These technologies have been developed and successfully used in industrialized countries whose economies are either export-oriented (Western Europe, Japan) or their domestic market is open to imports (USA).

The quality of manufactured products has always been a problem for the Russian national economy. In the quality management practice of Russian companies, an approach that is not related to quality management, but to the ability to control it, has now taken root. Companies implement an external quality control system consisting of several control points during the production process. This approach is hopelessly outdated. Now it has become obvious to everyone that quality is created at all stages of production and every employee of the company is responsible for quality.

As a result of the study “Priority tasks of Russian managers”, conducted by the Association of Russian Managers and the Ernst & Young CIS company, it was possible to find out that the managers of Russian enterprises consider their top priority to be “increasing the company’s market share”, and improving the quality of service was given only fourth place after “ attracting and retaining qualified specialists” and “controlling and reducing costs”. This means that even in a market economy, Russian managers decide on the “quality-quantity” alternative in favor of “quantity” - increasing production and increasing market share. This position of Russian managers is generally natural and understandable, since the Russian market is still at the stage of saturation and the level of competition is significantly lower compared to industrialized countries. In addition, the Russian consumer often does not have strict quality requirements, especially in the service sector.

Quality management technologies include the following management technologies:

Total quality management

Six Sigma technology

Benchmarking

Total quality management (tqm - Total Quality Management)

It is a method of organizing the production of high-quality, quality products, which is based on an employee who understands what quality is and strives to do his job well the first time. The introduction of TQM technology requires a lot of explanatory work so that every employee understands that the quality of the product depends on him too.

System "Diamond"

A special way of adapting TQM technology was done at Instrum-Rand, which became one of the suppliers of Mercedes-Benz, one of the most critical customers in the world. General Director of the Instrum-Rand joint venture Vadim Sorokin proceeds from the following position: “The quality of a product largely depends not only on who makes it. The employee is not responsible for most of the processes in the enterprise: he does not choose the supplier, equipment, technology, or processing mode. And if he made a defective part, it is important for all of us to understand why this happened, and not to punish the last one. This is how the concept of the “diamond” was born. Now no one hides the defective part, but carries it to the table for “diamonds”, accompanied by a tag with his data and information about why, in his opinion, there was a defect. And the master expresses gratitude to such a worker and issues a bonus for the fact that the part did not make it onto the assembly line... Three years of work have passed using the “diamond” system, and the level of defects has dropped to one percent.” And the “diamond” concept was adopted by David Clark, head of quality programs for the European division of the Ingersoll-Rand holding company, in order to build a similar system for collecting and analyzing information at factories in England, Germany, France and Italy. Thus, the company has coped with the human factor of quality management.

Six Sigma technology. The Six Sigma standard is a quality level at which for every million opportunities or operations there are slightly more than three defects (in statistics, three sigma is an almost reliable result). This technology was developed in the mid-80s. in the USA, by Motorola. Throughout the world, this system is used by no more than a few dozen particularly advanced companies, and in Russia there are only a few of them. The implementation of this technology in Russian conditions involves training the relevant employees at the Six Sigma Academy in France. The requirements for the quality management system are so high that there can be no alternatives in the form of adaptations (to national conditions (“six sigma” in Russian conditions is still “six sigma”!). However, quality improvement projects directly at the enterprise are developed by the program participants themselves "Six Sigma", and they come from existing resources, values ​​and perceptions, and adaptation still occurs, perhaps in an implicit form.

Benchmarking (control comparison, certification). A database of benchmark indicators is being created, drawn from monitoring the activities of other departments and other companies. The simplest example of a benchmark: the number of typing errors. Where there are fewer errors, there is a standard. In Russian practice, comparisons with foreign companies are widely used.

Benchmarking technology was proposed to be used to assess quality back in Soviet times. Thus, the famous Soviet and Russian researcher in the field of economics and management of research and development K.F. Puzynya in the mid-70s of the twentieth century developed a method for assessing the scientific and technical level of the equipment being created. In this method, not just a specific foreign model was chosen as a standard for comparing equipment parameters, but an ideal analogue, formed from the best parameters of comparable equipment from several manufacturers.

This technology is based on the formation of a standard, that is, the decision about what is considered a standard is made by people, so there is the possibility of self-deception and deception of superiors. Russian enterprises are trying to use this technology, but they use it rather haphazardly, which does not always give the expected effect.

In addition, there is the problem of disclosing confidential information: it is not always possible to disclose the level of achievements of a particular organization (and even more so a competitor organization). Often, attempts to find out the achieved level of performance of operations or product parameters are perceived as an attempt at industrial espionage with all the ensuing consequences.

HR technologies

These technologies are of great practical importance, since theorists and thinkers in the field of management have repeatedly noted that in modern conditions the main resource of an organization is people and in achieving the goals of the organization, the primary role belongs to the personnel. HR technologies include:

Empowerment

Formation of teams

Job Guarantee Programs

Management by objectives (MBO - management by objectives)

Construction of feedback systems

Empowerment. This technology encourages employees to make certain decisions without consulting their management. This technology came from the USA. In an organization using empowerment technology, decisions are made at the level where all relevant information is concentrated.

Introduction

One of the most important factors in increasing production efficiency is improving the quality of products or services provided. Improving the quality of 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 a country and is a decisive factor in increasing its national wealth.

Product quality is one of the most important criteria for the functioning of an enterprise in a relatively saturated market and prevailing non-price competition. Increasing the technical level and quality of products determines the pace of scientific and technological progress and the growth of production efficiency in general, and has a significant impact on the intensification of the economy, the competitiveness of domestic goods and the living standards of the country's population.

The growth of the technical level and quality of products is currently the most characteristic feature of the work of enterprises in industrialized countries. In conditions of prevailing non-price competition and a saturated market, it is the high quality of products that serves as the main success factor.

The quality of products can rightfully be considered one of the most important criteria for the activities of any enterprise. It is the improvement in product quality that determines the degree of survival of a company in market conditions, the pace of scientific and technological progress, the growth of production efficiency, and the savings of all types of resources used in the enterprise.

An increase in the production of high-quality products by Russian enterprises should ultimately lead to an intensification of the economy, an increase in the living standards of the population, and an increase in the competitiveness of Russian goods in the domestic and world markets. Modern enterprises need to learn how to more effectively use economic, organizational and legal levers of influence on the process of forming, ensuring and maintaining the required level of quality at all stages of the product life cycle.

The purpose of this thesisstudy of product quality management systems at the enterprise.

In accordance with the set goal, it is necessary to solve a number of problems, namely: to define the basic concepts that characterize the consumer properties of products; consider quality criteria for products and processes; study the system, types and features of management and product quality control, as well as analysis of the processes of standardization and certification of products.

Object of studyadvocated by IP "Housing Issue"

Subject of researchare the services provided by this enterprise.

1. Theoretical aspects of quality management in an enterprise

.1 Concept and indicators of product quality

Product quality is one of the most important performance indicators of an enterprise. Improving product quality largely determines the survival of an enterprise in market conditions, the pace of technical progress, innovation, increased production efficiency, and savings of all types of resources used in the enterprise. In modern conditions, competition between enterprises develops mainly in the field of product quality.

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: “Quality is a set of properties of a product that determine its suitability to meet certain needs in accordance with its purpose.”

The buyer considers quality products to be those that meet the conditions of consumption, regardless of what specific needs they were intended to satisfy.

Indeed, the totality of product properties may be the same, that is, the quality has not changed, but for the consumer this product may be unacceptable.

A set of properties cannot be bad or good at all. Quality can only be relative. If it is necessary to assess the quality of a product, then it is necessary to compare the given set of properties (set of properties) with some standard. The standard can be the best domestic or international samples, requirements enshrined in standards or technical specifications. In this case, the term “quality level” is used (in foreign literature - “relative quality”, “quality measure”).

But any document or standard legitimizes a certain set of properties and characteristics only for a certain period of time, and needs are constantly changing, so an enterprise, manufacturing products even in strict accordance with the regulatory technical documentation, risks producing it of poor quality, which does not suit the consumer.

Thus, the main place in assessing the quality of products or services is given to the consumer, and standards, laws and regulations (including international ones) only consolidate and regulate the progressive experience accumulated in the field of quality.

Consequently, quality as an economic category is a social assessment that characterizes the degree of satisfaction of needs in specific conditions of consumption of that set of properties that are explicitly expressed or potentially embedded in a product.

Needs are usually expressed in terms of properties, in comparison with similar properties of a base, or reference, sample. Such properties can be weight, dimensions, performance, color, reliability, durability, etc. All product properties are divided into groups: purpose indicators (performance, fashionability, measurement range); indicators of reliability and manufacturability; indicators of unification and standardization; aesthetic indicators; ergonomic indicators; transportability indicator; patent and legal indicators; environmental indicators; safety indicators.

Depending on the need, one or another indicator is used. For example, for operational safety purposes, the reliability indicator is important; in order to save money on repairs - maintainability, and in order to reduce the cost of maintaining the product in working condition - durability.

Purpose indicators characterize the main functional value of the beneficial effect from the operation of the product. Reliability indicators characterize the product from the point of view of operational reliability - reliability, maintainability, durability.

Manufacturability indicators are indicators that ensure the rational use of materials, labor and time during the technological cycle. Indicators of standardization and unification characterize the saturation of products with standard, standardized and original components, as well as the level of unification in comparison with other products. All products can be divided into standard, unified and original. The higher the coefficient of standardization and unification of the product, the better from the point of view of production and operation.

Economic indicators reflect the ease of use of a product by humans. The interaction of a person with a product is expressed through a complex of anthropometric, physiological and psychological properties of a person. Aesthetic indicators characterize the compositional perfection of the product (combination of colors, expressiveness of form).

Transportability indicators reflect the degree to which a product can be transported by various means of transport without compromising its properties. Patent legal indicators characterize patent protection and patent purity of products. Environmental indicators reflect the degree of influence of harmful effects on the environment that arise during storage, operation or consumption of products. Safety indicators determine the degree of safety of operation and storage of the product, that is, they ensure safety subject to operating conditions, repairs, and downtime.

These indicators together create a basis for comparison with other similar products and allow us to evaluate their technical level and quality.

Currently, various information sources contain diverse definitions of the term “management”, that is, management is a fairly common, but not standardized concept in the general sense.

Considerable attention is paid to the disclosure of the content of management in the works of E.M. Korotkova. In particular, in his work “The Concept of Management,” identifying the need for management, he notes that “a person’s whole life is an endless chain of his activities, which is diverse and diverse.” The classification scheme of human activity constructed by the scientist made it possible to determine the need for its organization.

Figure 1 - Definition and concepts of management

To do this, in turn, you need to foresee the result of the activity, evaluate actions based on this result and be interested in it. Management, according to the scientist’s definition, is a type of human activity that arose, emerged and became isolated in the process of development of joint labor, its division and cooperation; it is an objective need for all human activity.

The conducted research allowed us to conclude that management is “a specific type of human activity that arose as a need and a necessary condition for achieving results in individual and especially in joint activities.”

The proposed approach allows us to identify the main components of the management process, including: the process of transforming a goal into a coordinated activity; functioning of the control system, interaction of links; development of management decisions; manager's activities in time and space; sequence of actions that make up management (impact); the process of impact formation; solving problems of enterprise development.

