The process of product quality management in the enterprise. What is quality management in an enterprise

You will learn:

Why is quality management necessary?
What is a quality management system.
How to implement an ISO quality management system in an enterprise.
What are the methods of quality management.

The product quality management system must be present in the enterprise to improve products and services. In addition, it controls the compliance of the goods with state and international standards.

Particular attention within the framework of quality management is given to the moments that allow satisfying the needs of customers and ensuring the necessary level of safety.

Why Quality Management is Necessary

Quality management is the activity of managers and employees of the enterprise, aimed at continuous improvement of product quality. At the same time, it can be carried out not only by top management, but also by ordinary personnel.

Product quality management should be present in any organization, because it is this system that allows you to formulate the goals and objectives of the enterprise, and also provides the conditions necessary for production and resources that contribute to the production of products that meet established standards.

The quality management system at the enterprise should function at all stages of the product life cycle, starting from the idea and drawing up project documentation. After the product is put into operation, the collection of information continues already in order to make the next batch of products more perfect.

The object of quality management is production, the subjects are the heads of the enterprise (not only top managers, but also heads of departments).

Main Functions of Quality Management

planning;
organization;
coordination;
motivation;
control.

The process of quality management in different organizations is carried out in their own way. However, there is a generally accepted scheme that defines the main actions of managers at different levels.

Quality management and management form a certain hierarchical system. For example, a senior manager must fully interact with the external environment, that is, respond in a timely manner to any changes in standards, as well as follow the innovations in the legislation governing this issue. In addition, he is obliged to develop a policy and determine an action plan that will be aimed at improving products.

The middle manager must follow the instructions of the senior management regarding the observance of quality standards. It is the chiefs of this level who directly control the entire production process. That is, top management determines the strategy, and middle managers build short-term action algorithms based on it. Thus, a multi-level quality management system is formed.

Such quality management of work has certain characteristics.

a strategy aimed at improving products is reflected in managers at all levels;
motivating employees to achieve high quality products;
the production process is flexible in order to quickly adapt to changing standards and customer needs;
release is carried out in accordance with international criteria;
the quality management system complies with modern approaches and theories;
All products must be certified.

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

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

Each head of the company must be aware that ensuring a high level of quality is necessary not only for the end consumer, but also for the enterprise itself. For what? Competent organization of quality management, as well as adherence to all national and international standards, open up new markets for products, therefore, allow achieving the maximum profit.

Quality management is accompanied by a number of problems

Among them are the following:

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

How to implement an ISO quality management system in an enterprise

Each company has its own quality standards. Bringing them into a single system and monitoring their implementation is not an easy task.

How to competently build a quality management system at an enterprise according to ISO standards, the editors of the magazine "General Director" told on the examples of companies.

What is a quality management system

The quality management system is divided into five stages.

The decision on what to produce and the fulfillment of the necessary technical conditions. For example, to produce a car of any brand, you must first determine for whom it will be produced (in the interests of mass consumption or a small segment of the audience, for example, very wealthy people).
At the second stage, readiness for production is checked and responsibility is distributed.
Direct production of goods or provision of services.
Elimination of defects and shortcomings, organization of feedback to ensure control over changes and elimination of defects in the future.
Drawing up quality plans.

All the stages described can be successfully carried out only by combining the efforts of the company's management bodies and all its departments. This interaction is the quality management system.

It is aimed at performing certain functions.

Strategic, tactical and operational management.
Decision making, analysis and accounting, as well as control.
Special and general functions for all stages of the product life cycle.
Management of scientific, technical, industrial, economic and social factors and conditions.

Key principles of quality management

The concept of "quality management" is directly related to William Edwards Deming, it is he who is considered the founder of the theory of this system. His name is associated with the economic recovery of Japan after World War II, where to this day the merits of Deming, gifted by the emperor himself, are valued. Nowadays, there is an award for achievements in the management of the quality of services and goods - a silver medal with a Deming profile. Here are the main principles of the "father" of the theory of quality management:

The presence of a constant goal of quality management is the systematic improvement of products and services. It is necessary to set such a task before oneself and be firm in achieving it. At the same time, try to allocate your resources to achieve long-term goals, and not just make quick profits. Only in this situation will your company be competitive.
The presence of a new philosophy of quality. Do not live with the usual level of defects and errors, try to eliminate defects in work and transform the Western style of management.
Eliminate the dependence on mass control, eliminate the need for quality checks, and simply “build” it into products. Demand statistical evidence of "built-in" quality both during production and in purchasing functions.
Refuse to purchase at too low prices, stick to the price-quality ratio. Look for long-term partners and build trusting relationships with a supplier of one type of raw material / component. In this case, your goal is to minimize the overall costs, and not just the initial ones.
Try to improve every process every day. Continually look for problems and fix them, increase productivity and thereby reduce costs. The main task of management is to continuously improve the system.
Practice modern approaches to training and retraining of personnel. This will maximize the use of the capabilities of each employee, and the company as a whole in a timely manner to respond to constant changes in the business.
Try to establish leadership so that managers of different levels are responsible not only for quantitative indicators, but also for qualitative ones. Managers must be able to ensure that immediate action is taken to eliminate defects and shortcomings. It is important to understand that as quality improves, so does productivity.
Eradicate fears in the organization, try to eliminate the hostile attitude within the company. After all, if an employee is afraid of his leadership, he will try to avoid communication with him and hide, which means that there can be no question of full return.
Get rid of barriers between departments and divisions. All employees should see themselves as members of the same team. Despite the fact that many companies today are formed according to the principle of functionality (sales department, purchasing department, marketing department, and so on), their representatives must interact regularly and freely with each other.
Eliminate empty slogans and propaganda posters calling for work without marriage, which do not contain practical advice, except for hostile attitude on the part of the team, you will not achieve anything. Moreover, for the most part, the low quality of products is caused by the production system itself, and not by the individual work of ordinary employees.
Eliminate numerical regulations and standards that set arbitrary norms and quantitative targets. Instead, try to provide employees with feedback from senior management in the form of help and advice. This will help maintain continuous improvement in quality and performance.
Give each employee the opportunity to be proud of their work. To do this, eliminate annual appraisals and performance appraisals, as well as management by objectives (KPI) methods. Notice again the shift in emphasis from quantitative to qualitative.
Encourage learning, support self-education and improvement of employees. It is important to understand that the company needs not just people, but competitive employees who constantly gain new knowledge.
Clearly communicate management's strong commitment to continuous improvement and productivity. Try to observe all of the above principles, organize a structure that will give impetus to carry out all the necessary actions. Don't talk about your intentions, but act.

Organization of quality management in the company: main stages

It takes approximately 8 to 16 months to develop a quality management system project in accordance with ISO standards. ISO 9001:2000 is the basis, but it only defines what needs to be implemented, it does not show how it should be done.

It is thanks to this standard that a company can choose the way to meet the requirements that suits it. This condition looks like a positive one, since the control system can be built taking into account the individual characteristics of the enterprise. However, there is another side to the coin - overly general standard requirements. In this regard, often companies cannot understand the standard themselves and they have to resort to the help of external consultants.

In order to create a well-functioning quality system, first of all, a management subsystem must be implemented, which will be based on a certain documentation set. The documents included in it regulate the main working aspects, especially those that have a strong impact on product quality. The organization of quality management includes the following steps:

Stage 1. Analysis of the quality system at the enterprise. In order to determine the required amount of time and material resources needed to create quality management, an analysis of the system that exists at the moment should be carried out. It is thanks to this assessment that it will then be possible to develop a plan, outline the goals of the work and draw up a schedule that will reflect the timing of the preparation of the necessary documents and the implementation of the system itself. It is important to clearly delineate responsibilities at this stage.

Stage 2. Training in the field of quality management. The success of the system and the company as a whole directly depends on the qualifications of employees. It is extremely important to pay due attention to the training of employees in the field of quality management.

Stage 3. System design. At this stage, it is necessary to generate the necessary documents in accordance with the norms of the ISO 9001:2000 standard, and also describe “how it should be”. The volume and quantity of documentation depends on the scale of the organization, the complexity of internal processes, as well as on the scope of activities and the level of competence of employees.

Stage 4. Implementation of the system. When all the documents are ready, you need to start implementing the system. Particular attention should be paid to the organization of the work of employees in accordance with the new standards. A team of auditors should be formed within the company, who will be trained in quality management at the proper level.

Stage 5. Consulting audit. This stage is a check of employees and the system itself. With the help of an audit, it is assessed to what extent the personnel understand the basic principles of work and whether the quality system complies with the norms of the ISO 9001:2000 standard.

Stage 6. Certification procedure. After all the shortcomings are eliminated, you can receive the ISO 9001:2000 certificate. There are different bodies that issue a certificate of this type. The most famous in the world:

Bureau Veritas Certification (Great Britain).
Lloyds Register Quality Assurance Ltd (Great Britain).
Det Norske Veritas (Norway)
SGS (Switzerland).
TÜV Cert (Germany).

These organizations are accredited and have the right to certify enterprises in most countries of the world. That is why almost all companies, including those located on the territory of the Russian Federation, want to have a certificate from any of the above organizations.

In addition, on the territory of the Russian Federation there is GOST R, which was formed by the State Committee for Standardization and Metrology. However, such certificates are valued much less, as they are quoted only on the domestic market.

How to implement a quality management system in an enterprise

What are the methods of quality management

There is a certain classification of quality management methods:

1.Administrative methods (mandatory). These include:

norms;
standards;
instructions;
leadership orders.

2. Technological methods (separate and cumulative control not only over the production process, but also over its results). For this, modern engineering tools are used, which are becoming more perfect every year. The most objective results belong to automated devices that can measure and evaluate various parameters without the participation of employees of the organization.

3. Statistical methods (collection of quantitative and qualitative indicators of products). In the future, data taken in different periods are compared to determine the trend (positive or negative). The results of such an analysis can serve as the basis for making a decision to improve the quality management system.

4.Economic methods (assessment of the cost of activities that were carried out to improve the quality of products and analysis of the financial result after them).

