditions, with minimal costs for quality assurance.

Low (non-competitive) product quality is not an abstract category, but a very specific reason for the non-viability of enterprises. Therefore, the quality problem is already recognized as a strategic problem. When forming a program to increase the competitiveness of products, enterprises need to keep in mind the following target settings:

Ø compliance of product quality with market and specific requirements
consumer;

Ø reduction total costs for purchase, delivery and operation
products;

Ø making deliveries within the timeframe required by the consumer;

Ø creating a high reputation of the enterprise in the market and the ability to present
arguments confirming the reliability of the enterprise as a partner.

The ability of an enterprise to achieve its goals, ensuring the competitiveness of its products, is determined by the organization and management system in place - the quality management system.

Quality systemis a system for establishing quality policies and objectives and achieving these objectives (ISO 9000:2000).

All quality systems, despite the characteristics of enterprises and organizations, are aimed at achieving fundamental goals:

Ø improving quality and productivity;

Ø cost reduction;

Ø increasing competitiveness;

Ø improvement of the production climate;

Ø customer satisfaction;

Ø compliance with laws;

Ø strengthening economic stability;

Ø environmental protection.

The work to ensure, maintain and improve quality requires the involvement of all structural divisions of the organization, all personnel of the company - from an ordinary worker or employee to the head of the company. To operate effectively, an organization will require not only a variety of resources, but also the development of a variety of interaction mechanisms and processes. This is exactly how it turns out quality system, representing a set of management bodies and management objects, measures, methods and means aimed at establishing, ensuring and maintaining a high level of product quality.

The above definition emphasizes the need to create an organizational structure for quality management. The organizational structure of the quality system is established within the organizational structure of enterprise management as a whole and represents the distribution of rights, responsibilities and functions of general quality management.

Overall quality management should be carried out by the director of the enterprise and senior management. Responsibility for types and results of activities that directly or indirectly affect quality must be defined and documented in two types of documents: job descriptions and regulations on divisions; documents establishing the procedure for performing functions and quality work.

The quality system being created at the enterprise must take into account the specifics of the enterprise, its size, structure and organization of production.

The quality system must be flexible so as not to interfere with changes that may be necessary in the future. When choosing a system option, each of its elements is evaluated and explained. All elements of the quality system can be divided into three groups.

To the first group These are those elements of the quality system that must be determined and established by the management of the enterprise:

Ø quality policy;

Ø organizational structure;

Ø assessment of the quality system;

Ø training.

Second group - These are elements of the system covering several phases or units related to the quality system itself, to company-wide problems and to product problems. Company-wide problems include:

Ø documentation control;

Ø maintaining all quality records;

Ø application of statistical methods;

Ø storage, packaging, transportation, shipment;

Ø control of measuring instruments;

Ø handling of defective product units;

Ø quality control;

Ø condition during testing.

Third group - These are system elements specific to certain stages:

Ø verification of contracts;

Ø quality assurance at various stages life cycle products
(design, procurement of materials, components,
production and use).

The structure of the quality system can be represented by a pyramid of documentation (Fig. 11).

Rice. 11. Hierarchy of quality system documents

The top part of the pyramid is occupied by a quality manual (handbook) for the entire company, which contains the formed directive/company policies in the field of quality, quality goals and approved organizational structure production. The middle part of the pyramid consists of general methodological documents, activities and sequence of operations to ensure quality. The bottom of the pyramid is a set of work instructions for performers.

All these documents cover the following areas of activity:

Ø organizational work;

Ø design;

Ø documentation;

Ø logistics;

Ø manufacturing (production);

Ø testing and acceptance of products;

Ø corrective actions in case of deviations;

Ø supervision;

Ø storage, transportation.

The system can be designed by any organization capable of carrying out developments (you can even invite consultants from another organization), the main thing is that the project takes into account the enterprise policy, production organization and type of product properly.

The director is responsible for the practical use of the system, whose powers cannot be delegated to anyone else. Planning of quality activities is coordinated by the quality assurance department. He is also responsible for the efficiency of the system, identifies anomalies and coordinates corrective actions.