It should be noted that sometimes in parallel, sometimes intersecting, and sometimes as a single whole, along with the concept of “management”, with the development of the theory and practice of management, the concept of “quality management”, as well as the theory and practice of quality management, developed and continues to develop. Moreover, until approximately the end of the 1980s, it was mainly about the term “product quality management.” Back in 1979, A.V. Glichev, M.I. Kruglov, I.D. Kryzhanovsky, O.G. Lositsky defined product quality management as “a constant, systematic, purposeful process of influencing factors and conditions at all levels, ensuring the creation of products of optimal quality and their full use.” The same definition is given by T.V. Korneeva. The economic dictionary “Product Quality” interprets this term as follows: “Product quality management is the process of managing the activities of teams of enterprises and organizations to achieve and maintain a dynamic balance of product properties with the need for these properties in the interests of its fullest satisfaction.”

In 1998, A.V. Glichev in his work “Fundamentals of Product Quality Management” gives a slightly different definition. He writes: “Product quality management is the preparation and inclusion in the quality plan, regulatory, technical documentation of the quality indicators of newly mastered or modernized products or changes in the quality indicators of manufactured products, as well as the implementation of the necessary work to achieve and maintain these indicator values.” In accordance with the above definitions, a diagram of the quality management process has been drawn up.

Figure 2 - Contents of the product quality management process

management quality policy

Thus, product quality management is a process that includes identifying the nature and volume of product needs, assessing the actual level of its quality, developing, selecting and implementing measures to ensure the planned level of product quality.

By the end of the 1980s, it became clear that to talk only about product quality management means to mean a tenth of the entire variety of objects whose quality management needs to be discussed in modern conditions. In this regard, the concept of “quality management” was standardized. The international standard ISO 8 402 has defined quality management as “the methods and activities of an operational nature used to satisfy quality requirements.” However, in our opinion, this definition does not reflect the real essence of quality management. After reading it, a logical question arises: why does quality management include only operational measures and does not address strategic aspects? Pointing to the operational nature of the measures, the authors of the standard emphasize that these are those methods and actions that are implemented in the current period of time, while the permissible duration of this period is not determined. In fact, it turns out that actions that go beyond its limits cannot be attributed to quality management. And this, in our opinion, is fundamentally wrong.

Of course, in quality management activities there are actions that can and should be performed promptly (for example, eliminating inconsistencies identified during a specific technological operation). But at the same time, quality management must necessarily include strategic aspects, without the development of which operational activities are impossible.

In modern conditions, in our opinion, quality management represents a certain strategy and tactics not only for survival, but also for the further prosperity of society as a whole, specific organizations and each person. Moreover, all the terms and approaches to management given above fully apply to quality management.

Quality management also arose as an objective need of humanity, initially for a high-quality product and technology, for highly qualified personnel, and then as a need for a decent quality of life. However, many management specialists practically ignore the problems of quality management in their works. This situation is largely explained by the fact that the place and role of quality management in the overall management system is far from obvious both for specialists in the field of management and for scientists involved in quality problems. The only thing that many domestic experts agree with is that in modern times the source of management in general and quality management in particular is the F. Taylor system. Indeed, it was the “father of scientific management” who paid close attention to the need to take into account the variability of the production process, appreciated the importance of its control and, if possible, elimination. Taylor's system included the concepts of upper and lower quality limits, tolerance ranges, introduced measuring instruments such as templates and gauges, and also substantiated the need for an independent position of quality inspector, a system of fines for “defect makers,” forms and methods of influencing product quality.

Over time, ideas about quality management included more and more new elements and required increased integration of the activities of various services and divisions of the organization. The concept of TQM - total quality management - appears and develops. At the same time, management begins to be divided into functional components, and in theoretical terms it appears as management by objectives. The main idea of ​​this concept is to structure and deploy goals, and then design a system of organization and motivation to achieve these goals.

Quality management refers to the influence on the production process in order to ensure the required product quality. This understanding of management includes three elements: the subject of management (who influences), the object of control (what the influence is directed at) and the process of influence itself. Having defined the control object (production process), let us dwell on the impact process itself - on the “mechanism”, “technology” of quality management.

Like any management process, quality management is carried out through the implementation of management functions. To build the concept of quality management, the process approach to management is of particular importance as one of the approaches considered in management theory. This approach allows us to organize and present quality management as a continuous chain of logically interconnected functions that influence production to ensure quality. Having determined the composition of the functions, you can formulate a concept and build a visual conceptual model of quality management, and then, in accordance with it, outline the methods for performing each function (quality management methodology).

When using the process approach in enterprise management, the following functions are used: concluding transactions, decision making, planning, organization, motivation, personnel selection, management, control, communication (information), research, evaluation, coordination, etc.

By analogy with these functions, it is logical to begin the quality management process with interaction with the external environment, primarily with customers and markets, as a result of which the supplier determines the required properties and characteristics (quality) of its products. Based on these requirements, the supplier analyzes its technological capabilities and determines its quality policy, as well as requirements for its subcontractors - suppliers of materials and components. Quality planning is carried out on the basis of this policy. Then, as part of the general organization of work at the enterprise, work is organized to achieve the required quality in the production process with the allocation of the necessary resources, training and motivation of personnel is carried out. Further, directly when managing the production process, product quality is monitored and the information received is analyzed. Based on the results of the analysis of the information received, appropriate measures are developed and the management of the enterprise makes the necessary decisions.

The final stage in quality management is the implementation of activities. As a rule, these activities are aimed at eliminating identified deviations from the intended properties and characteristics of products and improving the production process. But, in addition, they can be aimed at adjusting previously adopted plans, changing the organization of work, improving training and increasing motivation of personnel, as well as selecting other, more qualified suppliers of materials and components.

After the implementation of the activities, the products can be delivered to the customer or to the market, and the quality management cycle ends with the performance of the same function with which it began - interaction with the external environment.

After this, the supplier receives information from the market or from the customer about the quality of the supplied products.

Of course, this is a scheme, a management principle. In life, from the acceptance of an order to its execution, more than one management cycle described above is implemented. If you think about it, such cycles are repeatedly implemented at each stage of product creation: during development, production, testing, installation and commissioning. In this case, each time the same functions noted here are performed, which, when implemented consistently, constitute, in our opinion, the quality management process.

Thus, the concept of quality management can be formulated as follows. Quality management is a continuous process of influencing production through the consistent implementation of logically interrelated functions in order to ensure quality. These functions include: interaction with the external environment, quality policy and planning, training and motivation of personnel, organization of quality work, quality control, quality information, development of activities, decision-making and implementation of activities.

Modern quality management assumes that quality management activities cannot be effective after the product has been manufactured; this activity must be carried out during the production of the product. Quality assurance activities that precede the production process are also important.

Quality is determined by the action of many random, local and subjective factors. To prevent the influence of these factors on the quality level, a quality management system is necessary. In this case, what is needed is not isolated isolated and episodic efforts, but a set of measures to constantly influence the process of creating a product in order to maintain an appropriate level of quality.

Quality management inevitably operates with the following concepts: system, environment, goal, program.

1.2 Quality management models

The effectiveness of a product quality management system directly depends on the availability of comprehensive information on all technological stages, which, as many enterprises have already become convinced of, is provided only by CALS technologies. And they provide operational analysis to the quality control and management service, as well as departments in the supply chain at all stages of the product life cycle. But this can only be achieved with proper use of the capabilities of these technologies. Meanwhile, many of our specialists involved in the implementation of ISO standards believe that the main emphasis should be placed exclusively on the quality of the production process, since it is this, from their point of view, that ensures the required level of competitiveness of products. However, this is not quite true. No less attention should be paid to improving production items. And it is here that one cannot do without mathematical modeling, since it helps improve quality at the stage of not only production, but also product design, reduces the time and cost of work, because it uses research mechanisms that fully replace expensive experimental work. Of course, only on condition that the model accurately and adequately describes the object of study. True, the model can be quite complex. Especially the model of the process of creating products: this process consists of a large number of stages, operations and other acts of transition from less perfect and complete to more defined and complete. Moreover, each stage may differ from the previous and subsequent ones both in form and content, as well as duration, place of its implementation (at different enterprises or divisions of the same enterprise) and many other characteristics.

No matter how complex the model may be, when compiling it, in general, one should be guided by the same algorithm, the basis of which is the sequence of tasks to be solved, as well as the sequence of asking questions and receiving answers. Moreover, you need to keep in mind: a process control system, as a rule, cannot be described by one equation. Even more simple. In other words, a set (system) of equations is always needed that reflects the various stages of the processes. Moreover, each of the processes includes a certain number of substages and operations, for which there are specific description functions.

Thus, the entire process management system represents interconnected technical, informational, organizational and economic methods and means that influence conditions and factors, and therefore the quality of products in the process of their development, production and use. That is, it is a single software package for ensuring, monitoring and managing product quality, which can be represented in the form of stages.

As can be seen from the figure, the “starting point” of the complex is the technical specifications for the product, developed on the basis of marketing market research and the company’s quality policy. They play the role of input parameters of the product (product) design process and its acceptance control plan, i.e. parts of the quality control system. In turn, the output parameters of the design process serve as input data to the production processes and, again, the quality control system. The output data of production processes are the input parameters of the system for assessing the stability of technological (and not only) processes and the same quality control system. Finally, the output of the stability evaluation system is the input of the quality control system.

This sequence is typical for creating both complex and simple products. That is, the diagram shown in the figure is a model that allows you to observe the input, process and output, as well as establish a measure of the influence of the input and process on the output (result). And make decisions on the development and application of corrective actions.

Each of the stages included in the scheme has only its own properties and features.

For example, at the design stage, a system of connections between material properties and dimensional relationships is established and, what is especially important, methods for achieving product quality are laid down, taking into account the most economical method of its manufacture with the planned production program.

At the production stage, more complex problems of materializing connections are solved through the management of technological processes and operations.

These and all other stages “work” on the quality system. That is, together they form a quality management system.

More specifically, we will consider the quality management procedure using the example of electromechanical converters, more precisely, generators of VAZ cars at the stages of their design and production.

The model for their research is a logical chain of interconnected and interdependent programs and mathematical models created in the MathLab integrated technical environment, which combines calculations, graphics and visualization. It, in our opinion, meets the basic requirement of the international standard ISO 9001 version 2000, which states: “The organization must develop, document, implement and maintain a quality management system and continuously improve its effectiveness.”

Thus, due to the fact that the geometric dimensions of the active part of the generator significantly affect the quality of the product, the structure of the model includes a “Group of Programs” block, which calculates the coefficients of influence of the taken into account (input) parameters on the quality of the product. Next, in the “Analytics” block the most significant input parameters are highlighted, i.e. The parameters are ranked according to the degree of their influence on the output (unit) quality indicators.

To ensure the required level of product quality during manufacturing, you need to know and use the capabilities of the technological process in terms of the accuracy of the dimensional parameters of the active part of the generator. Therefore, the structure of the research model includes the “Mathematical Model” block, which provides mathematical and statistical modeling. It is he who calculates the numerical value of the quality criterion for ensuring input parameters, using the Monte Carlo method to generate a virtual batch of products that reflects real technological variations in both input dimensional parameters and the associated product quality characteristics. To do this, the block analyzes the manufacturing process, optimizes the acceptance quality control plan, determines the relationship between input parameters and output parameters, which makes it possible to ensure the required level of quality of the generator output parameters already at the design stage.