5.Psychological methods (the influence that is exerted on employees and stimulates them to achieve high quality indicators). This takes into account the self-discipline of the work team, and the atmosphere in it, and the individual characteristics of each employee.

For successful actions aimed at improving the qualitative composition of products, the above methods should be synthesized and an integrated approach to quality improvement should be used.

Checking the quality of raw materials: 3 steps that will get rid of bad suppliers

Effective quality management tools

There are certain quality controls. The most effective tools are:

Quality Function Deployment (QFD) Matrices

This matrix involves tracking the "voice of the consumer" in four stages when creating a product:

product planning (Product Planning);
product design (Product Designing);
process planning (Process Planning);
production planning (Production Planning).

The result of the first stage is the construction of a Product Planning Matrix (PPM), or House of Quality, which includes other special matrices that reflect:

links between consumer requirements and individual product characteristics with which they can be satisfied;
correlation between individual product characteristics;
assessment of competitors in terms of the ability to meet consumer requirements and achieve the necessary product characteristics.

Pareto chart

This tool allows you to determine the most significant factors or conditions in ensuring product quality. This diagram is presented in the form of a bar graph, which is built according to a special rule. The essence of the rule is that the Pareto chart is ordered in terms of a quantitative attribute and a distributed sequence of those events that are studied (product defects and their number, the number of production equipment failures, and so on). The main element of the diagram is a cumulative curve, which demonstrates the growth of defects for various reasons (by time intervals, by factors, by samples).

Control cards

A control chart is a tool that allows you to track the entire progress of the ongoing process through measurements of product quality indicators, as well as influence this process through feedback, helping to prevent unwanted deviations from standard product and / or process requirements. There are three types of control charts that are used in different areas:

control charts Shewhart (W.E. Shewhart, 1924) and similar ones, which can help to assess whether the process is now controlled in terms of statistics;
acceptance control charts, designed to define process acceptance criteria;
adaptive control charts to help regulate the process by planning its trend.

The main parameters of the control card:

central line (CL);
upper control limit (UCL);
lower control limit (LCL).

All these indicators form a certain corridor within which certain fluctuations of the qualitative characteristic, which is measured using the control chart, are permissible. They are also divided on the basis of a feature that determines the quality and depending on the quantity of representation of this feature on the map.

Process Flow Diagram

This tool is a diagram that graphically reflects the process steps, which is very convenient when you need to explore the possibilities for improvement (due to the accumulation of detailed information about the process and its flow). A flowchart allows you to analyze the relationship of processes to each other, which helps to identify potential sources of trouble.

To describe the process using such a diagram, you need:

determine its start and end point;
organize supervision from beginning to end;
identify procedural stages (flows, decisions, actions, their sequence, and so on);
build a draft flow diagram;
analyze a draft diagram with employees who took part in the process under study;
improve the draft version after reviewing it with employees (based on identified shortcomings and amendments);
check the resulting diagram with the actual process steps;
reflect on it the place of the process, the name, date of compilation, information about those employees who took part in the compilation of the diagram, as well as other information worthy of attention.

Scatterplot

These are graphs that help determine the correlation between two different factors.

Causal Diagram

Otherwise, this tool is called the Ishikawa diagram (in honor of the author, Professor of the University of Tokyo K. Ishikawa). This diagram allows you to determine the relationship between quality indicators and the factors that affect them. It arranges and clearly demonstrates the relationship between individual factors and the final result.

At the same time, the reasons are “decomposed” into various categories and even subcategories in such a way that the diagram resembles the skeleton of a fish.

Features of this tool when applied (diagramming):

the central horizontal line reflects the problem;
categories (main factors) are shown as slanted lines;
subcategories that define the status of each major factor are described as horizontal to oblique lines;
private factors are sloping lines to horizontal (primary factors).

Most often, the number of main factors is from four to six. The author of this method, Professor Ishikawa, takes as a basis five factors - 5M (men, machine, material, method, measuring). Translated into Russian, they are as follows:

people and their working conditions;
production equipment;
materials (objects of labor);
methods and technologies;
measurement.

The final scheme looks like the skeleton of a fish: the problem is the “backbone”, its main causes are the “big bones”, which are the consequences of the influence of less significant factors (cause factors), while they are the consequences of weakly manifested causes.

How to improve the quality of manufactured products by mechanizing the welding process

Analysis and evaluation of quality management in the enterprise

Successful implementation is possible if:

Regulated key activities of the company, as well as in accordance with the documentation system of its real activities.
Process management, within which the requirements for resources, procedural inputs and outputs, criteria for assessing customer satisfaction and performance, and fixing deviations with the identification of causes and their further elimination are clearly defined.
Direct participation of senior managers in the processes of planning, analysis and coordination of system performance.
Improving the performance of processes, in the presence of increased customer satisfaction and product quality.
The desire of the staff to work (with the proper motivation and the necessary resources).
Improving the overall performance of the organization.

For formal introduction are characteristic:

The impossibility of expressing the goals of the enterprise in specific figures, their inconsistency with the overall strategy of the enterprise and the mission of development.
Lack of understanding of the main criteria, goals and interactions between processes (process monitoring).
Lack of analysis of customer satisfaction and needs.
Inconsistency of documentation with the practical activities of the enterprise.
The absence of an orderly system of actions aimed at eliminating inconsistencies.
Use of forms of documents that are not established (reports, plans including).
Lack of necessary resources for production.
Lack of a criteria system for evaluating contractors and suppliers.
Failure to comply with the requirements for the storage of materials.
Lack of input, acceptance and operational control of goods according to specified criteria.
Insufficiency of assessing the needs of the organization to improve the qualification level of employees.

How to build modern quality management in a company

Tip 1. Quality management should start from the top, not the bottom. If the initiative comes from below, then the system is not taken seriously, and the effect will be only formal.

Tip 2. It is necessary to train all staff and management as well. Often, bosses believe that they have sufficient knowledge to competently manage the company. Still, you need to understand that the thinking of employees still needs to be adjusted, it is necessary to focus on well-coordinated teamwork and customer loyalty.

Tip 3. Implementation should not be organized using any one internal enterprise service. All personnel without exception should be involved in this process.

Advice 4. It is necessary to correlate the quality management system with the concepts already in force in the company (motivational, strategic management, and so on), since it is necessary to create a single integrated management system.

Tip 5. First, draw up the strategic goals of the organization, they will serve as the basis for identifying the tasks of individual business processes, including those related to quality issues. If you do not have such guidelines, then simple formal indicators are chosen to achieve the goals, which are not related to the enterprise development strategy.

Tip 6. Make sure that the documents are relevant to the activities of your organization. Of course, the documentation may contain information about the desired state of the enterprise, but to achieve it, you must act, otherwise the state of affairs reflected in the documents may remain just a dream.

Tip 7. If you are planning a quality management system on an ongoing basis, then it is worth organizing a motivation system as well. The source of its financing will be the economic effect of measures aimed at improvement.

Tip 8. Very often, a company stops making any effort after receiving the necessary certificate. Of course, with such a development of events, there will be no result from the system. To avoid this, it is worth regularly monitoring the activities of the enterprise.

It is important to always keep under control the processes on which the quality of services and goods depends, as well as analyze acceptable service technologies, production and other tools for improving work.

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1 THEORETICAL ASPECTS OF QUALITY MANAGEMENT IN THE ENTERPRISE

1.1 The concept and indicators of product quality

1.2 Product quality management system

1.3 Quality management methods

2 ANALYSIS OF THE QUALITY MANAGEMENT SYSTEM AT OAO MTSENSKY FOUNDRY

2.1 General characteristics of the enterprise

2.2 Analysis of the internal environment of OAO Mtsensk Foundry

2.3 Analysis of the external environment of OAO Mtsensk Foundry

2.4 Analysis of the product quality management system at OAO Mtsensk Foundry.

3.1 Directions for improving the quality of products manufactured by OAO Mtsensk Foundry.

3.2 Substantiation of measures to improve the quality of products at OAO Mtsensk Foundry.

CONCLUSION

LIST OF USED SOURCES

INTRODUCTION

In recent years, the business world has become extremely complex, has become incredibly volatile, the level of competition has increased, the situation as a whole has become unpredictable, rapidly changing. For the survival and development of enterprises in real conditions, they need to adapt to dynamically changing environmental conditions. To do this, every entrepreneur, every company must have its own economic strategy, find the main link to win in the fierce competition. Without a "strategic vision" of the future, without the search for long-term competitive advantages, it is impossible to achieve the effective functioning of a business.

One of the most important factors in the growth of production efficiency is the improvement in the quality of products or services provided. Product quality is the main condition for "survival" and the key to success in the market in a highly competitive environment. The concept of quality is constantly changing. The quality that satisfied the consumer a year ago may no longer meet its requirements this year. Therefore, every leader must monitor the situation in the world, keep abreast of all events, anticipate the tastes, opinions and demands of people. The rapidly changing preferences and tastes of people are forcing manufacturers to look for new ways to create a better product or service. Improving a product or service involves introducing any innovations, transformations, eliminating defects, thereby improving the quality of the previous product, the manufacturer receives a competitive product that meets the new market conditions. Improving the quality of manufactured products is currently regarded as a decisive condition for its competitiveness in the domestic and foreign markets. The competitiveness of products largely determines the prestige of the country and is a decisive factor in increasing its national wealth.

In the conditions of market relations in any organizations and enterprises, the relevance of quality management is determined by its focus on ensuring such a level of product and service quality that can fully satisfy all consumer needs. The high quality of products and services is the most significant component that determines their competitiveness. Without ensuring a stable quality that meets the requirements of consumers, it is impossible to rationally integrate the national economy into the world economy and take a worthy place in it. The processes of integration in the modern conditions of the development of the world community are objectively irreversible, therefore, the modern concept of managing the quality of products and services in achieving all the goals and objectives of the functioning of enterprises and organizations implies its mandatory priority among other areas of management.

Therefore, in order for the products to be competitive, constant, purposeful, painstaking work of producers to improve quality, systematic quality control is necessary, in other words, we can say that any enterprise that wants to strengthen its position in fierce competition and maximize its profits should pay great attention to the quality management process. All of the above determines the relevance of studying the topic "quality management at the enterprise" in modern conditions.