The enterprise, on its own or with the involvement of consultants, develops a project for creating a quality system.

The process of designing a quality system at an enterprise must be carefully planned. There are four phases of this plan.

The first phase is justification of the project. The first action in this phase should be to prepare and present the project to management for review. The management's decision is very important milestone in project. The project is planned in detail, including intensive communication of all personnel using various information media.

The second phase is decoding and detailing the project. The goal of this phase is to achieve a clear understanding of the form and content of all elements of the system, to streamline the components of this project, and to bring stability to the process. In this phase, a layout of the “Quality Manual” should be developed (written) based on existing quality systems.

The third phase is implementation. At this phase the main actors There should be separate project working groups. Together with the main working group, headed by a director, they create “Quality Guidelines” for the entire company and for their departments. This phase is the most difficult due to the layout of the Quality Manual. The part of the Guide that relates to the product life cycle should be written by the appropriate working group and tailored to the specific product. Local project teams should also be involved in making changes to the quality system.

The main document in the development and implementation of a quality system in an organization is the “Quality Manual”, which contains a description of the general quality management system and performs the functions of a permanent reference material when implementing and maintaining system information data.

In large organizations, documentation for the general quality management system can be represented by documents of three levels:

1) company-wide “Quality Manual”;

2) separate “Quality Guidelines” for various structural
divisions;

3) functionally specialized “Manuals for
quality" (for design work, logistics, etc.).

When developing new types of products (services, processes), the organization’s management, in accordance with the provisions of the Quality Manual, forms quality program , which is drawn up in writing and defines:

Ø quality goals;

Ø distribution of powers and responsibilities during the design;

Ø determination of the procedures, methods and work instructions used;

Ø programs of relevant tests, inspections and controls at various stages of life cycle;

Ø procedures for making changes to the quality program as
performance of work;

Ø other activities ensuring the development and production of new
products.

The fourth phase is internal control. It involves the use of intra-company control over the results of the project and the effectiveness of its implementation.

All components of the quality system must be constantly monitored. A systematic in-house audit should provide an assessment of the effectiveness of the functioning of various elements of the quality management system. Internal check are carried out by competent specialists appointed by the management of the company. They are required to evaluate the effectiveness of each element of the system in relation to the implementation of the goals set for the quality management system. Such inspections are carried out routinely or as a result of detection of defects, organizational changes at the office.

The results of the analysis of inspection materials must be presented in documentary form to the management of the organization. The inspection report cites specific cases of detection of inadequate product quality and sets out the reasons for this. Corrective measures are proposed, and the implementation of proposals is assessed based on the results of previous inspections.

If internal audits are carried out by specialists from the company itself, then analysis and evaluation of effectiveness Quality management systems must be carried out by competent independent persons invited by the company management. Such an analysis serves as the basis for the company to take the necessary measures to improve the system in accordance with new quality concepts, in connection with changes in the market or the need to master new technologies.

The company's managers must officially declare the main goals and objectives of the organization in the field of quality, i.e. formulate company quality policy, which is an integral element of the general policy of the company. It is formed in such a way as to cover the activities of each employee and orient the entire team of the enterprise to achieve its goals. This policy may pursue, for example, the following goals:

Ø expansion of the organization’s target market;

Ø increase in profit;

Ø improvement of the most important indicators of product quality;

Ø launch of fundamentally new products to the market;

Ø reducing the level of defects in manufactured products, etc.

Documenting the quality policy makes it possible for the company's employees, as well as its suppliers and consumers, to get a clear idea of ​​the official attitude of the company's managers to quality.

The management of the enterprise must take all necessary measures to ensure that this policy is understood and consistently implemented by all employees of the enterprise. In the absence of a clear and documented policy, an enterprise's activities in the field of quality are uncertain and random. Therefore, the formation and documenting The management of the enterprise's quality policy is primary when creating a quality system at the enterprise (Fig. 12).