The dimensions of the active part of the generator are selected using a random number generator; performance characteristics (quality characteristics) for selected sizes are calculated taking into account the active part materials used. (In all cases, the input parameters are the average values ​​and standard deviations of the dimensions of the active part.) The calculation results in the form of arrays are entered into the working window of the program.

The criterion for the quality of the generator manufacturing process is a probabilistic assessment of whether a dimensional parameter falls within the tolerance zone established by the technical conditions. In this case, it is assumed that manufacturing errors are distributed according to a normal law.

Having obtained the values ​​of the quality indicators of the technological process, the possible average number of defective products in the batch is determined. The tool used to determine whether the quality level of a given batch is acceptable or unacceptable is the sequential analysis graph, which is constructed using the Wald binomial probability ratio equations. The initial parameters for its calculation are the risks of the manufacturer (b) and the customer (c), acceptable (P1) and guaranteed (P2) quality levels.

An acceptance quality control plan is created based on the numerical value of the quality criterion of the technological process according to the methodology proposed back in 1966 by S.R. Calabro, which provides a search for the optimal control plan for a batch of products for the accepted risk values ​​of the customer and consumer. In this case, the value of the acceptable quality level (P1), the acceptable percentage of defective products or the guaranteed level of quality (P2), and the preliminary values ​​of the risks of the supplier and consumer are used as the initial parameters. (An acceptable level of quality is, as always, considered to be the optimal or acceptable number of defective products in a batch of 100 units of product. Supplier risk is the likelihood of a batch being rejected due to a poor or pessimistic sample, even if in fact it corresponds to the acceptance level; consumer risk - the probability of acceptance of a lot due to the random receipt of a favorable sample, while the overall quality of the products is worse than the worst acceptable level.)

When constructing this plan, the Poisson distribution is used: its choice is dictated by the fact that the optimal sample size is less than 10% of the volume of the controlled batch and the proportion of defective products in the batch is also less than 10%.

For the selected acceptance control plan, an operational characteristic and a characteristic of the average output quality are built.

The results of the studies showed that the mathematical structuring of the work made it possible, firstly, to connect the technological spread of the input dimensional parameter with the possible spread of the output operating parameter (quality indicator) and, in accordance with their analysis, to approach a more reasonable purpose of quality acceptance control plans; secondly, to get a clear idea of ​​the processes of formation of product quality; thirdly, conduct research in the field of quality engineering without expensive experiments; fourthly, with the help of an accurate, concise, easy-to-perceive and analyze description of the system as a set of interacting components and the relationships between them, to form a holistic picture of the processes occurring in the enterprise (company), to include in it descriptions of the organization of work in individual departments.

Thus, computer models of product quality management are a reflection of the interaction of all enterprise services in the development, production and operation of products. That is, it is a tool necessary to create a full-scale process management system, including organizing processes for monitoring and managing product quality. Without it, talking about constantly improving the quality of the final product and meeting consumer requirements is pointless.

.3 Quality management policy

The ISO 8402 standard gives the following definition; The quality policy is the main directions and goals of the organization in the field of quality, officially formulated by top management. A note to this definition notes that the quality policy is an element of the overall policy and is approved by senior management.

In the literature on Management problems, the following hierarchy of concepts prevails: enterprise mission, goals, strategy, tactics, policy. At the same time, policy is understood as a set of additional guidelines for the correct direction of activities to implement the adopted strategy. Thus, the mission of the Renault plant is to satisfy society’s needs for cars, and the main goal is to increase its share in sales markets. In accordance with this, the plant adopted a strategy to increase production in 1998. To implement this strategy, the plant has adopted a general policy that includes reducing costs, increasing labor productivity, close cooperation with suppliers, and introducing a night shift.

The Quality Policy, in legal terms, is a management statement that is included in the Quality Manual. It includes a description of the quality system and is presented to customers.

The main factors influencing the formation of a quality policy are: the situation in sales markets, scientific and technological progress and the achievements of competitors, the state of affairs within the enterprise, as well as the general state of the economy and the availability of investments in the development of the enterprise.

In conditions of stable development, as a rule, preference is given to extensive methods of influencing the volume and quality of production.

In times of crisis, the survival of enterprises is determined by their ability to surpass the enemy in the use of intensive methods of “therapy”, i.e. the introduction of competitive technical, financial and marketing technologies, with a decrease in production volumes and staff reductions, lower prices, etc.

Since the crisis is a form of expression for the loss of commercial quality of products, i.e. reducing its competitive ability to zero, to the extent that only a qualitative leap in investment and technology policy can lead the economy out of the crisis. In addition, it is advisable to provide for more active cooperation with customers and suppliers in order to jointly overcome difficulties.

During such periods, it is also necessary to provide for a constant analysis of the economic situation in the country in order to promptly use any opportunities for improving quality that will appear as the economy emerges from the crisis. In all cases, the quality policy must convince the customer that the company has defined areas of work and goals in the field of quality and selected real means to achieve them.

In accordance with the requirements of international standards for quality management systems, the organization's top management must develop a Quality Policy. But in order to clearly define the Policy, top management needs to formulate two most important documents - mission and vision, and then develop a strategic plan and business plan.

Mission is a document in which senior management formulates the meaning of existence, the role and significance of the enterprise in the country at the current moment. Clearly this is a difficult task, but that is one of the jobs of a CEO. He can use any advice and consultation, but no one else can make a decision.

The emergence and publication of the mission allows you to take the next step - to formulate a vision. A vision is an ideal, a dream, an idea of ​​how management would like to see their enterprise in 5-10-15 years.

Goal Definition (Vision/Objective)

There are three types of goals: High goals, intermediate goals and annual goals.

High goals. High goals are abstract and aimed outside the company itself; they may include ideas such as “helping society” or serving the prosperity of customers. Alex d'Arbelof of Terodyne set the following lofty goal: in the video recorded in Chapter 10, he said that the company must prosper for the sake of the electronics industry. NEC, working in the field of computer technology and communications, also has a high goal of “promoting society everywhere (all over the world) towards deepening mutual understanding and realizing human potential.” High goals motivate and set people up; long-term goals aimed at growing the company and increasing profits are not lofty goals.

Intermediate goals . The company also needs intermediate goals expressed in a language that everyone can understand. High goals motivate people to take action, but they are too abstract to lead people to achieve real company goals. In Japan, intermediate goals are expressed in the following ideas, for example: "control of facts", "focus on the vital few", planning, acting, checking, executing" and so on. These goals inspire the process necessary to achieve high goals.

Annual goals and objectives. The company also needs a special goal, a task, for example, to reduce costs by 10% compared to the previous year. In Japan, companies may track several annual goals, but they focus all their efforts on achieving only one goal. NEC Shizuoka offers a good example of all three types of targets. Shizuoka, like all companies included in the NEC corporation, has a high goal, common to all other companies, it was described above.

Company management philosophy is divided into three parts:

1Management that prioritizes quality.

The customer comes first.

Consciousness of a workplace where individual potential can be realized to its fullest

The company's motto is “Instant response when quality is at stake.” When quality is at stake, the company mobilizes all means and uses all resources. Finally, each company manager has annual goals and objectives to ensure quality, profit and leading production time, which are selected based on the results of previous years.

Definition of missions and values ​​by American companies

From the following examples, it is obvious that the definition of goals and values ​​by American companies is somewhere between high and intermediate goals.

Xerox. Quality is the core operating principle for Xerox. Quality means to us: to provide our customers with new, modern products and services to fully satisfy their needs. Quality improvement is a responsibility for every Xerox employee.

3M.Carry out continuous work to improve quality in any business and the necessary additional services in step with the times in order to achieve and maintain leadership throughout the world in selected markets.

Florida Power & Light. Over the next 10 years, we want to become and be recognized as the best company in terms of campaign management... in the United States and the best overall company.

Ford Motor Company. Our goal is to constantly improve the quality of our products and services in order to satisfy all the needs of our customers. This will allow us to prosper in our business and ensure that reasonable dividends are paid to our investors, who are the owners of the company.

AT&T. Excellent quality is the basis for management in our business, it is the cornerstone of our mission: the satisfaction of our customers. It is also our policy to continually offer products and services that meet our customers' expectations, and to actively achieve continually improving performance through programs that enable every employee to do their job well the first time.

N.A. Philips. We... are completely subordinated to achieving the goal of long-term quality excellence within all parts of our corporation. This means that each of us must understand and meet the needs of our clients and our fellow employees. We constantly strive to improve quality and error-free performance in everything we do...on every job, on time, all the time.

Shell. Our task is to provide products, services and technologies that will satisfy the needs of our consumers always and without errors.

Hewlett-Packard. Our intention is to provide the highest quality products and services to our customers so that these products have the greatest value for them, thereby achieving the respect and loyalty of our customers.

There are three main points regarding the definition of values ​​and objectives:

1Improving quality is the basis of business and is the task of every employee.

Our goal is to achieve global leadership in company management, earn the respect and loyalty of our customers and provide good dividends to our shareholders.

We use the following methodology:

a) fully satisfy the expectations of our customers;

b) through the use of modern goods and services;

c) doing everything right the first time.

The next step is to establish the needs and expectations of consumers and all stakeholders. Only after this can strategic goals be formulated and a strategic plan outlined. This is precisely one of the main purposes of a senior leader. Moreover, without plans at different levels it is not possible to develop a reasonable budget. Without a strategy based on quality, it is impossible to say whether we have a budget deficit or, conversely, whether there is enough money.

A business plan is a document that analyzes available resources, identifies the need for additional resources, and seeks ways to obtain these additional resources. This also includes a mechanism for repaying borrowed funds if they are needed.

After completing the development process of the above four documents, the General Director, in accordance with the requirements of ISO 9001:2000, formulates the main directions, goals and objectives of the organization in the field of quality in a special document - “Quality Policy”.

This document plays a special role in the quality management system. It is intended to highlight the relationship between management and its five stakeholders:

consumers of products (various organizations (enterprises) and the State);

suppliers of raw materials, semi-finished products and components;

enterprise personnel;

superior organizations (owners, board of shareholders);

social infrastructure (district, city, republic, country).

When developing the Quality Policy, senior management should consider:

1)the level and type of future improvements required for the successful operation of the organization;

2)expected or desired degree of customer satisfaction;

)improving the qualifications of the organization's employees;

)the needs and expectations of other interested parties;

)resources required to go beyond the requirements of ISO 9001;

)potential contributions from suppliers and partners.

A quality policy can be used for improvement if it:

1)is consistent with senior management's outlook and strategy for the organization's prospects;

2)Enables the understanding and implementation of quality goals throughout the organization;

)confirms senior management's commitment to quality and commitment to provide the necessary resources to achieve goals;

)helps communicate this commitment to quality throughout the organization, with clear leadership from senior management;

)includes continuous improvement related to meeting the needs and expectations of customers and other interested parties;

)clearly formulated and skillfully communicated to all staff.

Due to changes in market conditions, legislation and other external circumstances, the Quality Policy should be periodically analyzed and revised to ensure maximum adaptation to the current moment.