The purpose of the course work is to study the product quality management system and develop recommendations for its improvement

The purpose of the course work is considered through its tasks, which include:

To study the concept, features and scope of the main types of organizational structures;

To study the concept of quality management;

Analyze the main methods of quality management;

Conduct an analysis of quality management at OAO Mtsensk Foundry

The object of study of the course work is JSC "Mtsensk foundry".

1 THEORETICAL ASPECTS OF QUALITY MANAGEMENT IN THE ENTERPRISE

1.1 The concept and indicators of product quality

In the modern world, the survival of any company, its stable position in the market of goods and services is determined by the level of competitiveness. In turn, competitiveness is associated with two indicators - the price level and the level of product quality. Moreover, the second factor is gradually coming to the fore.

The concept of product quality is regulated in the Russian Federation by the state standard, GOST 15467-79 “Product quality management. Basic concepts. Terms and Definitions"

Product quality is a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose.

Each buyer purchases the product that best satisfies his personal needs. In general, buyers purchase the product that more fully meets social needs than others. Therefore, the degree of customer satisfaction with a product also consists of a set of opinions of individual customers and is formed even before it appears on the market, at any stage of the product's life cycle until the moment of disposal. With the development of scientific and technological progress and the needs of society, new requirements are being formed, and high-quality products become of insufficient quality. The set of product properties may be the same (i.e., the quality has not changed), but for the consumer this product may be unacceptable.

A product property is an objective feature of a product that can manifest itself during creation, operation or consumption.

Products have many different properties that must be taken into account when developing, manufacturing, storing, transporting, operating or consuming. Properties can be simple or complex. The simple ones include mass, capacity, speed, etc. The complex ones include the reliability of technical means, the reliability of the device, the maintainability of the machine, and others.

A quantitative characteristic of one or more product properties that make up its quality, considered in relation to certain conditions of its creation, operation or consumption, is called an indicator of product quality.

According to the way of expression, product indicators can be natural (meters, kilometers), relative (percentages, coefficients, points, indices), as well as cost.

By the stage of determination - predicted, design, normative, actual.

According to the characterized properties, the following groups of indicators are used:

Purpose indicators characterize the beneficial effect of using the product for its intended purpose and serve the scope of the product.

Reliability indicators - non-failure operation, storability, maintainability, as well as product durability.

Manufacturability indicators characterize the effectiveness of design and technological solutions to ensure high labor productivity in the manufacture and repair of products. It is with the help of manufacturability that the mass production of products is achieved, the rational distribution of the costs of materials, funds, labor and time during the technological preparation of production, manufacture and operation of products.

Indicators of standardization and unification are the saturation of products with standards, unified and original components, as well as the level of unification compared to other products.

Ergonomic indicators reflect the interaction of a person with a product and a complex of hygienic, anthropometric, physiological and psychological properties of a person that manifest themselves when using the product.

Aesthetic indicators characterize the informational expressiveness, the rationality of the form, the integrity of the composition, the perfection of execution and the stability of the presentation of the product.

Transportability indicators express the suitability of products for transportation. Patent-legal indicators characterize patent protection and patent purity of products and are an essential factor in determining competitiveness.

Environmental indicators are the level of harmful effects on the environment that occur during the operation or consumption of products, for example, the content of harmful impurities, the likelihood of emissions of harmful particles, gases, radiation during storage, transportation and operation of products.

Safety indicators characterize the features of products for the safety of the buyer and service personnel, i.e. ensure safety during installation, repair, consumption of products.

The combination of these indicators forms the quality of products. But in addition to all these indicators, the price of the product is also important. The question of economically optimal quality is connected with the price. When purchasing a product, the buyer always compares whether the price of the product compensates for the set of properties that it possesses.

Economically optimal quality is understood as the ratio of quality and costs, or the price of a unit of quality, which can be expressed by the formula:

where:K wholesale- economically optimal quality;

Q - product quality;

C ? - the cost of purchasing and operating the product, rub.

The main task of each enterprise is the quality of its products and services. The successful operation of the enterprise must be ensured by the production of products or services that meet the following requirements:

Meet a clearly defined need, scope or purpose;

Satisfy the requirements of the consumer;

Comply with applicable standards and specifications;

Comply with current legislation;

Offered to the consumer at competitive prices;

Aimed at making a profit;

Improving the quality of products is of great importance for the enterprise - manufacturer, consumer and the national economy as a whole. The release of high-quality products contributes to an increase in sales volumes and return on capital, an increase in the prestige of the company. The consumption of products of improved quality and greater consumer value reduces the unit costs of users and provides a more complete satisfaction of needs. The national economy from high-quality products has a number of advantages: an increase in the export potential and the income side of the country's balance of payments, an increase in the living standards of the population and the authority of the state in the world community.

The consequences of an insufficient level of product quality are as follows:

Economic:

Loss of material and labor resources spent on the manufacture, transportation and storage of products that failed earlier than the planned physical wear and tear;

Additional costs for the repair of equipment;

Loss of natural resources as a result of the use of low quality machines used to extract these resources;

Additional costs of material and labor resources for the implementation of a multi-link and multi-stage system of technical quality control bodies;

Social:

Shortage of domestic products;

Decline in the prestige of products manufactured at national enterprises;

Insufficient satisfaction of the needs of the production, technical and personal plan;

Decreased growth in the welfare of the population;

Environmental:

Additional costs for cleaning: air basin, water basin, land resources;

Loss of agricultural productivity due to poor air quality;

Additional costs for measures to improve the health of the population;

Accelerated depreciation and additional repair costs for civil buildings and vehicles due to poor air quality. This implies the need for constant, purposeful, painstaking work of commodity producers to improve the quality of products in comparison with analogues of competitors. Everyone should be engaged in quality - from the director of the enterprise to the specific performer of any operation. All processes for ensuring, designing, maintaining quality are integrated into a quality management system.

1.2 Product quality management system

In the modern quality management system according to ISO 9001: 2000, there are five enlarged strategically important areas of activity within which the requirements for the system are grouped - a total of more than 200.

International standards ISO 9000 are based on the continuity and mutual influence of all activities in the management system - a systematic approach to the activities of the organization.

First Customer Orientation: Organizations depend on their customers and therefore must embrace current and future needs, meet their requirements and strive to exceed their expectations.

Second leadership leadership: leaders establish unity of purpose and direction for the organization; they should create and maintain an internal environment in which employees can become fully involved in their tasks.

Third, employee involvement: Employees at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.

Fourth process approach: the desired result is achieved more efficiently when activities and related resources are managed as a process.

Fifth systems approach: identification, understanding and management of interrelated processes as a system contribute to the effectiveness and efficiency of the organization in achieving its goals.

Sixth continual improvement: continual improvement of the overall performance should be seen as its permanent goal.

The seventh fact-based decision-making: effective decisions are based on the analysis of data and information.

Eighth Mutually beneficial relationships with suppliers: An organization and its suppliers are interdependent, and a mutually beneficial relationship between them enhances the ability of both parties to create value.

The quality of products is of paramount importance for consumers, since it is the quality that determines its consumer value. At the same time, an increase in the quality of products is often equivalent to an increase in its quantity; moreover, quality improvement is usually achieved at a lower cost than increasing output.

With the highest value of the integral indicator of product quality, the highest beneficial effect is obtained for each ruble of costs, that is, the maximum efficiency for the company / society.

Product quality management is the achievement of a certain (necessary) level of production by establishing, providing, maintaining it. An important role is played by economic methods, which cover such systems of production activities as planning, incentives, pricing.

Planning for quality improvement, setting reasonable targets for the production of products with certain values of indicators that must be achieved by a given moment or for a given period of time.

Product quality requirements are included in the system of state standards of the Russian Federation and include:

Standards of General Specifications, which contain general requirements for groups of homogeneous products;

Specification standards that contain requirements for specific products.

The values of quality indicators can be formed on the basis of:

Estimated (projected) values;

The best existing values in world or national practice;

standards or regulations.

The level of product quality is the sum of the technical level of the product or the quality of the model. For example, for machinery and equipment, the quality level is determined by: equipment performance; standardization and unification of models, reliability, ease and safety in use, as well as technical novelty and patent cleanliness, durability, service life without repair.

When assessing the level of product quality, both technical and economic data are used. The rationale for the choice of the nomenclature of quality indicators is made taking into account:

Purpose and conditions for the use of products;

Analysis of consumer requirements;

The tasks of product quality management;

Composition and structure of the characterized properties;

Basic requirements for quality indicators.

The essence of any control lies in the development of control decisions and the subsequent implementation of the control actions provided for by these decisions on a specific control object. When managing product quality, the direct objects of management, as a rule, are the processes on which product quality depends.

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

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

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

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

improvement of the economic situation of the enterprise;

expanding or conquering new markets;

achieving a technical level of products that exceeds the level of leading enterprises and firms;

focus on meeting the requirements of the consumer of certain industries or certain regions;

development of products, the functionality of which is implemented on new principles;

improvement of the most important indicators of product quality;

reducing the level of defectiveness of manufactured products;

extension of product warranties;

service development.

An important element in product quality management systems is standardization - rule-making activity, which finds the most rational norms, and then fixes them in regulatory documents such as a standard, instruction, methodology, requirements for product development.

The main task of standardization is the creation of a system of regulatory and technical documentation that defines progressive requirements for products manufactured both for the needs of the national economy, the population, the country's defense, exports, as well as control over the correct use of this documentation.

In the Russian Federation, regulatory documents on standardization are divided into the following categories:

State standards of the Russian Federation (GOST R);

Industry standards (OST);

Specifications (TU);

Standards of enterprises and associations of enterprises (unions, associations, concerns, joint stock companies, intersectoral, regional and other associations) (STP);

Standards of scientific and technical societies and engineering unions, associations and other public associations (STO). Certification of products at the time of purchase allows you to check the compliance of the goods with the requirements of standards. Certification establishes that the product has been tested, verified objectively enough.

Certification of conformity is the act of a third party proving that the necessary assurance is provided that a properly identified product, process or service conforms to a particular standard or other normative document.