Quality management in production

(source: http://quality.eup.ru/DOCUM2/ukp.htm)

History of the development of quality management systems

In the first decades of the 20th century, many countries took the path of intensive economic development and, at the same time, the attitude towards the problem of product quality changed. The engineering science of quality management in the production process begins to develop, statistical methods control based on control charts proposed by the American specialist W. Shewhart. In the 30s, in the world practice of industrial production, the idea of ​​​​joint activity of the worker, controller and manager in solving problems of product quality was put forward. One of the most important factors The quality of “working life”, i.e., the conditions in which production personnel work, improves the quality of products. At the end of the 50s, when in a number of developed countries the first vital needs of the population were satisfied, the most important condition for the survival of companies in a fiercely competitive environment was the quality of products. At this time, J. Juran, an American specialist in the field of quality management, put forward the idea of ​​zero defects as the main indicator of product quality. In 1976, the famous Japanese specialist K. Ishikawa published his works, which described methods for constructing cause-and-effect diagrams to solve quality problems. At the same time, another, no less famous Japanese scientist G. Taguchi publishes works that put forward the idea and methods of ensuring the highest level of quality by making optimal decisions at the product design stage. Similar processes took place in the Soviet Union, where at the state level the task was set to improve the quality of production products, primarily in relation to the defense industry. Systems and methods of quality management in production are being developed. The end of the 80s was marked by the formation of a methodology for total (or comprehensive) quality management ( Total Quality Management - TQM ), the main content of which is the responsibility of all employees of the enterprise not only for the quality of products and services at all stages of development, creation and use, but also for the quality of functioning of the enterprise as a whole. The first step on the path to TQM was the emergence of ISO 9000 series standards and their widespread implementation in practice. These standards define quality as “the set of properties and characteristics of products or services that ensure the satisfaction of stated or anticipated needs.”

How can a modern enterprise survive competition?

For every company and every industry, quality is a decisive tool for maintaining and increasing competitiveness. In the long term, the success of an enterprise in the market largely depends on the higher quality of its products or services compared to competitors. In addition, the quality of production processes is becoming increasingly important, and constantly increasing productivity provides certain advantages in production costs compared to competitors. Thus, quality has ceased to be just an image factor, but has clearly become a matter of survival in the market. Manufacturing enterprises must create a production system that instantly responds to market changes and is capable of winning in the fierce competition. This strategy is called Market-In (customer orientation). Its distinctive features:

Possibility of creating best quality faster and cheaper

Ability to respond to increased product variety

Ability to respond to shortening product lifespans

This system involves the production of the required product at the required time only in the required quantity. 1. An efficient production system in which nothing is wasted:

Wasted overproduction

Wasted downtime

Wasted transportation

Waste processing

Excess inventory

Unnecessary actions

Wasteful production of defects

2. Production system with minimal delivery times for finished products 3. Flexible production system

Basic principles of quality management

It is impossible to achieve a high, decent standard of living without solving the problem of labor quality. According to I.A. Ilyin, this problem can be solved if there are faithful, strong-willed, knowledgeable and gifted people; strong and flexible organization; hard and conscientious work; producing a first-class product. To successfully lead and operate an organization, it must be directed and managed in a systematic and transparent manner. Success can be achieved by implementing and maintaining a quality management system designed to continuously improve operations while taking into account the needs of all stakeholders. Managing an organization involves quality management along with other aspects of management. Eight principles of quality management have been defined to guide senior management to improve the organization's performance. a) Customer orientation Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations. b) Executive Leadership Leaders ensure unity of purpose and direction for the organization. They should create and maintain an internal environment in which employees can be fully involved in solving the organization's problems. V) Employee Engagement Employees at all levels form the backbone of the organization, and their full involvement enables the organization to benefit from their abilities. G) Process approach The desired result is achieved more effectively when activities and related resources are managed as a process (Figure 1). d) Systematic approach to management Identifying, understanding and managing interrelated processes as a system contributes to the effectiveness and efficiency of the organization in achieving its goals. e) Continuous improvement Continuous improvement of the organization as a whole should be considered as its constant goal.

and) Fact-based decision making Effective decisions are based on the analysis of data and information. And) Mutually beneficial relationships with suppliers The organization and its suppliers are interdependent, and relationships of mutual benefit enhance the ability of both parties to create value.