1.4 Quality management mechanism

Quality management occurs at the state, regional and industry levels, as well as at the firm (enterprise) level.

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

The direct objects of management in this case are the consumer characteristics of products, factors and conditions influencing their level, as well as the processes of formation of product quality at different stages of its life cycle. The subjects of management are various management bodies and individuals operating at various hierarchical levels and implementing quality management functions in accordance with generally accepted principles and methods of management.

The product quality management mechanism is a set of interrelated objects and subjects of management, the principles, methods and functions of management used at various stages of the product life cycle and levels of quality management. It must ensure the effective implementation of the main functions of quality management, which include primarily the following:

1)forecasting market needs, technical level and product quality;

2)planning to improve product quality;

)regulation of product quality requirements and standardization;

)development and production of products;

)technological preparation of production;

)organization of relationships on product quality between suppliers of raw materials, materials, semi-finished products and components, manufacturers and consumers of products;

)ensuring the stability of the planned level of product quality at all stages of its life cycle;

)quality control and product testing;

)prevention of defects in production;

)in-production certification of products, technological processes, workplaces, performers, etc.;

)certification of products, works, services, quality systems and production;

)stimulation and responsibility for the achieved level of quality;

)in-production accounting and reporting on product quality;

)technical and economic analysis of changes in product quality;

)legal support for product quality management;

)information support for product quality management;

)logistics support of product quality;

)metrological assurance of product quality;

)special training and advanced training of personnel;

)organizational support for product quality management;

)technological support for product quality management;

)financial support for product quality management.

To characterize the product quality management mechanism, it is advisable to use a common methodological approach to the structuring of complex economic systems, which involves identifying a number of general, special and supporting subsystems within this mechanism. The general subsystems of the product quality management mechanism include the subsystems of forecasting and planning the technical level and quality of products, regulation of product quality directly in production, product quality control, accounting and analysis of changes in the quality level, incentives and responsibility for quality.

The special subsystems of the product quality management mechanism include subsystems of standardization, product testing, prevention of defects in production, certification and certification.

The supporting subsystems of the product quality management mechanism include subsystems of legal, information, logistics, metrological, personnel, organizational, technological and financial support for product quality management.

The essence of any management lies in the development of management decisions and their subsequent implementation at a specific management object. When managing product quality, the direct objects of management, as a rule, are the processes on which product quality depends.

They are organized and take place both at the pre-production, production and post-production stages of the product life cycle.

The main task of each enterprise (organization) is to improve the quality of the products produced and services provided. The successful operation of an enterprise must be ensured by the production of products or services that meet clearly defined needs, scope of application or purpose; meet consumer requirements;

comply with applicable standards and specifications;

meet current legislation and other requirements of society;

are offered to consumers at competitive prices; aimed at making a profit.

1.5 Quality management methods

Quality management methods are methods and techniques by which management subjects influence the organization and elements of the production process to achieve set goals in the field of quality.

Organizational methods are a set of methods. Contributing to such an organization of a managed subsystem that will ensure the required quality. This group of methods includes administrative (orders, directives, resolutions, instructions, instructions); disciplinary, providing motivation (establishing responsibility and forms of encouragement);

Stabilizing, based on organization-wide and linear-functional regulation based on norms, standards, explanations, consultations, familiarizations, warnings.

Socio-psychological methods are a set of ways to influence the spiritual interests of employees, the formation of their motivations related to ensuring appropriate quality. These methods include: nurturing and promoting commitment to the enterprise. Respect for oneself as an employee of a given enterprise, pride in its achievements, a form of moral stimulation.

Economic methods of quality management are methods of influence based on the use of economic incentives and the creation of material interest in achieving a given goal in the field of quality. The group of economic methods also includes: financing activities in the field of quality management; economic stimulation of production, provision of products and services to consumers that meet their requirements; planning the creation of new and modernized types of products and services; pricing of products and services taking into account their level of quality; the formation of funds for economic incentives for quality, the use of a system of remuneration and material incentives, taking into account its quality at each workplace of the production system and the quality management system as a whole; the use of economic measures to influence suppliers depending on the quality of the products they supply and the services they provide.

Organizational and technological methods - quality analysis technologies are divided into methods for controlling the quality of the process and products and methods for regulating the quality of the process and products. The main place in organizational and technological methods is occupied by statistical methods of quality management.

Statistical methods of quality management involve the use of static control of technological processes and statistical control. Statistical regulation of a technological process is an adjustment of process parameters based on the results of selective monitoring of product parameters, carried out to technologically ensure a given level of quality. Statistical control is a selective control of product quality, based on the use of mathematical statistics methods to verify compliance of product quality with established requirements. Statistical process control is an active form of control, since its goal is to prevent and eliminate defects.

Along with individual methods, their combinations, complex methods, concepts and systems are distinguished. The choice of product quality management methods and the search for their most effective combination is one of the most creative moments in creating management systems, since they have a direct impact on the people involved in the process of creating and manufacturing products, that is, on the mobilization of the human factor.

1.6 Product quality control

Product quality control is an integral part of the production process and is aimed at identifying defects in finished products and checking reliability during the manufacturing process.

Product quality control is established at all stages of the production process, starting with quality control of the raw materials used and ending with determining the compliance of the released product with technical characteristics and parameters not only during its testing, but also during operation, and for complex types of equipment - with the provision of a certain warranty period after installation of the equipment at the customer’s enterprise. This approach to control involves conducting tests as individual parts of the product are ready (this is especially true for complex types of equipment, in particular complex equipment). Strengthening quality control is largely due to the orientation of production towards a specific consumer.

Enterprise-wide quality control is entrusted to the central quality control (or quality assurance) service, whose functions include the development of quality indicators for all types of products, quality control methods and test procedures, analysis of complaints and the procedure for their settlement, identification of the causes of defects and defects and conditions for their elimination. The control service carries out its activities in close contact with the relevant services in production departments, as well as with factory quality control services (or technical control departments). The central control service can check the quality of raw materials and materials, the technological process, the organization of control tests, the acceptance rules applied by the factory quality service or the technical control department, and sometimes selectively check the quality of products that have already passed technical control. One of the most important functions of the central control service is planning and coordinating all work in the field of quality assurance, establishing the necessary connections between quality control services in the production departments of enterprises. Through the central control service, management is centralized in the area of ​​improving the quality of products.

Thus, control is intended to ensure verification of the execution of management decisions at all levels of management for compliance with established standards and conditions of economic activity of the enterprise.

To control product quality it is necessary to have:

1 indicators (standards, technical parameters) characterizing product quality;

2 methods and means of quality control;

technical means for testing;

causes of defects, defects and conditions for their elimination.

In addition to the central service, product quality control is carried out in departments and workshops. They are the first to receive information about deviations from the norm, composition and quality of materials, about deviations in the technological process and warn about the occurrence of manufacturing defects. Timely information received allows you to quickly respond to disruptions in the technological process and take urgent measures to reduce losses from defects.

All information obtained during the monitoring is sent to the main dispatch service daily and in shifts.

The main dispatcher service performs the following main functions:

monitors the progress of the production program for the main types of products and takes measures to eliminate the backlog from the plan for blanks, parts and assembly units;

takes measures to prevent failures during production that arise as a result of disruptions in the operation of technological equipment, untimely provision of tools, materials, and semi-finished products.

There are various statistical methods for monitoring product quality.

The purpose of the statistical quality control method is to eliminate random variations in product quality. Such changes are caused by specific reasons that need to be identified and eliminated. (For example, a worker may use the wrong tool or method of performing work, or the machine may be out of order).

Sampling control is used when it is necessary to make a decision about quality when accepting a large batch based on the results of testing a limited number of samples from this batch.

Most often, random inspection is carried out when accepting batches of components or materials from suppliers. Selective control allows you to reduce control costs. It is also used in cases where the product has to be destroyed during inspection.

It should be noted that there is a certain risk inherent in sampling control, since the decision on the quality of the entire batch is made based on the results of control of a small sample of samples. A “good” batch may be mistakenly rejected (manufacturer’s risk) or a bad batch may be accepted (consumer’s risk). This risk can be reduced by increasing the sample size of control samples, but this increases costs. In practice, the consumer and manufacturer, through negotiations, agree on a sampling technique acceptable to both parties. An important role in increasing the efficiency of process control can be played by a special map, which is a diagram on which the permissible limits of quality parameters and measurement results are plotted within a specified time frame, which allows you to immediately visually detect deviations from standards and, if necessary, draw up an appropriate schedule.

The process control chart is used in cases where it is necessary to control the quality of products or services during the production process. The goal is to detect when a production process is spinning out of control and producing products of unacceptably inconsistent quality. In this case, you can urgently take the necessary measures to correct the process.

The process control method can be used in both the service and manufacturing sectors. During the day, three samples are taken at random times during the process. The process is considered to be broken if three out of five consecutive samples are outside the acceptable limits.

Product production is carried out according to a pre-developed technological process, which is carried out within a range of certain control parameters that characterize possible deviations in this process. Exceeding the permissible limits of the control parameters of the technological process entails the release of defective products, therefore monitoring the controlled parameters and analyzing the observed changes is an indispensable condition of modern production.

In addition, due to errors made during design or the need to modernize production, it is necessary to constantly make changes to the technology, which can also cause the production of products with unacceptable deviations.

Deviation of parameters occurs, as a rule, under the influence of a large number of random factors, therefore the appearance of defects and the reasons that determine them is random, and their analysis requires the use of special statistical methods for processing information characterizing the flow of the technological process of production. Let us highlight the following statistical methods for product quality control.

Bar chart. The histogram method is an effective data processing tool and is intended for ongoing quality control during the production process, studying the capabilities of technological processes, and analyzing the work of individual performers and units. A histogram is a graphical method of presenting data grouped by how often it falls within a certain interval.

Delamination. This method, based only on reliable data, is used to obtain specific information and identify cause-and-effect relationships.

Control charts graphically reflect the dynamics of the process, i.e. changes in indicators over time. The map shows the range of inevitable dispersion, which lies within the upper and lower limits. Using this method, you can quickly trace the beginning of a drift of parameters according to any quality indicator during the technological process in order to take preventive measures and prevent defects in finished products.

Control charts are used in cases where it is necessary to control the quality of products or services during the production process.

Control charts contain information about the technological process. There are a lot of recording options. This depends on the type of product and production goals. The goal is to detect when the production process is getting out of control and immediately take the necessary steps to correct the process.

The essence of any management lies in the development of management decisions and their subsequent implementation at a specific management object. When managing product quality, the direct objects of management, as a rule, are the processes on which product quality depends. They are organized and take place both at the pre-production, production and post-production stages of the product life cycle.

Control decisions are developed based on a comparison of information about the actual state of the controlled process with its characteristics specified by the control program (forecast, plan). Regulatory documentation regulating the values ​​of parameters or indicators of product quality (technical specifications for product development, standards, technical specifications, drawings, delivery conditions) should be considered as an important part of the product quality management program.

The main task of each enterprise (organization) is to improve the quality of the products produced and services provided. The successful operation of an enterprise must be ensured by the production of products or services that

meet clearly defined needs, application or purpose; meet consumer requirements; comply with applicable standards and specifications; meet current legislation and other requirements of society; are offered to consumers at competitive prices; aimed at making a profit.