Certification is based on testing and evaluation of the conditions for the production of certified products, control over the implementation of these procedures and supervision of product quality by an independent body. The combination of all these operations allows you to establish in the regulatory and technical documentation and control any product characteristics that are important for the consumer. Therefore, certification is not only a reliable guarantee of their strict compliance with established requirements and a source of reliable information about such compliance, but also an effective means and incentive to improve product quality.

The existing number of approaches to quality management can be divided into two main areas: administrative and economic approach.

With the administrative approach, it is supposed to increase the quality of products up to 100%. Product quality control is divided into stages of the life cycle of products, products. The life cycle of a product begins with marketing research and development, includes production, sale, operation and disposal or consumption. The greatest attention is paid to the stages of the operation that contribute to the formation of defects. The resulting defects are broken down by type. For all types of defects, measures are proposed to prevent the formation of defects and bring the quality level to 100%. With an administrative approach, getting a marriage is considered as an emergency that must be eliminated at all costs.

The essence of the economic approach to the problem of improving quality is as follows: work to prevent the formation of defects is carried out in the same way as with the administrative approach, however, the calculated level of product quality is made dependent on the economically feasible amount of costs to achieve it (i.e. not Achievement of 100% quality level is always set as a benchmark). The economic approach to the problem of quality assurance is based on the fact that one monetary unit invested in quality assurance can, at some initial stage of work, bring tens or even hundreds of monetary units of income. As the cost of quality assurance increases further, the corresponding return on the invested monetary unit decreases, i.e. an increase in quality assurance costs leads to the fact that for each invested monetary unit, the effect obtained will also be equal to one monetary unit of additional income. At higher costs, investments will give less return. This limit, with an economic approach, allows you to choose the optimal level of quality.

Quality costs are usually divided into two types. The first is "non-conformity costs" - direct losses due to the production of non-conforming products to consumer requirements, the second - "compliance costs" - the costs of preventing the production or withdrawal of low-quality products before they reach the consumer.

Quality costs can also be categorized as: error prevention costs; quality assessment costs; losses from marriage (losses).

Quality assessment costs are means aimed at preventing the consumer from receiving low-quality products or services. This category of quality costs is related to the measurement, inspection, testing and evaluation of products or services to confirm their conformity with quality or specified specifications. Quality assessment costs are the costs of inspections, product testing, audits, calibration of test equipment, monitoring of service remarks, customer satisfaction surveys.

According to the method of determining costs, they are divided into direct and indirect. Direct costs can be directly calculated and taken into account for a specific type of product or activity; indirect - on one or another accepted basis. When organizing cost accounting, it is necessary to strive to ensure that most costs can be determined by direct account, since the possibility of their proper planning, analysis and evaluation depends on the completeness of cost accounting.

1.3 Quality management methods

management quality organizational structure

Quality management methods are methods and techniques for the implementation of management activities and the impact on managed objects to achieve the goals in the field of quality. In the practice of quality management, mainly economic, organizational and administrative, and socio-psychological methods are used.

Economic methods of quality management are implemented by creating economic conditions that encourage employees and teams of departments and organizations to systematically improve and ensure the required level of quality.

The economic group includes the following quality management methods:

Financing activities in the field of quality management (crediting the development of innovations in the field of quality management, new and modernized types of products, loans, cost determination, costing, cost-benefit comparison);

Economic accounting in the divisions of the Criminal Code system;

Economic stimulation of production, distribution and provision of products and services to consumers that meet their requirements;

Pricing for products and services, taking into account their level of quality;

Establishment of funds for economic incentives for quality, including incentive and bonus funds for quality;

Application of the system of remuneration and material incentives;

The use of economic measures to influence suppliers, depending on the quality of the supplied products and services.

One example of using the economic method is material incentives: in response to an advanced salary increase, one can expect a more responsible attitude of the employee to the quality of his work, more enthusiasm and, as a result, a higher quality of products.

The implementation of this method on a large scale can eventually increase the demand and purchasing power of the population (due to wage increases), which will correspondingly increase the volume of sales, gross income and the mass of the profit of the enterprise.

Organizational and administrative methods are carried out through mandatory directives, orders and other instructions aimed at improving and ensuring the required level of quality.

The group of organizational and administrative methods should include methods:

Regulation (organizational, functional, official, structural);

standardization;

Rationing (based on the norms of time, number, correlation);

Instructions (introduction, explanations, advice, clarifications);

Administrative influences (on the basis of orders, instructions, resolutions);

Orders and instructions for the Criminal Code, ensuring compliance with the requirements of MS, GOST and TU, monitoring the implementation of NTD requirements.

The use of organizational and administrative methods of quality management determines the creation of a set of documents of various status.

Socio-psychological methods are based on the use of a group of factors that affect the management of socio-psychological processes occurring in labor collectives in order to achieve quality goals.

Among the socio-psychological methods, the following should be noted:

Ways to increase self-discipline, responsibility, initiative and creative activity of each member of the team;

Forms of moral incentives for the high quality of labor results;

Techniques for improving the psychological climate in the team, including ways to eliminate conflicts, select and ensure the psychological compatibility of employees;

Techniques for the formation of motives for the labor activity of team members aimed at achieving the required quality;

Ways to preserve and develop the traditions of the enterprise to ensure the required quality;

Technological methods of quality management:

Automatic UC method, when the deviation of processes from the specified parameters and control measures are determined, developed and act on the object automatically with the help of technical devices;

Statistical methods are an interrelated set of quality tracking methods and include statistical regulation, statistical acceptance control, statistical analysis, statistical quality assessment;

Graphical methods, including the method of control charts.

Graphs built in the form of control charts differ from the usual ones by the presence of specific lines on them, which indicate the limits of regulation.

Control charts graphically reflect the dynamics of the process, i.e. change in indicators over time. The map shows the range of inevitable scattering, which lies within the upper and lower boundaries. Using this method, you can quickly trace the beginning of the drift of parameters for any quality indicator during the technological process in order to carry out preventive measures and prevent defects in the finished product.

The histogram method is an effective tool for data processing and is intended for current quality control in the production process, studying the possibilities of technological processes, analyzing the work of individual performers and units. A histogram is a graphical method of presenting data grouped at the frequency of hitting a specific interval.

The stratification method, based only on reliable data, is used to obtain correct information, to identify cause-and-effect relationships.

2 ANALYSIS OF THE QUALITY MANAGEMENT SYSTEM FOR

2.1 General characteristics of the enterprise

In 1965, in the new building of technological equipment Mtsensk Secondary Non-Ferrous Metals Plant began to operate an experimental section, where the first handbrake block for the ZIL-1ZO car was cast. From this site, from this detail, Mtsensk began. an aluminum casting plant, separated in 1966 from the Vtortsvetmet plant. He was supposed to provide non-ferrous casting for the Moscow plant named after Likhachev.

Then, in 1966, the plant consisted of several still unfinished, but already partially operating small workshops. During the first six months of its existence, only five names of parts were mastered. The staff of the plant then consisted of only 900 people.

In the same year, intensive construction began, the building of the motor transport workshop was erected.

In 1967, the first stage of the chill casting body was commissioned. A year later - the second, in 1971 - the third.

It was an interesting and turbulent time. It went fast construction of production buildings, people worked tirelessly, subbotniks and Sundays were held with enthusiasm.

In January 1968, M3AL produced a thousand block heads. Factory buildings grew, workshops were equipped with new domestic and foreign equipment.

3a the first five-year plan from 1966 to 1971 Since its inception, the plant has gained capacity to produce 20 thousand tons of aluminum castings per year. By this time, the company was running smoothly.

The plant team was headed by the first director - D.E. Kornakov

The number of the enterprise in 1971 consisted of 3305 people.

Five years after the start-up of the plant, the reconstruction of its workshops began. It was necessary to sharply increase the volume of output. Modern equipment was purchased, production lines for casting parts were installed.

Chilling machines of the Italian company "Fata" were purchased and installed, as well as new chilling machines of domestic production.

In the core shop, automatic machines of the Japanese company "Naniva" were mounted for the manufacture of cores in hot boxes. A complete reconstruction of production was carried out in the thermo-cutting plant in order to create directed cargo flows. As a result, the production output exceeded the volume stipulated by the project by more than five thousand tons of castings per year.

In 1975-76. The injection molding shop was moved from temporary premises to a new building equipped with modern equipment and machines.

At the end of the seventies, capacities for a new type of casting were commissioned: the plant began mastering the production of products from gray cast iron and steel. MZAL was a powerful and developed enterprise, one of the largest in the Oryol region. The plant produced more than 200 types of parts for cars, which were supplied to the head plant named after Likhachev, to other enterprises. The delivery of products for export began - spare parts for ZIL vehicles were supplied to 33 countries of the world. More than seven thousand workers, employees, engineers worked in the shops.

In 1980-86. further development of production, expansion of the plant, supply of castings according to the main technical process to the head plant for the production of 50 cars with a diesel engine. Mastered 25 items of the new nomenclature of castings. A new design of V-shaped head castings has been introduced into production. Technical re-equipment in the non-ferrous casting shops installation of a carousel machine for casting the block head and intake pipe. A single-electrode melting furnace was put into operation in the iron casting shop. A lot of work is being done to improve the social and cultural life, restoration centers are being built in the shops (a swimming pool, a sauna, treatment rooms). Self-financing began to be introduced in the brigades.

In 1987, tool production introduced a technology for restoring molds using powdered metals, increasing tooling durability. Construction of gas treatment facilities in the iron casting shop. A greenhouse was put into operation on a subsidiary plot.

In 1988, there was an increase in the output of consumer goods. A plasma furnace is being built in the iron casting shop. The construction shop of the plant builds urban facilities - a maternity hospital, treatment facilities.

In 1989, the output of consumer goods increased, the re-equipment of the easel fleet. Opening of the youth club "Sovremennik".

During the nineties, the plant carried out a large housing, social and cultural construction.

On the northeastern outskirts of Mtsensk, a whole microdistrict has grown, most of the houses of which were built by MZAL. A health-improving base was created, the pioneer camp in the area of the Feta estate in winter turned into a boarding house for the rest of the workers of the MZAL. The plant maintained at its own expense five kindergartens, teenage clubs, there was a strong football team.