These eight quality management principles form the basis for the quality management system standards in the ISO 9000 family, version 2001. To operate successfully, an organization must define and manage numerous interrelated activities. An activity that uses resources and is managed to transform inputs into outputs can be considered a process. Often the output of one process forms directly the input of the next. The application of a system of processes in an organization, along with their identification and interaction, as well as process management can be considered a “process approach”. The advantage of the process approach is the continuity of management that it provides at the interface of individual processes within their system, as well as during their combination and interaction. When applied in a quality management system, this approach emphasizes the importance of:

a) understanding and fulfilling the requirements; b) the need to consider processes from the point of view of added value; c) achieving the results of the implementation of processes and their effectiveness; d) continuous process improvement based on objective measurement.

The model of a quality management system shown in Figure 1, based on a process approach, illustrates the connections between all processes. This model shows that consumers play a significant role in determining inputs. Monitoring customer satisfaction requires assessing information about customers' perceptions that their requirements have been met. The model shown in Figure 1 covers all the basic requirements of the standards included in the ISO 9000 family, version 2001, without detailing them.

Figure 1. Model of a quality management system based on a process approach.

In addition, the Plan - Do - Check - Act (PDCA) cycle can be applied to all processes (Figure 2). The PDCA cycle can be briefly described as follows:

planning - develop the goals and processes necessary to achieve results in accordance with customer requirements and organizational policies;

implementation (do) - implement processes;

check - continuously monitor and measure processes and products against policies, goals and product requirements and report the results;

action (act) - take actions to continuously improve process performance.

Figure 2. Schematic representation of the Plan - Do - Check - Act (PDCA) cycle.

Examples of quality management systems developed in Japan

In 1954, American management consultant Dr. Durant came to Japan. He argued that since a company needs to make a profit, it must clearly find out the quality that is required by the consumer. And he considered quality management to be a job performed by the entire enterprise, whereas before that time it was considered a job performed only by the production division of the enterprise. This became the reason for the development of quality control as a tool for all management. Since then, the quality management system used at Japanese enterprises has become one of the most advanced in the world and is widely used in other countries. The author of the article was lucky enough to take part in advanced training courses “Quality Management (Production)”, organized by the Japanese Management Education Center of the Moscow International Business School “MIRBIS”. In April 2002, he took part in an internship in the “Production Management and Quality Control” program organized by the Japan Productivity Center for Socio-Economic Development as part of the promotion of the program for training management personnel for Russian enterprises with the support of the Japanese government. The visit program included such enterprises as Toyota Motor Co, Matsushita Battery Industrial Co, Fuji Xerox, and some other large and small enterprises. Using the example of these enterprises, the practical application of modern quality management systems was shown. They will be described in more detail in future issues of our magazine, and this article provides a brief description of the main methods.

J I T system(Just In Time System)

MPR system(Material Requirement Planning System)

CALS: Computer Aided Logistic System

Computer Aided Logistic Support - a system of electronic transactions in all sectors of this type of industry

Computer-aided Acquisition and Logistic Support - a unified information system to support production, supply of components and management

Computer Acquisition and Lifl-circle Support - support for the continuous supply of components and the product life cycle.

Trade at the "speed of light" (Commerce At Light Speed) - high-speed informatization of the multimedia corporate community

5S system The principles of 5S are the basis for creating a workplace: (1) 5S (the name 5S was formed due to the fact that in Japanese all 5 words begin with the letter “s”) means:

Order is a clear division into what is necessary and what is unnecessary, getting rid of what is unnecessary.

Organization - arrangement of objects in an easily accessible order so that anyone can find what they need (location, stacking, arrangement).

Cleaning - thorough cleaning of the workplace and equipment from debris, dust, litter.