2. Analysis of quality management at IP “Kvartirny Vopros”

2.1 General characteristics of IP “Housing Issue”

Individual Entrepreneur "Kvartirny Vopros" was formed in October 2010 in the city of Birobidzhan. Specializes in providing services to the population in repair and finishing works. The main activity is the installation of suspended ceilings.

The company's staff consists of 20 people:

director of the firm:

4 sales managers;

3 accountant;

12 measurers and installers;

Company products:

1)high-quality stretch ceilings from French fabrics from Sezar and Delux;

2)artistic stretch ceilings;

)seamless stretch ceilings (in the future);

)stucco decoration made of polyurethane.

Stages of work:

)Consumer consulting;

2)Acceptance of order;

)Measurement of the room;

)Cost calculation;

)Coordination of the sketch with the customer;

)Conclusion of an agreement;

)Payment (payment) behavior;

)Ordering a ceiling from a manufacturer;

)Installation of the shelf at the customer’s premises;

)Signing the necessary documentation.

Initially, when the company was just beginning, the main emphasis was on providing the population with quality services and products. So that users are confident in the quality and reliability of the purchased products and services.

The company's management pays special attention to the selection of supplier companies. Today, IP “Kvartirny Vopros” cooperates with the Khabarovsk company “Sezar” and the Primorsky company “Belle”.

Sezar produces exclusive ceilings with photo printing and ceilings made from non-traditional materials, such as velor, mother-of-pearl, etc.

"Belle" produces high-quality ceilings from matte, satin and varnish textures at a relatively high cost.

Both manufacturers use French-made textures, which are valued in the stretch ceilings market.

In addition, supplier companies use the most advanced equipment, and all products undergo mandatory certification. Thus, IP “Kvartirny Vopros” receives high-quality products already at the input stage. If defective products are received (usually due to weather conditions - frost), manufacturing companies will redo the order at their own expense.

The IP company “Housing Issue” has:

1License for this type of activity;

2quality certificates for raw materials and products;

sanitary and epidemiological conclusions for products;

hygienic characteristics of products;

fire certificates.

All documentation is periodically updated and is available for review by consumers.

The quality of a stretch ceiling depends on the correct cutting of the fabric. This, in turn, depends on the correctly measured dimensions of the room where the ceiling will be installed.

The quality of operation of a stretch ceiling depends on the correctness of its installation and accurate markings. The installers and measurers of the IP “Kvartirny Vopros” company underwent special training in Khabarovsk, were certified at the Sezar enterprise, and received certificates confirming their qualifications as master measurers and installers.

The installers of the IP “Kvartirny Vopros” company have experience in installing suspended ceilings; their installation process is fast and accurate.

A sign of product quality is the warranty given to the product by the manufacturer. It is known that the higher the quality of the product, the longer the warranty period is given, since manufacturing companies do not fear for their product. The IP company “Kvartirny Vopros” gives a 10-year guarantee on its suspended ceilings. If a defect is discovered, the customer can contact the company at any time, where, provided the ceiling is used correctly, they will replace the ceiling with a new one free of charge.

Stretch ceilings, which are sold by the individual entrepreneur “Kvartirny Vopros”, are made from high-quality French raw materials. Non-toxic, non-flammable, durable (withstands up to 100 liters per 1 sq.m.)

The company enters into a contract agreement with each client, which stipulates all conditions and guarantees. After fulfilling its obligations, the company signs a work completion certificate with the client.

At all stages, managers monitor the quality and consistency of work. Control over each stage has been established. In case of deviation, managers coordinate the work and report the incident to the director. The director supervises the work of managers. Thus, the entire work process takes place under strict control.

At the final stage of work, when the acceptance certificate is signed, managers ask consumers about the level of quality of service, the work of specialists, and the product itself. Accepts customer complaints and suggestions. Based on the data obtained, managers analyze the work of the enterprise; in the event of negative aspects that may adversely affect the work and reputation of the organization, they report this to the company’s management, which in turn takes appropriate measures.

For a comprehensive assessment of the efficiency of an enterprise’s economic activities, it is advisable to use the following scheme: Resources - Costs - Results.

Using the balance sheet data of the IP “Kvartirny Vopros” for 2010-2012, it is possible to calculate the main performance indicators of the enterprise.

Table 1 - Dynamics of the main performance indicators of the IP “Housing Issue” in 2010-2012.

Indicators Indicator value Absolute deviation (+/-) Growth rate, % 2010 2011 2012 2012 to 2010 2012 to 2011 2012 to 2010 2012 to 2011 1 Average annual cost of fixed assets thousand rubles 1423.5284473855961.54541 518, 79259.672 Average annual cost of working capital thousand rubles 776482628590.5826.5328.5110.65103.983 Working capital turnover 6.46.84.5-1.9-2.370.3166.184 Average headcount, people 25262610104100.05 Revenue thousand rubles 3520.54876.49353.55833.04477,1265.69191.816 Costs thousand rubles 1235.62536.06936,55700,9400,561,39273,527 Profit thousand rubles 22284.92304.42417, 0132.1112.6105.78104.88

From Table 1 we can conclude that in general the enterprise IP “Kvartirny Vopros” operated during 2010-2012. period quite effectively, although the integral indicator of effective and economic activity at the end, in 2012 compared to 2010, decreased from 9.098 to 4.649, or almost half. Also, over the period of 2012, indicators of the efficiency of using trade potential and the efficiency of labor activity sharply decreased. This growth in indicators is explained by the fact that in 2012, the growth rate of distribution costs exceeded the growth rate of revenue, which contributed to a decrease in profits; in addition, the enterprise's debt to personnel decreased.

In 2012, the company made a profit, but rising distribution costs led to an increase in the cost-effectiveness ratio. A negative trend is a slowdown in working capital turnover by 30% in the period under study. On the negative side, we can also mention a decrease in revenue by 23% during 2012 and gross profit by 60% during the same period. It is worth noting that over the past 5 years, the company received the largest net profit in 2012; as a result, bonus payments were made to the company’s employees at the end of 2012 in accordance with the provision on bonuses depending on length of service.

Revenue in 2012 compared to 2011 increased by 4,474.1 thousand rubles, and compared to 2010 by 5,833.0 thousand rubles, at the same time, costs in 2012 compared to 2010 increased by 5,700.9 thousand rubles, and compared to 20101 by 4,400.5 thousand rubles.

Profit in 2012 amounted to 2417.0 thousand rubles, which is 132.1 thousand rubles. more than in 2010 and by 1126 thousand rubles. than in 2011.

In general, there is a positive trend in all indicators in 2011 and 2012 compared to 2010.

First, let's analyze the composition and structure of the company's assets and liabilities over two years (2011-2012). The calculation data are presented in Table 2.

Table 2 - Structural and dynamic analysis of assets and liabilities of IP “Kvartirny Vopros” (according to form No. 1) as of the beginning of 2011 and 2012.

Indicator, thousand rubles. Balance sheet balances, thousand rubles. Growth/decrease rate, % Structure of assets and liabilities 2011 2012 Change (+/-) 2011 2012 Change (+/-) 1. Total non-current assets: 35813804223106,2328,3131,933,621.1. Intangible assets 1513-20,000.120.11-0.011.2. Fixed assets35663791225106,3128,1931,823,632. Current assets total: 90708111-95989.4371.6968.07-3.622.1. Reserves7366573-67937.7858.224.81-53.422.2. Accounts receivable120374616258620,209,5162,6253,112.3. Cash 50177-42415.373,960.65-3.31 TOTAL ASSETS 1265111915-73694.181001000.001. Total capital and reserves: 1020310681478104,6880,6589,648,991.1. Authorized capital 10100100,000,080,080,001.2. Additional capital6466460100,005,115,420,321.3. Reserve capital52352300,004,134,390,261.4. Retained earnings90249502478105,3071,3379,758,422. Total liabilities: 24481234-121450.4119.3510.36-8.992.1. Long-term0000,000,000,000,002.2. Short-term24481234-121450.4119.3510.36-8.992.2.1. Loans and credits1000250-75025,007,902,10-5,812.2.2. Accounts payable1448984-46467,9611,458,26-3,19TOTAL LIABILITIES1265111915-73694,18100,00100,000,00

In general, the ratio between current and non-current assets is 70:30, which indicates the presence of a large amount of current assets. The largest share of assets in 2011 was the share of inventories. By 2012, the share of accounts receivable had increased quite significantly - 62.6% (at the beginning of 2012). Such a value should cause the closest attention of management, because there is always a risk of customers not returning their money.

The ratio of debt and equity capital is also unequal - 90:10 (at the beginning of 2012). This indicates the large financial dependence of the enterprise on external creditors, because The most optimal ratio is 50:50. In connection with the identified fact (large share of equity capital), we can conclude that the enterprise is incapable of attracting and using borrowed funds.

2.2 Study of the quality management system at IP “Kvartirny Vopros”

In general, all work carried out at the Kvartirny Vopros enterprise when creating an integrated product quality management system can be divided into three main stages: preparation for system development; design; implementation.

Since 2012, work to create a comprehensive product quality management system has been carried out by the Kvartirny Vopros enterprise itself. In some cases, design, research and other organizations take part in it.

At the preparation stage, in order to coordinate work at the enterprise, a coordination and working group (CWG) is organized from the divisions of the enterprise. In most cases, it is headed by the head of the quality control department. One of the main tasks of the coordination working group is to prepare proposals for organizing the work of an integrated product quality management system and their coordination. The division responsible for monitoring and progressing the integrated product quality management system begins its work by analyzing defects in manufactured products and identifying their causes. The result of this work, in which almost all departments of the enterprise are involved, are proposals to improve the quality of production with a list and feasibility study of the necessary organizational and technical measures.

However, in all cases, the following main tasks are solved at this stage:

1)assessment of the degree of compliance of product quality with the requirements of regulatory and technical documentation;

2)assessment of the stability of technological process parameters and the degree of their compliance with the requirements of technical specifications for the services provided;

)determining the degree to which production is provided with high-quality materials, equipment, and technical documentation;

)assessment of the effectiveness of the existing organizational structure of quality management;

)determining the effectiveness of the applied technical control system;

)analysis and identification of costs for eliminating defects and losses from defects;

)determining the degree of influence of the quality of services provided on its cost and other technical and economic indicators of the enterprise’s activities;

)selection of possible options for solving individual issues of ensuring and improving product quality for better use of material, labor and financial resources.

Sources of information when surveying an enterprise are planned, operational, accounting and reporting statistical documentation; results of departmental control and employee survey; used regulatory, technical and methodological materials.

The data obtained as a result of generalization and analysis of the survey results are systematized based on the tasks assigned to the developers of the integrated product quality management system, and are included in the report on the work done. Such systematization is carried out at various facilities - workshops, technological lines, sections, by types of products, organizational, technical, regulatory and metrological support.

Based on the analysis of the survey results, enterprises draw up technical specifications for an integrated product quality management system. It establishes the main goal, objectives and requirements for an integrated product quality management system, determines the procedure for its development, the composition of its functions and the list of tasks solved for each function.

The terms of reference also determine the composition of the enterprise standards. The list of the most frequently developed enterprise standards is given in Table 3.

At the stage of developing a project for an integrated product quality management system, in accordance with the approved list of enterprise standards, the scope of their action is determined with the corresponding distribution among the divisions of the enterprise.