In the late 1999 - early 2000s, complex processes of reorganization and restructuring took place at the plant. The form of ownership changed, the enterprise became a joint-stock company, on December 1, 2000, the Mtsensk foundry was created on the basis of MZAL. In June 2001, he joined the management company Mtsensk Aluminum.

2.2 Analysis of the internal environment OJSC "Mtsensk Foundry"

The internal environment of an organization is that part of the overall environment that is located within the organization. It has a permanent and most direct impact on the functioning of the organization. The main variables within the organization that require management attention are goals, structure, tasks, technology And people.

An organization, by definition, is at least 2 people with conscious common goals. Organization can be seen as a means to an end that enables people to do collectively what they could not do individually. Goals are specific end states or desired outcomes that a group seeks to achieve by working together.

The objectives of the enterprise include:

Obtaining economic profit;

Expansion of technological capacities;

Increase in the international sales market;

Search for new suppliers and customers;

Reducing production costs.

The main purpose of most organizations is to make a profit. Profit is a key indicator of an organization.

The structure of the organization reflects the allocation of individual divisions that has developed in the organization, the connections between these divisions and the unification of divisions into a single whole.

The structure of an organization is a logical relationship between levels of management and functional areas, built in a form that allows you to most effectively achieve the goals of the organization.

One of the main concepts related to structure is specialized division of labor, i.e. assigning this work to specialists, those who are able to perform it best from the point of view of the organization as a whole. This type of organizational structure is linear-functional, allowing the most complete use of all types of resources in the enterprise in order to most effectively produce the final product. The production process consists of several stages. At each stage there is a leader who monitors the production and work of the organization. All of them, in turn, report to the director.

The organizational structure of the enterprise is linear - functional, which is presented in Appendix A. This structure combines all the advantages of linear and functional. It ensures the development of specialization of managerial activity.

Another direction of the division of labor in the organization is the formulation of tasks. A task is a prescribed job, a series of jobs, or a piece of work that must be completed in a predetermined manner within a predetermined timeframe. From a technical point of view, tasks are assigned not to the employee, but to his position. Based on management's decision on structure, each position includes a number of tasks that are seen as a necessary contribution to the achievement of the organization's objectives.

The tasks of the organization are traditionally divided into three categories. This is work with people, objects, information. Two important points in the work are the frequency of repetition of a given task and the time required to complete it.

The tasks of JSC "MLZ" include:

Increasing the number of highly qualified specialists;

Increasing the level of production technology;

Expansion of the range of finished products;

Increasing the production of high-tech non-ferrous castings;

Increasing the power of iron casting;

Increasing the range of mechanical assembly production;

People are the backbone of any organization. People in an organization create its product, they shape the culture of the organization, its internal climate, they determine what the organization is. People working in an organization differ greatly from each other in many ways: gender, age, education, nationality, marital status, abilities, etc. All of these differences can have a significant impact on both the performance and behavior of the individual employee and the actions and behavior of other members of the organization. As far as possible, the management of the enterprise tries to improve the qualifications of employees through various courses, seminars, etc.

The production technology, depending on the metal used as a raw material, includes:

Aluminum alloys are produced at OAO Orlovsk Metals. The enterprise was created on the basis of the production capacities of the secondary non-ferrous metals plant. The plant was the leading enterprise of the secondary non-ferrous metallurgy of the USSR. When it was created, all advanced technologies and scientific and technical developments were taken into account. During the existence of the Ministry of secondary non-ferrous metallurgy of the USSR, new technologies and processes in the processing of secondary aluminum were introduced and developed at the plant. As a result, Oryol Metals inherited modern production facilities and highly qualified specialists from the VCM. Thanks to this, the production process is constantly improving at the enterprise, and new technologies are being introduced.

The company successfully processes any kind of aluminum waste and scrap. One of the main conditions for obtaining high-quality alloys is the preparation of raw materials for melting. The preparation of scrap and waste for smelting, depending on the volume of processed raw materials, can be carried out on an automated line or using manual sorting.

In both cases, the quality of training is determined by highly qualified specialists, who constitute the main value of the enterprise.

Melting is carried out on drum and reverberatory furnaces, which allow adjusting the chemical composition of the metal during melting. Melting is carried out using fluxes, which provides an increased yield of good metal and partial refining of the alloy compared to other enterprises in the industry. The metal pouring process is equipped with automatic ingot stackers.

Casting from non-ferrous metals is carried out at JSC "MLZ", which was founded as a subsidiary of AMO "ZIL" for the production of components.

The non-ferrous metal casting production facilities were designed primarily to meet the needs of ZIL and the USSR automotive industry, however, the capabilities laid down during the construction of the plant make it possible to quickly and efficiently develop other types of products.

With thirty years of experience in the production of components for the automotive industry, highly qualified specialists and modern equipment, the company has the ability to produce high-tech castings from non-ferrous metals.

Foundry production of non-ferrous metals includes:

injection molding area;

Chill casting area;

molding area;

Primary casting processing area.

Melting is carried out in gas reverberatory and induction-crucible furnaces.

The production capacities of the enterprise allow to produce:

Castings from aluminum, zinc and brass alloys weighing from 5 grams to 8 kg on injection molding machines with a locking force of 160 to 1000 tons. Production capacity - 15 thousand tons / year

Chill castings from aluminum alloys AK9ch, AL30, etc. weighing from 100 grams to 30 kg of complex configuration with the use of rods. Possibility of production 10 thousand tons/year.

The production of castings from gray and ductile iron is carried out on automatic lines, castings from gray cast iron SCh20, SCh25, SCh30, castings from ductile iron (ductile iron) grades VCh40, VCh50, VCh60. Casting weight from 0.2 to 100 kg.

Large-tonnage castings weighing from 0.1 to 20 tons are produced in flasks and caissons.

The production capacity of iron castings is 35,000 tons per year.

OAO MLZ was the first enterprise in the USSR that mastered the production of ductile iron by in-mould modification. Several inventions have been put into production. In-mould modification made it possible to abandon the heat treatment of castings.

The mechanical assembly shop has a wide range of high-precision processing equipment, which allows the production of products, both in piece and in mass production:

Machine tools of the turning group;

Machine tools for drilling and boring group;

Grinding group machines;

Milling group machines;

Broaching machines;

Presses up to 100 tf;

Electroplating lines;

Lines of chemical coatings;

A polymer coating chamber in a thermostatic field;

Metrology (instruments);

Assembly area for complex mechanical components and assemblies.

The production of mechanical assembly production is represented by products of more than 3,000 items of various categories of complexity from non-ferrous metals and cast irons. In addition, products are made from rods, forgings, rolled products, etc., cold-formed products. The final processing of finished products is carried out with the application of galvanic coatings (nickel plating, brass plating), chemical coatings (tinning, passivation), paint and varnish and polymer coatings.

Thanks to its own tool production, the association manages to produce high-quality castings. Tool production manufactures and repairs molds and foundry equipment. The high technological level of tool production is ensured by the availability of modern technological equipment and 30 years of experience in manufacturing tooling of a higher complexity category. The level of tool production is recognized by large machine-building companies in Western Europe and the USA, which order tooling for the products they supply.

The use of CAD in the design of tooling and CNC machines for its production allows minimizing manufacturing time and achieving high quality. In 2002, the latest version of the Pro/ENGINEER automatic design system was introduced into production and is successfully used.

This software product is based on a single database, which allows different engineering teams to work on the same product synchronously, eliminating the process of translating data between different modules and packages, and ensuring that the geometry is fully consistent with the original design. Changes made at any time during development are automatically propagated to all implemented stages. For example, with a change in a part, the assembly, drawing, tooling and control program will automatically change. This avoids errors associated with making changes to the project. Associativity in Pro/ENGINEER is two-way, which allows you to make changes at any stage of project development and pre-production.

Due to the fact that all modules coexist in a single information space, access to a product at any stage of development can be carried out simultaneously by several engineering teams (designers, technologists, metallurgists, etc.). Thus, earlier connection to the project of all departments involved in product development is possible. For example, technologists designing control programs do not need to wait for the preparation of working drawings and even the final completion of work on the part, since all changes made to the geometry after the machining strategy has been created will be automatically reflected in the tool path. With the traditional sequential design method, the next stage of development began only after the completion of the previous one.

As a result, the use of Pro/ENGINEER provides a significant reduction in the design-to-manufacture cycle due to the possibility of an end-to-end parallel design process:

Making changes - by 65-90%

Development time - by 30-70%

In addition, the quality of tooling is significantly improved, and the cost of its manufacture is reduced by 5-50%.

2.3 Analysis of the external environmentOJSC "Mtsensk Foundry"

The concept of "external environment" includes economic conditions, consumers, trade unions, legislation, competing organizations, public opinion, equipment and technology, and other components. These interrelated factors influence everything that happens within the organization. Distinguish between the external environment of direct and indirect impact.

The direct impact environment includes factors that affect the performance of an organization. These include suppliers, shareholders, the workforce, laws and regulatory agencies, trade unions, customers, and competitors.

The main types of inputs are materials, equipment, energy, capital and labor. Suppliers provide the input of these resources. Receiving resources from other countries can be more profitable in terms of price, quality or quantity, but at the same time dangerously increase environmental factors such as exchange rate fluctuations or political instability.

Suppliers of JSC "MLZ" are:

- Festo AG & Co. KG";

JSC Gaisky plant for the processing of non-ferrous metals "Splav";

- "Kirovskiy Zavod" OCM;

- "Moscow non-ferrous metal processing plant";

- "Kamensk-Ural plant OCM".

Competitors - organizations and individuals competing in achieving identical goals, in an effort to possess the same resources, benefits, occupy the same position in the market.

The competitors of JSC "MLZ" are:

CJSC "Smolensk Avtoaggregatny" plant AMO ZIL";

CJSC Petrovsky Auto Parts Plant;

CJSC "Ryazan Plant of Auto Units";

CJSC Penza Plant Avtozapchast;

Consumers are individuals and organizations that purchase the organization's products or use information about them.