Purity - supported by the first three concepts. Only when order, organization and cleaning are ensured is it possible to keep the workplace clean.

Education - cultivating the habit of always strictly following the established rules

The rules are not broken

Manners are respected

There is activity in the workplace

Activities of quality control circles

(1) Objectives of quality control circles

Everyone develops as a person -> Manifestation creativity, individual development(for myself)

Frequent exchange of opinions in the workplace improves human relationships -> Maintaining a workplace that is pleasant to work in (for the workplace)

Problems are solved at the workplace -> Contribution to the success of the entire enterprise (for the enterprise)

(2) Conditions necessary for the activities of quality circles

Create a convenient workplace, where circle members can openly exchange opinions (regardless of age)

Mastering "proprietary" technologies

Mastering the 7 Quality Circle Tools

“Do as I do” system (don’t leave newcomers unattended, avoid excessive patronage, communicate in a reserved and friendly manner)

(3) Goals of the Quality Control Circles Movement

Taking advantage of the enormous potential available in every workplace,

applying statistical methods and other scientific approaches,

with the support and assistance of other structural divisions of the enterprise,

finding bottlenecks and taking action,

solving problems,

create a powerful enterprise with a strong structure.

Literature

1. Anthology of Russian quality // edited by Boytsov B.V., Kryanev Yu.V. Moscow, 2000. 2. Ilyin I.A. Salvation in quality. Russian Bell, 1928, No. 4. 3. GOST R ISO 9000-2001 Quality management systems. Fundamentals and vocabulary. 4. GOST R ISO 9001-2001 Quality management systems. Requirements.

Theoretical foundations of the quality management system. Basic concepts in the field of quality and quality management. Certification of the quality management system in the Russian Federation. The problem of improving quality can only be solved through the joint efforts of the state, federal management bodies, managers and members of labor collectives of enterprises.

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Today, almost every employee of a more or less large enterprise knows about the existence of such a thing as a more simplified version of the name “quality control system.” In this article we will try to understand what most experts mean by this term, and how necessary it is to implement this system in any production.

Modern industry and trade are forced to exist in conditions of ongoing fierce competition - almost every product has or has analogues, which means the fight is on literally for every customer. To become successful and get maximum profit, you need to have some advantages that will distinguish a particular product from the mass of similar ones.

Obviously, the most important difference may be high quality products, while confirmed not only by the opinion regular customers, but also the relevant documents. In order to understand how well a particular product meets international standards, a quality control system is introduced at enterprises.

The main task of specialists working in this industry is to carefully study the final product produced by a particular company in order to determine the compliance or non-compliance of its individual properties with generally accepted concepts of quality. At the same time, for most types of goods and services today there are official quality requirements, which makes it possible to standardize the process of operation of any quality control system.

It is worth noting that, contrary to the popular belief that quality assurance and quality control are synonymous concepts, this is not entirely true. In fact, as experts note, ensuring control is primarily focused on the immediate and affects precisely its main aspects. As opposed to provision, the system works for the most part with the final product or service, after the end of the production process.

As for the consumer of goods or services, careful quality control also has great importance. If the purchased product complies with all existing standards, you can be completely sure that it is safe and its use will not cause any harm. In addition, the quality control system, for example, in large retail outlets guarantees customers respect for consumer rights and the absence of violations during packaging, transportation or storage of products sold.

It is also important to note that the responsibilities of specialists responsible for quality control do not include eliminating certain product defects. The main thing that is required of them is to detect the discrepancy and point it out in a timely manner in order to solve the problem as soon as possible. In some cases, if very serious violations are identified, it is even possible to completely stop the production of goods or the provision of services, which allows you to be sure that the company’s reputation will not be damaged.

Thus, modern quality control is a set of measures aimed at a detailed and detailed study of goods and services in order to identify inconsistencies of certain properties of these products with international quality standards. The presence of such a system in any enterprise is absolutely necessary, since it allows not only to guarantee the consumer that all requirements for a particular product are met, but also to ensure that it is clearly compared to competing organizations.