Table 3 - Composition of enterprise standards used in the integrated product quality management system at IP “Kvartirny Vopros”

Subsystem of an integrated product quality management system General special planning standards The procedure for planning to improve product quality The procedure for planning labor and product quality indicators in the workshops of the enterprise. The procedure for planning activities to improve product quality. Provision of material incentives for enterprise employees for achieving high product quality indicators. Organization of ongoing planning for improving the quality of labor and products. The procedure for testing products for manufacturability. The procedure for considering inter-shop claims regarding product quality. Material incentives for workshop workers. Material incentives for engineers and employees of enterprise departments. The procedure for holding general workshop and workshop quality days. The operating procedure of the permanent quality commission (PDQC). The procedure for developing and using enterprise standards. The procedure for maintaining accounting and reporting documentation on quality. Organization of work to assess and analyze the quality of labor and products. The procedure for accounting for materials and monitoring their consumption. The procedure for preparing products for certification. Ensuring production standards in the workshops of the enterprise. Controlling the procedure for providing workers with regulatory, technical and design documentation. Information Support. General provisions. Technological preparation of production. General provisions. Technical control. General situation. Control of performance discipline at the enterprise. General provisions. The procedure for conducting inspection control at the enterprise. Certification of engineering and technical workers. Organization and conduct of claims work. Organization and procedure for carrying out work based on the results of state supervision. Ensuring the rhythmic operation of the enterprise's workshops. Ensuring stability of energy parameters. Metrological assurance of product quality. Organization of incoming, operational and acceptance control. The procedure for controlling technological discipline. The procedure for monitoring technological processes. Monitoring the accuracy of molds and equipment. The procedure for preparing technical control documents. This distribution of enterprise standards is carried out taking into account the work profile of the departments and the functions they perform. The priority for developing enterprise standards is determined in each specific case, taking into account current conditions and factors, as well as the achieved level of quality of manufactured reinforced concrete products and structures. At the same time, they take into account the degree of preparedness of personnel, machinery, equipment and the real capabilities of the enterprise in terms of available resources, etc.

The development of the basic enterprise standard is carried out by a coordination working group; general and special standards - by divisions and services in accordance with their functions.

In the process of further development of an integrated product quality management system, the tasks for each management function and the procedure for solving are clarified.

Based on the tasks thus established for each division, solved within the framework of an integrated product quality management system by leading divisions with the involvement, if necessary, of other divisions of the enterprise, enterprise standards are developed and the composition of organizational and technical measures that ensure their solution is determined. Suggestions are presented to Quality Management, where they are analyzed and used to develop a comprehensive product quality improvement plan.

The completion of the development of an integrated product quality management system is a set of materials regulating the procedure and rules of work within the framework of an integrated product quality management system, including: developed and approved enterprise standards; clarified regulations on functional units and job descriptions; approved action plans for the implementation of enterprise standards and an integrated product quality management system in general; developed organizational structure of the system; the established procedure for solving each task for all control and supporting functions of the system; developed information support and document management system.

In general, the tasks of the head unit include: coordination, methodological guidance and monitoring the progress of work to create and ensure the functioning of an integrated product quality management system; participation in work on the implementation of standards, including enterprise standards, planning, control, assessment and analysis of the quality of products and labor in the departments of the enterprise; conducting an analysis of the quality of manufactured products in order to identify the causes of defects and develop measures to eliminate them; long-term analysis of the dynamics of product quality and the organizational and technical factors affecting it; organization and management of work on certification of product quality at the stage of technological preparation of production; management of work on the technical and economic assessment of activities carried out as part of the creation of an integrated product quality management system; information from enterprise employees at all levels of management and achieved results, product quality indicators, planned targets to improve the quality of products; control over the implementation of decisions made under an integrated product quality management system.

When solving problems of an integrated product quality management system, enterprise employees are guided by current regulations, job descriptions, enterprise standards and other documents, supplemented, if necessary, with relevant instructions on the rules for performing work, the use of technical means, the procedure for maintaining primary technical documentation, etc.

As part of the work on an integrated product quality management system at the enterprise IP “Kvartirny Vopros”, it is envisaged to implement a set of technical measures. Including: development of local systems for automated control of services, equipment of operational control posts, installation of information stands in workshops, provision of workshops and control services with measuring instruments, development of technological maps and operational control maps. Measures are also provided to improve the work culture - improving the working conditions of workers engaged in main and auxiliary operations, illumination of workplaces, reducing noise and vibration levels, installing ventilation systems and air conditioners, organizing rest areas in workshops. Based on the determination of the organizational structure and a set of technical measures carried out as part of the work to create an integrated product quality management system, information support for this system is being developed, which is one of the most important conditions for its effective functioning.

The implementation of a comprehensive product quality management system at the enterprise IP “Kvartirny Vopros” is carried out in stages as solutions to individual problems are prepared in accordance with the approved schedule for putting into effect the elements of the system. In general, the following scope of work is provided for the implementation of an integrated product quality management system: ensuring compliance of production conditions with the requirements for the quality of manufacturing of reinforced concrete products; increasing the efficiency of technical control, primarily the prevention of defects and violations of technological discipline; introduction of defect-free labor, information support, and a set of enterprise standards; mastering the solution of problems of an integrated product quality management system using a computer; testing the interaction of all components of an integrated product quality management system.

At the first stage, an information and reference system is being implemented. Its goal is to prepare all the necessary information to develop quality management decisions. At the next stage, algorithms are being developed for decision-making in typical situations with the gradual inclusion of computers in the operational control loop. In all cases, first of all, measures of an organizational nature are carried out that do not require significant material costs. Such measures may include: measures to strengthen technical control, prompt notification of performers about detected defects, control over decisions made, a clear distribution of functions among employees of the enterprise to improve product quality, the introduction of organizational and methodological standards, increasing the efficiency of the system of moral and material incentives.

In the process of implementing a comprehensive product quality management system, the coordination and working group constantly monitors the status of standardization work. In the future, after the implementation of the system, this function is performed by a coordination and working group for product quality management that is organized instead.

Constant work is also being carried out to identify and systematize defects in prefabricated parts and analyze their causes. Depending on the purpose of defect analysis, they are systematized according to various criteria. First of all, measures are taken to eliminate the systematic causes of critical defects in prefabricated parts, i.e. final defects, then eliminating the causes of significant defects that significantly reduce the operational and technological quality indicators of manufactured products. Next, measures are taken to eliminate the causes of the most frequently recurring minor defects.

In this case, the following control actions are carried out at various levels of management:

workplace - performing operations in full accordance with established requirements;

site, workshop - analysis of violations committed directly at the workplace in the presence of the performer, discussion of identified violations at shift work meetings (foreman, controller and quality control foreman; shift foreman, site manager); discussion of cases of technology violations during shift reports; holding shop quality days with analysis of the causes of violations and development of measures to eliminate them (shift technologist, deputy shop manager, shop manager);

enterprise - analysis of cases of systematic violation of normative and technical documentation requirements and defects, monitoring the implementation of the quality action plan, holding operational meetings with analysis of workshop performance indicators, holding factory Quality Days (director, chief engineer, deputy director or deputy chief engineer for quality).

The technical and economic efficiency of an integrated product quality management system is assessed using qualitative and quantitative indicators. Qualitative effects include improved production management and managerial work conditions, increased management efficiency, etc. Calculated effects include indicators of social effects and economic efficiency of the implementation and functioning of an integrated product quality management system. Among the indicators of social efficiency are the development of new types of products, the discontinuation of products from outdated projects of large-panel residential buildings. Indicators of economic efficiency include indicators of self-supporting economic efficiency of an integrated product quality management system and indicators of economic efficiency of costs for the development and implementation of the system.

The feasibility of improving the implemented system may be due to a number of tasks: increasing requirements for the quality of products and preparing for the transition to the construction of new series of houses, reconstruction of enterprises and modernization of technological equipment, improvement of technological processes and production management. At this stage of improving the integrated product quality management system, work is being carried out to revise and develop new standards, increase the level of automation of work on monitoring, analyzing and assessing the quality of product manufacturing.

One of the most important tasks at this stage is to find additional production reserves and ways to further improve the quality of product manufacturing. Its solution in the general case should include carrying out.

3. Ways to improve product quality management at IP “Kvartirny Vopros”

.1 Formation of a systematic approach to product quality management at IP “Kvartirny Vopros”

To improve the quality of products at an enterprise, several options are possible:

Updating the enterprise's fixed assets and applying new technologies.

The analysis of the enterprise's fixed assets showed that the enterprise effectively uses fixed assets in the analyzed period; along with fixed assets, the presence of an optimal amount of working capital is of great importance for the operation of the enterprise.

Thus, the activities of the IP “Housing Issue” for the period 2010-2012. characterized by an increase in sales revenue, an increase in the profitability of sales, an increase in the profitability of fixed and working assets.

However, the enterprise under study also has a negative trend - a decrease in the working capital turnover ratio, a decrease in capital productivity and labor productivity

Therefore, despite the positive trend in changes in individual indicators characterizing organizational and economic activity, it is impossible to draw an unambiguous conclusion about an increase or decrease in the efficiency of the enterprise.

Search for new suppliers of raw materials and supplies.

The enterprise has a system of criteria for selecting suppliers. These are product quality, price, supplier reliability, quality of service, payment terms and others.

The main methods for selecting suppliers at IP “Kvartirny Vopros” include:

2cost estimation method.

The most common method for selecting a supplier is the rating method. The main criteria for selecting a supplier are selected, and then their significance is established by expert means by employees of the procurement service or attracted experts. For example, let's say that a company needs to purchase goods, and its shortage is unacceptable. Accordingly, the criterion of reliability of delivery will be put in first place when choosing a supplier. The share of this criterion will be the largest.

Improving the organizational structure of the enterprise.

Develop, maintain and improve quality system manuals and procedures, as well as quality programs for projects, products and activities. Procedures and manuals are the main documentation of the quality system. Once the overall documentation of the quality system has reached the required completeness.

The IP “Kvartirny Vopros” enterprise is characterized by a linear-functional organizational structure.

Many years of experience in using linear-functional management structures have shown that they are most effective where the management apparatus has to perform many routine, frequently repeated procedures and operations with comparative stability of management tasks and functions: through a rigid system of connections, the smooth operation of each subsystem and the organization as a whole is ensured .

3.2 Planning the implementation of a product quality management system at individual entrepreneurs "Housing problem"

For the successful functioning of the IP “Kvartirny Vopros” it is necessary to manage it systematically, moreover, the management must be transparent. Success can be achieved by implementing and maintaining a quality management system designed to continuously improve operations while taking into account the needs of all stakeholders. One of the principles of quality management in international standards is managerial leadership.

The management of IP “Kvartirny Vopros” must initially ensure the acceptance of obligations to develop and implement a quality management system, as well as the constant improvement of its effectiveness through:

developing a quality policy;

ensuring the development of quality objectives;

conducting analysis and providing the necessary resources.

For each enterprise there are requirements for its products, which are formed taking into account the following elements:

requirements set by the consumer;

legal requirements relating to the products;

requirements not specified by the consumer, but necessary for a specific use;

any other requirements determined by the enterprise.