The consumers of OAO MLZ are:

LG Electronics;

OJSC Russian Railways.

In total, MLZ OJSC supplies products to more than fifty companies in Russia, the CIS and far abroad.

Labor resources - a part of the able-bodied population of the country, which, due to its personal and professional qualities, is necessary for the organization. The enterprise under study employs highly qualified personnel, which constitute the main value of the enterprise.

The enterprise also closely cooperates with local governments, participates in the public life of the city and the region. In parallel with their industrial activities, the factories carried out a large housing and socio-cultural construction. On the northeastern outskirts of Mtsensk, a whole microdistrict has grown, most of the houses of which were built by MZAL and Vtortsvetmet. There were created: a palace of culture, a recreation base, a pioneer camp in the area of the Feta estate. Factories built and maintained kindergartens, teenage clubs at their own expense, there were strong sports teams.

Under the environment of indirect impact understand the factors that may not have a direct immediate impact on the organization, but affect its functioning. We are talking about such factors as the state of the economy, scientific and technological progress, socio-cultural and political changes, the influence of group interests and events that are significant for the organization in other countries.

Factors affecting product quality management

Currently, there is a trend in the economy in which such an indicator as quality plays one of the leading roles in managing the production of products and its subsequent movement. In developed countries, quality management in an enterprise attracts special attention from all departments that affect the quality of products or services provided. For better interaction and, therefore, for a more efficient result, various approaches to quality management are being developed. If we talk about the prospects, then this is the development of new ISO 9000 series standards.

Full and accurate use by the subjects of management and economic activity of the international and state standards developed to date, metrological norms and certification rules creates the necessary prerequisites for:

Protecting the interests of the region and the rights of the population living in it to use products and services of appropriate quality, safe for the health of citizens and the environment;

Increasing the competitiveness of products manufactured in the region and promoting them to the world market;

Rational use of natural and industrial resources available in the region;

Increasing the production and economic potential of individual enterprises and the region as a whole.

A special place in solving these problems belongs to the territorial bodies of the State Standard of Russia - the centers of standardization, metrology and certification (CSM), which, in accordance with the Law of the Russian Federation "On the Protection of Consumer Rights", are entrusted with the coordination of the activities of state, commercial and public organizations in the field of product safety (services) at the level of Russian regions.

There are a number of fundamental legislative, regulatory and administrative acts (laws of the Russian Federation "On the Protection of Consumer Rights", "On Certification of Products and Services", "On Ensuring the Uniformity of Measurements", "On Standardization", etc.), which currently regulate activities of enterprises and the state in the field of ensuring the safety and quality of products (goods and services).

In accordance with the current legislation in the Russian Federation, the main forms of control and confirmation of the safety and quality of products are state supervision over compliance with the mandatory requirements of standards, state metrological supervision and control, as well as mandatory and voluntary forms of certification.

To control the safety of products, industries in foreign and domestic practice, certification is used, carried out directly by state bodies or under the control and supervision of state bodies. When assessing the quality, functional and other indicators of product quality, voluntary forms of certification are used, as a rule, not controlled by government bodies or organizations.

The probability of defective products entering the consumer and industrial markets of the region significantly depends on the quality of the functioning of the metrological subsystems of supplier organizations, which together form the regional subsystem of metrological support.

The overall level of safety and quality of products manufactured and consumed in the region can be significantly improved through the development, practical application and certification of quality systems of supplier organizations, controlling organizations, etc.

As you know, business entities of various forms of ownership create, produce and supply products or services that have such a combination of properties and characteristics that give them the ability to satisfy the stipulated or implied needs, requests, requirements of consumers (customers). This correlates with the definition of "quality" established by ISO 9001. Increasing competition in the global market leads to a tightening of the requirements that the consumer and customer place on the quality of products and services. Usually, the requirements of consumers (customers) are established in the technical specifications for the development of products and are implemented in the regulatory documentation (technical specifications, enterprise standards) for mass-produced products. However, this rationing in itself cannot be a reliable guarantee that the requirements of the consumer (customer) will really be satisfied, since the organizational and technical mechanism (system) of the developer or manufacturer may have significant shortcomings.

Quality objectives are set for the implementation of strategic guidelines in the management of the organization. These goals indicate the desired results, allow you to direct the organization and apply resources to achieve the goals. Therefore, it is essential that quality objectives are measurable and achievable. The scope of the Quality Management System should be consistent with the quality objectives.

At the very top of the organization, the standard prescribes two goals:

Increasing customer satisfaction;

Continuous improvement of the organization's performance.

The foundational ISO 9000 standard identifies the following eight quality management principles that contribute to the achievement of quality objectives:

1) customer orientation - we all depend on our customers and therefore must understand the current and future needs of the customer, meet customer requirements and try to exceed customer expectations;

2) leadership - leaders establish unity of purpose, direction and internal environment of the organization. It is they who create an environment in which people can become fully involved in achieving the goals of the organization;

3) people involvement - employees at all levels are the essence of the organization, and their full involvement makes it possible to use their abilities for the benefit of the organization;

4) process approach - the desired result is achieved more efficiently when the relevant resources and activities are managed as a process, when each action is considered as the transformation of some input into an output using the necessary and sufficient resources;

5) a systematic approach to management - the identification, understanding and management of a system of interrelated processes for given goals that contribute to the effectiveness and efficiency of the organization;

6) continual improvement is the unchanging goal of the organization;

7) Fact-based decision-making approach - effective decisions are based on measurements, logical and intuitive analysis of data and information;

8) Mutually beneficial relationships with suppliers - A mutually beneficial relationship between an organization and its suppliers enhances the ability of both organizations to create value for products.

The competitiveness of any organization, regardless of its form of ownership and size, depends primarily on the quality of its products and the commensurability of the price of these products with the quality offered, i.e., on the extent to which the enterprise's products satisfy consumer needs. The quality of products upon purchase is assumed and is measured by the modern consumer with the known price of these products. This process of comparing price and quality is not easy to formalize, however, we often do it in ordinary stores simply on the basis of intuition and some ideas about the market. A more competent and formalized approach is implemented between organizations in the process of concluding supply contracts, when various documents include product requirements with an explicit indication of quality requirements, for example, references to GOSTs, requirements for delivery, installation, service, etc.

An important element in the QMS of products is standardization - rule-making activity, which finds the most rational norms, and then fixes them in regulatory documents such as a standard, instructions, methods and requirements for product development, i.e. it is a set of tools that establish compliance with standards.

Standardization is one of the most important elements of the modern QMS mechanism for products (works, services). According to the definition of the International Organization for Standardization (ISO), standardization is the establishment and application of rules with the aim of streamlining activities in certain areas for the benefit and participation of all interested parties, in particular to achieve optimal overall savings while observing functional conditions and safety requirements.

In the economic dictionary: standardization is the establishment of norms and requirements for the physical and dimensional values of manufactured products and products, semi-finished products, raw materials and materials, which are drawn up in the form of standards.

The Law on Standardization formulates the concept of standardization as an activity to establish norms, rules, characteristics in order to ensure the safety of products, works and services for the environment, life, health and property; technical and information compatibility, as well as interchangeability of products; quality of products, works and services in accordance with the level of development of science, engineering and technology; unity of measurements; saving all kinds of resources; safety of economic facilities, taking into account the risk of natural and man-made disasters and other emergencies; defense capability and mobilization readiness of the country.

The laws of market relations in the context of the globalization of the world economy require modern business to constantly balance between the maximum possible satisfaction of the needs of all interested parties (shareholders, investors, consumers, government bodies, society), competitive pressure and unconditional compliance with legislative and industry requirements. Achieving and maintaining this balance guarantees enterprises the prospect of sustainable and successful development, and therefore in many cases is a corporate goal. To achieve it, top management uses strategic programs, including those focused on the introduction of standardized requirements for the development, maintenance and development of formalized management systems that have international recognition.

Approaches to quality as a purely engineering problem solved by individual specialists are becoming a thing of the past. At present, the achievement of high quality and continuous improvement of all aspects of activity are the strategic objectives of every effectively operating organization. Quality management becomes the basis for managing the activities of any enterprise form. Leadership, employee engagement, customer focus and supplier partnerships, systems and process approaches, fact-based decision making and continuous performance improvement - all these quality management principles are now the basis for the implementation of an effective industrial development strategy.

Improving quality management in the enterprise

1. Conduct training for enterprise personnel for internal audits

state of the QMS at the enterprise. The main forms of advanced training should be considered production and technical courses, schools for the study of advanced labor methods, courses for mastering second and combined professions and specialties, targeted courses at enterprises, institutes and faculties for advanced training of engineers, etc.

Advanced training in the field of quality is becoming in modern conditions an objectively necessary part of production activity and is no longer considered only as a desirable, optional form of this activity. The unwillingness of workers to improve their skills is regarded as a violation of production discipline with all the ensuing consequences.

Personnel training in the field of quality should be the focus of attention of the heads of the enterprise and its departments. It is they who carry out a systematic assessment of the compliance of the knowledge and skills acquired by employees with the needs of the enterprise in quality assurance. Learning outcomes are taken into account during certification.

The main reasons for the need for training and retraining of personnel directly at the specialized enterprises of Russia for retraining of personnel are:

Competition requiring cost reduction and more efficient use of labor resources;

Emergence of new production processes;

Technological changes requiring the acquisition of new knowledge and retraining of workers;

Lack of skilled labor force at the national level;

Social responsibility of the enterprise for its employees, etc.

Thus, the effective implementation of a quality management system requires the training of managers at various levels of the service enterprise. Training should take place in the light of explaining the meaning of modern quality management concepts, the need to ensure the effectiveness and flexibility of real quality management.

The solution to this problem is impossible without effective management, which involves focusing attention and efforts on the main areas - improving the quality and competitiveness of domestic engineering. In this regard, it is necessary to use all the experience and potential of science, technology, industry, all knowledge and skills.

2. Find the necessary funds for the purchase of equipment for testing materials and components.

The enterprise needs to introduce new measuring instruments, which are of particular importance, since many information about the readiness of materials and the production process depend on experimental measurements. The sources of these measurements include instruments located on or near the process equipment, as well as quality control test equipment and testing laboratories.

The facility should develop and maintain documented procedures for statistical control, maintenance, calibration, and verification of control, measurement, and test equipment.

For each measuring instrument used for quality assurance purposes, the enterprise must establish a documented procedure for its calibration with separate information: on the type of instrument, the scope of calibration, calibration intervals and methods, the criteria for issuing permission for its use and on the measures taken with it during its unsatisfactory technical condition. The company must ensure that this procedure is followed throughout the life of the measuring instrument. Defective or expired calibration measuring instruments must be isolated and protected from access by unauthorized persons.

3. Implement electronic document management due to the slow passage of documents through the services of the enterprise.

4. Develop and implement statistical quality control methods.

5. Develop and implement a set of measures to improve the production culture at the enterprise, maintain order, industrial sanitation, safety and labor protection.

6. Develop a system of motivation and material incentives at the enterprise.

Literature

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Serious competition has led to the development of quality improvement programs in countries with developed market economies. There was a need to develop objective indicators to assess the ability of firms to produce products with the required quality characteristics. These objective indicators constitute the so-called enterprise quality system.

According to Okrepilov V.V., product quality management at an enterprise is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality. These actions include input, operational, acceptance and inspection controls.

With the development of economic reforms in Russia, more and more attention is paid to quality.

Currently, one of the serious problems for Russian enterprises is the creation of a quality system that allows for the production of competitive products. The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.

The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs. The consumer wants to be sure that the quality of the supplied products will be stable and sustainable.

In the theory and practice of quality management, two problems are identified: product quality and quality management.

Quality assurance is costly. Until recently, the bulk of the cost of quality accounted for physical labor. But today the share of intellectual labor is high.

The problem of quality cannot be solved without the participation of scientists, engineers, managers. There should be a harmonious combination of all components of professional influence on quality.

The importance of product quality lies in the fact that only high-quality products open the export road to solvent Western markets. Special competitions are called upon to play a major role in ensuring the quality of products of Russian manufacturers and their successful competition in world markets.

Various kinds of competitions with the awarding of honorary awards to their winners are widely used in world practice.

The quality system is created to manage the quality of the production of works directly related to product quality (assessment of the quality of development and design of implemented products; incoming materials; control over ensuring the technological accuracy of equipment used in the production of products; control over the quality of technological processes, timely detection of defects, etc. .d.).

The quality system of an enterprise should take into account the characteristics of the enterprise, ensure the minimization of costs for product development and its implementation. The consumer wants to be sure that the quality of the product will be stable and sustainable.

The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.

To help organizations implement and maintain effective quality systems, a number of standards have been developed under the general name ISO 9000.

The International Organization for Standardization defines quality (ISO-8402 standard) as the totality of properties and characteristics of a product or service that gives it the ability to satisfy stated or implied needs. This standard introduced such concepts as "quality assurance", "quality management", "quality spiral". Quality requirements at the international level are defined by the ISO 9000 series standards. The first edition of the international standards ISO 9000 series came out in the late 1980s and marked the emergence of international standardization to a qualitatively new level. These standards have intruded directly into production processes, management areas and set clear requirements for quality assurance systems. They initiated the certification of quality systems. There was an independent direction of management - quality management. Currently, scientists and practitioners abroad associate modern quality management methods with the TQM (total quality management) methodology - universal (all-encompassing, total) quality management.

The ISO 9000 series standards established a unified globally recognized approach to contractual conditions for assessing quality systems and at the same time regulated the relationship between manufacturers and consumers of products. In other words, ISO standards are a rigid focus on the consumer with strict adherence to the production culture.

To improve the performance of the organization, eight principles of the quality system are defined in the quality standards:

1. Orientation to the consumer.

Businesses depend on their customers and must understand their present and future needs, meet their requirements and strive to exceed their expectations.

2. Leadership of the head.

To ensure the unity of purpose and direction of the organization, the leader must create and maintain an internal environment in which employees are fully involved in solving the problems of the organization.

3. Involving employees in the work of the quality system to get the most benefit from their abilities.

4. Process approach.

The desired outcome is all the more effective when activities and resources are managed as a process.

5. System approach to management.

Understanding interconnected processes as a system improves the efficiency of organizations.

6. Continual improvement in the performance of the organization as a whole should be seen as its permanent goal.

7. Decision making based on facts.

8. Mutually beneficial relationships with suppliers.

These eight quality management principles form the basis for quality system standards.

Quality management systems can help organizations improve customer satisfaction.

Consumers need products that meet their needs and expectations. These needs and expectations are usually reflected in product specifications and are generally considered customer requirements. Requirements may be specified by the customer in a contract or defined by the organization itself. In any case, the acceptability of the product is ultimately determined by the consumer. As consumer needs and expectations change, organizations are also under pressure from competition and technological change to continually improve their products and processes.

A systematic approach to quality management encourages organizations to analyze customer requirements, identify processes that contribute to obtaining products acceptable to customers, and keep these processes in a controlled state.

The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully comply with the requirements.

Analysis of the works of Akhmin A.M. allows us to conclude that the approach to the development and implementation of a quality management system consists of several stages, including:

a) establishing the needs and expectations of customers and other interested parties;

b) development of the organization's quality policy and objectives;

c) establishing the processes and responsibilities necessary to achieve the quality objectives;

d) establishing and determining the necessary resources and providing them to achieve quality objectives;

g) developing methods to measure the effectiveness and efficiency of each process;

e) applying these measurements to determine the effectiveness and efficiency of each process;

g) determining the means necessary to prevent nonconformities and eliminate their causes;

i) developing and applying a process for continual improvement of the quality management system.

This approach is also used to maintain and improve the existing quality management system.

An organization that adopts the above approach builds confidence in the capability of its processes and the quality of its products, and provides a basis for continual improvement. This can lead to increased customer and other interested party satisfaction and organizational success.

The processes required for a quality management system should include management, resource management, product life cycle and measurement processes.

The quality management system documentation should include:

a) documented statements of quality policy and objectives;

b) quality manual;

c) documented procedures;

d) documents necessary for the organization to ensure effective planning, implementation and management of processes.

Top management should ensure that there are certifications and commitments to develop and implement the management system.

quality, as well as continuous improvement of its effectiveness through:

a) communicating to the organization the importance of meeting customer, statutory and regulatory requirements;

b) development of a quality policy;

c) ensuring the development of quality objectives;

d) conducting a management review;

e) providing the necessary resources.

Top management should ensure that the quality policy:

a) is consistent with the objectives of the organization;

b) includes a commitment to meet requirements and continually improve the effectiveness of the quality management system;

c) created the basis for setting and analyzing quality goals;

d) has been brought to the attention of the personnel of the organization and is understandable to him;

e) analyzed for continued suitability.

The organization's top management shall ensure that quality objectives, including those necessary to meet product requirements, are established at appropriate departments and levels. Quality objectives should be measurable and consistent with the quality policy.

Top management shall review, at planned intervals, the organization's quality management system to ensure its continued suitability, adequacy and effectiveness. The review should include an assessment of opportunities for improvement and the need for changes to the organization's quality management system, including the quality policy and objectives.

The task of the organization is to determine and provide the resources required to:

a) implementing and maintaining the quality management system and continuously improving its effectiveness;

b) improving customer satisfaction by meeting their requirements.

Personnel performing work affecting product quality must be competent in accordance with their education, training, skills and experience.

The organization must:

a) determine the necessary competence of personnel performing work that affects product quality;

b) provide training or take other actions to meet these needs;

c) evaluate the effectiveness of the measures taken;

d) ensure that its personnel are aware of the relevance and importance of their activities and their contribution to the achievement of quality objectives;

e) maintain appropriate records of education, training, skills and experience.

The control system needs to define, provide and maintain the infrastructure needed to achieve product compliance.

To do this, you need to define:

a) requirements specified by customers, including requirements for delivery and post-delivery activities;

b) requirements not specified by the customer, but necessary for a specific or intended use, when known;

c) legal and other mandatory requirements related to the product;

d) any additional requirements specified by the organization.

In the field of quality management, it is important to analyze the requirements related to the product. This review should be carried out prior to the organization's commitment to deliver product to a customer (e.g. participation in tenders, acceptance of contracts or orders, acceptance of amendments to contracts or orders) and should ensure:

a) definition of product requirements;

b) negotiation of contract or order requirements that differ from those previously formulated;

c) the organization's ability to meet specified requirements.

Records of the results of the analysis and subsequent actions arising from the analysis should be maintained.

If customers do not make documented requirements, the organization shall confirm them with the customer before acceptance.

If product requirements change, the organization shall ensure that the relevant documents are corrected and that the affected personnel are made aware of the changed requirements.

Fundamental to the organization is the identification and implementation of effective customer communication measures relating to:

a) product information;

b) passing inquiries, contract or order, including amendments;

c) customer feedback, including customer complaints.

In addition to the costs of designing and manufacturing a product, they include the costs of customer service and maintaining a given level of quality during the warranty period. All listed costs are the total costs of the supplier. The difference between the selling price and its cost is equal to the income from the sale of one product.

Traditionally, quality costs were determined by summing the costs of the producer and the consumer. This point of view on the cost of quality in determining the optimum cost of quality does not reflect new realities and does not allow seeing the benefits for the manufacturer, for example, increasing profits by increasing the value of the product for the consumer or increasing the cost of rejection prevention by reducing the costs of control and inspection.

The development of engineering and technology over the last two decades of the twentieth century has made it possible to create industries that provide a minimum variation in product parameters through the introduction of new methods of product design, production preparation, new technologies and quality management.

According to researchers, about 80% of all defects that are detected during the production and use of products are due to the insufficient quality of the processes for developing the product concept, designing and preparing for its production. Approximately 60% of all failures that occur during the warranty period of a product are due to erroneous, hasty and imperfect development.

ISO 9000 series, TQM, LSUK allow you to create a product with a high level of quality at an early stage of the product life cycle. The producer of goods (services) needs to know the costs in order to have information for making the best decision. Where to "look" for low quality costs? To achieve your goals, you should find out the costs of the manufacturer with poor product quality. In the initial assessment, it is usually, using the traditional approach, to determine the costs of:

Alteration;

Tests;

Control;

Return from consumers;

Product recall.