An important point when implementing a quality management system is to monitor information regarding the compliance of IP “Kvartirny Vopros” with consumer requirements. The company management is also responsible for this sector and must ensure it. As a result, methods for obtaining and using this information must be established.

Let's go back to the company's quality policy and look at it in more detail. The management of the enterprise must ensure that:

1)the quality policy is consistent with the goals of the organization;

2)include a commitment to comply with requirements and continually improve the effectiveness of the quality management system;

)created the basis for setting and analyzing quality goals;

)must be brought to the attention of the enterprise personnel and understandable to them;

5)analyzed for continued suitability.

The management of IP "Kvartirny Vopros" must ensure that quality goals are established in the appropriate departments and at the appropriate levels. Quality objectives must be measurable and consistent with the quality policy. To ensure the achievement of goals, the management of the IP “Kvartirny Vopros” bears the following responsibilities:

planning the creation and development of a quality management system;

maintaining the integrity of the quality management system when planning and implementing changes to it.

When implementing a quality management system at IP “Kvartirny Vopros”, the duties and responsibilities of the staff naturally change. Delivering innovation is also part of management's responsibilities. To control the implementation and support of the system, a responsible person or persons must be appointed from among the management, depending on the size of the enterprise, who, in addition to his direct responsibilities, must assume the following powers to:

ensuring the development, implementation and maintenance of processes required by the quality management system;

providing reports on the functioning of the quality management system and the need for improvements;

facilitating the dissemination of understanding of requirements throughout the enterprise.

Management should also ensure that the enterprise develops appropriate processes for exchanging information, including on the effectiveness of the quality management system.

The system must be analyzed at certain time intervals. This must be done to understand the ongoing suitability of the system, its adequacy and effectiveness. The analysis includes an assessment of opportunities for improvement and the need for changes in the enterprise's quality management system, including quality policies and goals. Output data for analysis by the management of IP “Kvartirny Vopros” should include the following information:

1)quality control results;

2)feedback from consumers;

3)process performance and product conformity;

)status of preventive and corrective actions;

)follow-up actions arising from previous management reviews;

)changes that could affect the quality management system;

The output of the analysis by the management of the IP “Kvartirny Vopros” should include all decisions and actions related to:

to improve the effectiveness of the quality management system and its processes;

improving products according to consumer requirements;

resource needs.

It is always beneficial if the process of quality improvement is driven by the consumer. Customer demands are usually well received by employees. The quality improvement process will necessarily create some additional work that needs to be done, but this is aimed at achieving the strategic goal of introducing a way of working where less time is spent putting out fires (correcting non-conformities) and resources are used to improve performance and - ultimately - to improve the well-being of those same workers. One of the arguments in favor of improving the quality system is that the organization will be able to reduce unnecessary costs associated with quality assurance. It is known that enterprise losses due to poor quality reach and sometimes even exceed 20% of annual income.

The complexity of the task entails the importance of choosing a work organizer. This person must be able to motivate employees, be respected at all levels of the enterprise and have a good understanding of both technical issues and company traditions.

Such a person is usually recruited from among the company's employees. Having the right person to do the job is the best guarantee that the program will be successfully implemented without conflict or delay. However, he should not do everything himself, demonstrating his abilities to others, he should interact with all managers of the enterprise.

Internal audit should be carried out systematically, systematically checking all processes and all divisions of the enterprise. Internal audit, unlike external audit, does not so much serve to search for compliance or nonconformity, but is an indispensable method of feedback for developers of a quality management system that complies with ISO 9000.

During the internal audit, the staff of the IP “Kvartirny Vopros” actually comes into contact with the requirements of international standards. This explains the extremely important role of internal audit specialists. They are required to have high qualifications in the field of quality management, a friendly attitude towards the people and departments being inspected, and, at the same time, integrity and firmness.

To effectively build and implement a quality management system, it is necessary to conduct a detailed analysis of the work done at the enterprise in the field of quality management, analyze business processes, create a working group for the development and implementation of a quality management system at the enterprise, and determine the company's strategy in the field of quality.

The development of a quality management system and documented procedures for the quality management system is the most labor-intensive and critical stage, and therefore is allocated to a separate phase of the project. The development and implementation of a quality management system is a complex project that affects all divisions of the company, so the active participation and cooperation of managers and employees of all divisions of the company is necessary.

Program deadlines must be continually monitored to ensure that the program is completed as planned. This is the responsibility of the senior management of IP “Kvartirny Vopros”.

The use of standards cannot ensure the guaranteed quality of the services provided by IP “Kvartirny Vopros”, but is intended to ensure the guaranteed elimination of all shortcomings in the production process that significantly affect the quality of the product.

All production processes that can significantly affect the quality of the finished product must be documented, personal responsibility must be determined for compliance with established rules, and compliance of real processes with documented requirements must be regularly checked.

senior management involvement. One of the main tasks of top management is the need to take into account quality requirements at the earliest stages of the formation of a quality management system, as well as the need to constantly stimulate employees to achieve high standards of quality of products and services;

consumer involvement. The consumer, as the source of needs, must communicate his needs to the manufacturer. In turn, the manufacturer should be interested in these needs, since ultimately the final product is formed by the consumer, since he is sure that since he needs something, there will definitely be someone who benefits from producing it;

development of products (services) taking into account quality requirements. Often, the development of products (technologies for providing services) is carried out not only without taking into account consumer requirements, but also without taking into account the requirements for product quality, but is based on what products (services) can actually be produced;

development of production processes taking into account the requirements for their quality. Enterprise standards must clearly distinguish between factors that are uncontrollable and factors such as improper operation of equipment, poor-quality materials, non-compliance with the technological process, and non-compliance by employees with their job duties.

One of the objectives of the management system is to eliminate controllable negative factors during the implementation process and minimize the impact of uncontrollable factors on production processes or to ensure that:

uncontrollable factors did not arise in general;

control of production processes to achieve quality;

mutually beneficial relationships with suppliers. Individual Entrepreneur "Kvartirny Vopros" must have clear procedures for selecting suppliers and pursue its policies in such a way as to develop partnerships with them;

after-sales service is an important element of the quality management system;

involvement of employees of IP “Kvartirny Vopros” in the quality management process. Enterprise employees must be properly trained, organized, and motivated to provide these services. Common methods of involving employees in the quality management process are: creating quality circles, awarding bonuses for innovation proposals, holding production meetings dedicated to improving the provision of services;

commitment to continuous improvement of processes based on achieved results. Continuous improvement is possible through continuous monitoring of process quality assessments, testing the quality of services of several similar services in order to identify the most optimal solutions and widely practiced informal exchange of experience.

In conclusion, I would like to note that the management of IP “Kvartirny Vopros” bears the main responsibilities for implementing, maintaining and improving the quality management system. The manager must complete a cycle of activities from setting goals to creating an environment for employees in which they could be fully involved in achieving the goals of the enterprise.

There are many obstacles in the Russian market that hinder the implementation of quality management systems at enterprises. In most cases, the reason is the lack of professionalism of managers, reluctance and lack of understanding of the need to implement the system, as well as a host of other factors.

Since quality is influenced by many factors in the process of development, production and use of products, at all these stages quality costs arise, which have a different nature, economic content, purpose, causes and place of occurrence.

As part of the total costs of quality, there are three main groups of costs:

preventive or precautionary;

control costs;

internal and external costs and losses arising from defects, defects and inconsistencies.

Each of them includes several elements.

Product quality depends on all elements of the production process, on the quality of work at all stages of reproduction, the effective use of all types of resources and other factors.

By choosing a strategy for the high quality of its products and its focus on a specific consumer as a priority for its current activities, the company achieves great success in the market. This approach is aimed at fulfilling the mission of the enterprise, which ensures its development and coordinates its activities in accordance with changes in the external environment and market conditions.

Conclusion

Based on the analysis of the organizational and economic characteristics of the enterprise IP “Kvartirny Vopros”, it can be concluded that the enterprise in 2012 worsened its financial condition due to a decrease in the volume of production activities. The debt to equity ratio is too unequal - 90:10 (2012). This indicates the large financial dependence of the enterprise on external creditors. In the case of IP “Kvartirny Vopros”, by 2012, funds in accounts receivable began to make 8 turnovers per year instead of 73 in 2010, that is, the turnover decreased almost tenfold. At the same time, its repayment period increased from 3 days in 2010 to 28 days in 2012. If for every ruble invested in current assets, the enterprise received 17 kopecks in 2010. profit, then by 2012 - only 5 kopecks. Investments in non-current assets brought 98 kopecks. income in 2010, and by 2012 the value of this indicator decreased to 12 kopecks. For every ruble of revenue received, the individual entrepreneur “Kvartirny Vopros” received 11 kopecks in 2010. profit, in 2012 - 10 kopecks.

All this indicates, although insignificant, a decrease in the efficiency of financial and economic activities.

Accounts payable over the course of three years decreased by half or by 998.0 thousand rubles, which exceeds the absolute decrease in cash, i.e. we can conclude that the enterprise IP “Kvartirny Vopros” had surplus funds that did not participate in turnover, that is, they were “frozen.” The growth of accounts receivable was almost 8 times, which in absolute terms amounted to 6648.0 million rubles. is a completely unacceptable negative fact. The diversion of such an amount from the turnover of an enterprise has a negative impact on the turnover of its assets, especially since there is always a risk that buyers will not return the money.

Funds are used mainly to pay for goods. The share of such expenses by year is 69.1%, 67.3%, 77.9%. If we add labor costs to these expenses (the result is 71.9%, 81.9%, 83.1%), then the proceeds from the sale of products will be enough to produce them. This indicates the normal functioning of the organization.

It should be immediately noted that the enterprise under study does not carry out any financial or investment activities; in 2010 alone, the enterprise invested 677.0 thousand rubles in terms of investment activities. in the acquisition of fixed assets.

In general, over the three years under study, the overall financial result of the enterprise’s activities was profit. During 2010-2012. There was an upward trend in total net cash flow, but it decreased in 2010. This happened as a result of a decrease in the total amount of revenue from the sale of goods, works, and services. Undoubtedly, this is a negative fact in the financial and economic activities of the enterprise. The share of net cash flow from core activities was in 2010-2012. 8.77%, 11.42%, 9.11%, and 10.56% respectively.

List of sources and literature used

1.Aristov O.V. Quality management: Proc. for university students studying special education. “Organization Management” / O.V. Aristov. - M.: INFRA-M, 2008. - 237 p.

2. Basovsky L.E., Protasyev V.B. Quality management: Textbook. - M.: INFRA-M, 2010. - 212 p.

Voloshin D.A. Benchmarking - an element of an effective management accounting system // Audit statements. - 2008. No. 1. - P. 74 - 78.

Generalova S. Formation of competitive potential using the benchmarking method // Problems of theory and practice of management. - 2009. No. 1. - P. 16 - 21.

Gerasimov B.I. Quality management: Textbook / B.I. Gerasimov, N.V. Zlobina, S.P. Spiridonov. - 2nd ed., erased. - M.: KNORUS, 2009. - 272 p.

Gribov V.D., Gruzinov V.P. Enterprise Economics: Textbook. Workshop. - 3rd ed., revised. and additional - M.: Finance and Statistics, 2008. - 336 p.

Efimov V.V. Quality management tools and methods: Textbook / V.V. Efimov. - M.: KNORUS, 2008. - 232 p.