The costs listed above are typically 4-5% of sales.

If you want to get a complete picture of losses due to the low level of company activity, then, in addition to traditional ones, you need to take into account hidden costs for:

Delays in the implementation of plans;

Discounts for consumers on non-compliance;

Additional transportation;

The urgency of correcting inconsistencies;

Incomplete fulfillment of accepted orders;

Refinement of the design of non-conforming products;

The need to produce an additional volume of products for rapid replacement;

Unused production facilities.

At the same time, it is clear that the traditional part of the costs, in essence, is only the visible part of the iceberg, constituting 15-20% of the total costs.

It is important to note that the costs due to poor quality can be completely eliminated if each activity is constantly carried out without any discrepancies.

On fig. 1.2.1. presents the costs that arise when the quality of products is low.

The cost of assessment and quality control will be justified provided that the non-conformity is detected before the product reaches the consumer.

Rice. 1.2.1.

These actions can be:

Testing products or checking documentation before it is handed over to the consumer;

Checking documents to correct errors before they get to the mail;

Monitoring the operation of equipment for suppliers;

Checking reports or correspondence;

Checking prepared invoices before sending them to consumers for payment.

Identification of nonconformities at this stage includes significant costs for failures and failures in the future, and also helps to develop more effective control methods.

The main task of this stage is to eliminate excess costs.

The costs of nonconformities identified within the company are due to the repair of products, the replacement of nonconforming parts, or the reworking of improperly performed work. All these works are usually invisible to the consumer. Examples of such actions could be:

Replacement of stamped products that do not meet technical requirements;

Restoration of damaged surfaces;

Re-calculation due to computer failures;

Replacement of components damaged during inter-shop movements;

Re-registration of individual parts of the project;

Processing to ensure timely implementation of the plan;

Correction of errors in databases;

Keeping an excess stock of components to replace defective ones;

Write-off of products that do not meet the established requirements.

Additional time to correct errors in invoices for payment;

Correction of errors in specifications and drawings, etc. These

costs can affect customer service indirectly.

Costs of nonconformities identified outside the company. These inconsistencies directly affect the interests of consumers, and their elimination is usually especially expensive. Costs in this category can be caused by the following obligations:

Satisfaction of warranty claims;

Investigation and satisfaction of complaints;

Reducing the possible level of dissatisfaction due to product recalls;

Fulfillment of unreasonably assumed obligations;

Correction of errors in accounts;

Replacement or repair of damaged or lost goods;

Servicing passengers of canceled or delayed flights;

Refusal to provide discounts due to delays in payment of invoices issued by your suppliers;

Departure of specialists directly to the consumer in case of malfunctions;

Compensation for losses to the consumer caused by untimely fulfillment of obligations.

It should be noted that consumers and the market determine the quality, and this, in turn, leads to an increase in the profits of enterprises, and the lower the cost of quality, the higher the profit of the enterprise.

Toyota distinguishes the following stages of activity in the field of quality assurance: product planning, product design, production preparation, production, production control, sales and service, quality control in operation. At the same time, certain responsibilities and actions of each unit are a guarantee of quality at these stages.

If we imagine the activities of the enterprise vertically (Fig. 1.2.3), then in this case, the relevance of cost management is obvious.

They are formed both from the bottom up and from the top down, differing in composition, size, method of formation and attribution to the product.

The figure helps to understand that quality costs are associated not only directly with the production of products, but also with the management of these productions.

The costs of correcting defects and inconsistencies are usually present in every department of the organization working even in the non-material sphere. They should not be taken as normal, they should be minimized.

Depending on the goals, tasks of quality cost analysis and the possibilities of obtaining the necessary information, management methods may be different, since this may be influenced by the passage of products through a certain stage of the enterprise's activity.

Control and analysis of the implementation of the organizational project of the UK and its improvement:

Control over the implementation of the organizational project (acts, control cards, etc.);

Adjustment of the course of implementation of the organizational project (according to the results of control) (orders, instructions, additions, changes, etc.);

Analysis of the implementation of the organizational project of the UK (certificates, recommendations, etc.);

Carrying out acceptance and transfer works (act);

Organization and certification of IC (application; set of documentation; certificate);

Assessment of the actual effectiveness of the SC (final calculation);

Carrying out work on the development and improvement of the SC (improved organizational project).

Fig.1.2.2.

The design stage of the development of SC includes the stages of work aimed directly at the creation of working projects of these systems. The working draft of each system, as a rule, is developed in accordance with the TOR and is a set of NTD, NMD and other documentation necessary for the creation, carrying out acceptance and transfer works and implementation of the system, achieving the goals and certification of the system, as well as ensuring the further normal functioning of the system .

Directly during the design is carried out:

1. Selection of a set of NTD, NMD and other necessary literature and documentation, analogue samples, similar to the SC.

2. Development of project documentation, first technical, and then working projects. Sections of the technical project, their content were worked out quite well earlier. Moreover, the practice of developing the CS of the Criminal Code has shown, especially in relation to medium and small enterprises, and the further improvement of these systems has confirmed that it is objectively possible to confine ourselves to creating only a working draft. The technical project can be borrowed in the main STP for the system in the first edition, for the SC - either the first edition of the STP "SK. SO UK. Basic provisions", or the first edition of the RD "General Quality Guide".

Fig.1.2.3.

It should disclose the structure of the system, the quality policy, the principles of QM, the procedure for maintaining the system in working condition and its improvement.

The development of the working design documentation of the SC is carried out in two sub-stages: at the first stage, documents are developed for the SD of the UK, which is the same for each of the SCs, at the second, documents directly for the SC of each type in accordance with the specific model chosen for it.

The final stage of the creation of the SC is the stage of implementation (implementation) of organizational projects, on which the effectiveness and achievement of the goals of each system largely depends. This stage consists of the following steps, which include:

1. project implementation:

Issuance of an order on the commissioning of the approved design documentation for both the SD of the UK and the SC of products of each type, as well as on the implementation of measures for their implementation. The order should indicate the tasks of managing the enterprise and the working structures of the UK, the timing of the implementation and implementation of activities and the required results;

Implementation of activities for the implementation of working projects, special attention is paid to the implementation of activities aimed at certification of the IC. Obtaining a certificate for such a system is an official recognition of the functioning of an effective system for ensuring proper CP;

Stimulation of the implementation of working projects, which should be carried out in every possible way, combining them with measures for the introduction of new technology;

2. control and analysis of the implementation of working projects of the UK:

Control over the implementation of project documentation. It should be carried out by the GRC and the leaders of the respective SCs. Forms of reflection of control can be different (for example, in acts, control cards, orders, etc.);

Analysis of the implementation of working projects of the UK. It consists in collecting information, studying it and evaluating the results of implementation. On their basis, it is necessary to establish the compliance of the level of organization and implementation of the implementation of the implementation of the goals and requirements of the SC. To do this, it is necessary to carry out a comprehensive assessment of the actual effectiveness of the implemented activities within a particular SC.

The inclusion of new elements in the SC can be carried out in connection with the setting of new goals and objectives of the system, due to changes, for example, in demand, needs, prices and the situation in the sales markets.

Based on the results of the analysis of the quality system, as a rule, a report is drawn up and a current task is developed for improving the quality management system, which should include the following sections: the basis for improvement; characteristics of the current system; the purpose and objectives of improving the system; clarification of the composition and content of the functions of the system during its improvement; the structure of the plan to increase the CP (or the program "Quality"); terms of formation of the project of the improved system; main normative and methodological sources; the prospect of continuing work; additional instructions; applications (lists of units and persons with whom the STP and other NTD systems must be coordinated).

The implementation stage includes the development of an implementation plan for the improved design and its implementation.

Thus, the quality is determined by the action of many random factors. To prevent the influence of these factors on the level of quality, a quality management system is needed. The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully meet the requirements.

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

The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs.

The quality system covers such elements as managerial and production functions, production and organizational structures, management technology, labor processes, methods, information, etc.

To improve the performance of the organization, the quality standards define eight principles of the quality system, such as customer orientation, managerial leadership, involving employees in the work of the quality system to obtain the greatest benefit from their abilities, process approach, a systematic approach to management, continuous improvement of the organization's activities ( should generally be seen as its enduring goal), fact-based decision making, mutually beneficial relationships with suppliers. These eight quality management principles form the basis for quality system standards.

The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties.

Top management should ensure that customer requirements are identified and met to improve customer satisfaction.

The task of the organization is to identify and provide resources,

required for the implementation and maintenance of the quality management system, as well as the continuous improvement of its effectiveness, and the improvement of customer satisfaction by meeting their requirements.

Fundamental to the organization is the identification and implementation of effective measures to maintain communication with customers regarding product information; passing inquiries, contract or order, including amendments; feedback from consumers, including consumer complaints.

Economic categories of quality are manifested through the manufacturer's profit from the sale of a quality product and through the costs of the manufacturer to ensure the quality expected by the consumer. Consumers and the market determine quality, and this, in turn, leads to higher profits for enterprises.

What is porcelain made from? What is porcelain. The main types of porcelain The material and products made from it are not without some disadvantages

Tools 2022-03-16 03:33:32

	Classification sign	Groups of product indicators
	According to the properties	Purpose indicators. Indicators of economical use of resources (resource conservation). Reliability indicators. Manufacturability indicators. Indicators of standardization and unification. Environmental indicators. Safety indicators. Economic indicators
	By way of expression	Indicators expressed in natural units. Indicators expressed in generalized units
	By the number of characterized properties	Single indicators. Complex indicators (group, generalized, integral)
	By application for evaluation	Absolute, relative and basic values of indicators
	By the stage of determining the values of indicators	Forecasted, design, production, operational indicators
	By the dimension of reflected properties	Functional, equity, score, reduced indicators
	Significance in evaluation	Basic and additional indicators
	By the nature of setting the indicator	The regulated value of the indicator. The nominal value of the indicator. The limit value of the indicator. The optimal value of the indicator

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