Quality in the 21st century. The role of quality in ensuring competitiveness and sustainable development / Ed. T. Conti, E. Kondo, G. Watson / Translated from English. A. Raskin. - M.: RIA "Standards and Quality", 2010. - 364 p.

Magomedov Sh. Koichakaev I. The quality of a product in assessing its consumer value // Marketing. - 2008. No. 1. - P. 39 - 46.

Minko E.V., Krichevsky M.L. Quality and competitiveness. - St. Petersburg: Peter, 2009. - 268 p.

Mironov M.G. Quality management: Textbook. - M.: TK Welby, Prospekt Publishing House, 2010. - 288 p.

Mikhailova E.A. Basics of benchmarking. - M.: Yurist, 2008. - 110 p.

May Margaret. Transformation of the finance function: trans. from English - M.: INFRA-M, 2010. - 232 p.

Nemtsev A.D., Syardova O.M. Product quality as the basis for increasing the competitiveness of the regional economy // Bulletin of the Samara State Economic University. - 2008. No. 6. - pp. 121 - 129.

Nikiforov A.D. Quality management: Textbook for universities / A.D. Nikiforov. - M.: Bustard, 2009. - 720 p.

Nikolic M., Nikolic B., Vukonyanski E. Quantitative approach to benchmarking: ensuring the selection of optimal strategic actions // Russian Journal of Management. - 2009. Volume 5, No. 2. - P. 29 - 44.

Okrepilov V.V. Quality management: Proc. for universities / V.V. Okrepilov. - 2nd ed., add. and processed - M.: Economics, 2010. - 639 p.

Ostrovskaya V.I. Conceptual model of organizing the benchmarking process at retail enterprises // Regional Economics. - 2008. No. 5. - P. 44 - 49.

Panyukova V. Benchmarking technologies, or legal exchange of secrets // Russian trade. - 2009. No. 7-8. - P. 64 - 66.

Rampersad Hubert K. Total quality management: personal and organizational changes / Transl. from English - M.: ZAO "Olymp-Business", 2010. - 256 p.

Safronov N.A. Economics of organization (enterprise): Textbook for students. /ON THE. Safronov. - M.: Economist, 2008. - 250 p.

Standardization and product quality management: Textbook for universities / V.A. Shvandar, V.P. Panov, E.N. Kupryakov and others; Ed. prof. V.A. Shvandara. - M.: UNITY-DANA, 2009. - 487 p.

Starikov V.V. Benchmarking - the path to perfection // Marketing in Russia and abroad. - 2009. No. 4. - P. 12 - 18.

Quality improvement strategy // Fatkhudinov R.A. Strategic management. - M.: Economics, 2008. - P. 264 - 302.

Uvarov V.V. Benchmarking as a modern method of business management // Management in Russia and abroad. - 2010. No. 4. - P. 35 - 42.

Quality management // Vesnin V.R. Management. - M.: Prospekt, 2008. - P. 394 - 405.

Quality management // Godin A.M. Marketing: a textbook for university students studying economics. specialist. - 3rd edition revised. and additional - M.: Dashkov and K, 2007. - 759 p.

Quality and competitiveness management // Ivanov I.M. Corporation management. - M.: UNITY-DANA, 2009. - P. 222 - 253.

Product quality management at the enterprise // Directory of the enterprise director. - M.: INFRA-M, 2008. - P. 521 - 550.

Fedyukin V.K., Durnev V.D., Lebedev V.G. Methods for assessing and managing the quality of industrial products: Textbook. - M.: Information and Publishing House "Filin", Rilant, 2010. - 328 p.

Shestakov A.L., Maslov D.V. Anti-business management or how not to destroy a business while improving its quality. - M.: Publishing house DMK-press, Omega-L, 2009. - 208 p.

Shchadrin A.D. Quality management. From basics to practice. - M.: LLC. MTK "Track", 2010. - 2nd ed., revised. - 360 s.

33. Enterprise economics: Textbook for universities / Ed. prof. V.Ya. Gorfinkel, prof. V.A. Shvandara. - 4th ed., revised. and additional - M.: UNITY-DANA, 2009. - 670 p.

Economics of an enterprise (firm): Textbook / Ed. prof. O.I. Volkova and Assoc. O.V. Devyatkina. - 3rd ed., revised. and additional - M.: INFRA-M, 2005. - 601 p.

GRADUATE WORK

“Product quality management at the enterprise”
CONTENT

Introduction 5

1. Theoretical foundations of product quality management 10

1.1. Product quality as an object of management 10

1.3. Modern trends in quality management in foreign and

domestic practice 24

2. Analysis of the activities of the enterprise OJSC “Zhelezobeton” 33

2.1. Systematic approach to product quality management at an enterprise

JSC "Zhelezobeton" 33

2.2. Organization of development of quality management systems at the enterprise 44

2.4. Implementation of a quality management system at the enterprise

JSC "Zhelezobeton" 55

Conclusion 61

List of sources used 62

Introduction

Relevance The theme is that in a market economy, the problem of ensuring product quality by manufacturing enterprises is fundamental.

One of the most important factors in increasing production efficiency is improving the quality of products or services provided. Improving the quality of 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 a country and is a decisive factor in increasing its national wealth.

Purpose This work is to find out how the process of product quality management occurs in an enterprise.

Based on the purpose of this work, the following follows: tasks :

1. Consider the theoretical foundations of product quality management at an enterprise;

2. Develop the main directions for improving product quality management at the enterprise

Product quality is one of the most important criteria for the functioning of an enterprise in a relatively saturated market and prevailing non-price competition. Increasing the technical level and quality of products determines the pace of scientific and technological progress and the growth of production efficiency in general, and has a significant impact on the intensification of the economy, the competitiveness of domestic goods and the living standards of the country's population.

The growth of the technical level and quality of products is currently the most characteristic feature of the work of enterprises in industrialized countries. In conditions of prevailing non-price competition and a saturated market, it is the high quality of products that serves as the main success factor.

The quality of products can rightfully be considered one of the most important criteria for the activities of any enterprise. It is the improvement in product quality that determines the degree of survival of a company in market conditions, the pace of scientific and technological progress, the growth of production efficiency, and the savings of all types of resources used in the enterprise.

An increase in the production of high-quality products by Russian enterprises should ultimately lead to an intensification of the economy, an increase in the living standards of the population, and an increase in the competitiveness of Russian goods in the domestic and world markets. Modern enterprises need to learn how to more effectively use economic, organizational and legal levers of influence on the process of forming, ensuring and maintaining the required level of quality at all stages of the product life cycle.

Product quality management at an enterprise is discussed in the scientific works of T. A. Salimova, S. D. Ilyenkova, I. A. Dubrovin and others.

1 Theoretical foundations of product quality management at an enterprise as a factor in increasing their competitiveness

1.1. Product quality as an object of management

The problem of quality is the most important factor in improving living standards, economic, social and environmental security. Quality is a complex concept that characterizes the effectiveness of all aspects of activity: strategy development, production organization, marketing, etc.

Management in the broadest sense of the word is the purposeful coordination of social reproduction. Moreover, in this coordination it is necessary to distinguish between the control of machines, mechanisms and processes. In addition, society is governed by people who, as the main creative force of society, learn and use the laws of nature and society in the process of production, distribution, exchange and consumption of material goods. Therefore, management was defined as a targeted influence on groups of people to organize and coordinate their activities in the production process.

Currently, various information sources contain diverse definitions of the term “management”, that is, management is a concept in a general sense.

Product quality management is a process that includes identifying the nature and volume of needs for products, assessing the actual level of product quality, developing, selecting and implementing measures to ensure the planned level of product quality.

By the end of the 1980s, it became clear that to talk only about product quality management means to mean a tenth of the entire variety of objects whose quality management needs to be discussed in modern conditions. In this regard, the concept of “quality management” was standardized. The international standard ISO 8 402 has defined quality management as “the methods and activities of an operational nature used to satisfy quality requirements.” However, this definition does not reflect the real essence of quality management. After reading it, a logical question arises: why does quality management include only operational measures and does not address strategic aspects? Pointing to the operational nature of the measures, the authors of the standard emphasize that these are those methods and actions that are implemented in the current period of time, while the permissible duration of this period is not determined. In fact, it turns out that actions that go beyond its limits cannot be attributed to quality management.

Of course, in quality management activities there are actions that can and should be performed promptly (for example, eliminating inconsistencies identified during a specific technological operation). But at the same time, quality management must necessarily include strategic aspects, without the development of which operational activities are impossible.

In modern conditions, quality management represents a certain strategy and tactics not only for survival, but also for the further prosperity of society as a whole, specific organizations and each person. Moreover, all the terms and approaches to management given above fully apply to quality management.

Quality management also arose as an objective need of humanity, initially for a high-quality product and technology, for highly qualified personnel, and then as a need for a decent quality of life. Many domestic experts currently believe that the source of management in general and quality management in particular is the F. Taylor system. Indeed, it was the “father of scientific management” who paid close attention to the need to take into account the variability of the production process, appreciated the importance of its control and, if possible, elimination. Taylor's system included the concepts of upper and lower quality limits, tolerance ranges, introduced measuring instruments such as templates and gauges, and also substantiated the need for an independent position of quality inspector, a system of fines for “defect makers,” forms and methods of influencing product quality.

Over time, ideas about quality management included more and more new elements and required increased integration of the activities of various services and divisions of the organization. The concept of TQM - total quality management - appears and develops. At the same time, management begins to be divided into functional components, and in theoretical terms it appears as management by objectives. The main idea of ​​this concept is to structure and deploy goals, and then design a system of organization and motivation to achieve these goals.

Quality management refers to the influence on the production process in order to ensure the required product quality. This understanding of management includes three elements: the subject of management (who influences), the object of control (what the influence is directed at) and the process of influence itself. After identifying the control object (production process), you can consider the impact process itself - the “mechanism”, “technology” of quality management.

Like any management process, quality management is carried out through the implementation of management functions. To build the concept of quality management, the process approach to management is of particular importance as one of the approaches considered in management theory. This approach allows us to organize and present quality management as a continuous chain of logically interconnected functions that influence production to ensure quality. Having determined the composition of the functions, you can formulate a concept and build a visual conceptual model of quality management, and then, in accordance with it, outline the methods for performing each function (quality management methodology).

When using the process approach in enterprise management, the following functions are used: concluding transactions, decision making, planning, organization, motivation, personnel selection, management, control, communication (information), research, evaluation, coordination, etc.

4. Enterprise management system

4.5. Enterprise quality management

4.5.2. Organization of quality management at the enterprise

Quality management is aimed, first of all, at ensuring the competitiveness of the enterprise, i.e. its ability to maintain and expand markets. In this case, the leading link is the quality of the products (Fig. 4.23). Quality – is a set of properties and characteristics of a product that give it the ability to satisfy conditional or anticipated needs, and property is called the objective ability of a product, which can manifest itself during its creation, operation, consumption or disposal.

Quality management systems at the enterprise have a multifaceted nature of activity. This includes constant training and retraining of personnel, working with consumers and suppliers, updating products and technologies, etc. One of the most important elements of the quality management system is product quality management mechanism– a set of interrelated objects and subjects of management, used principles, methods and functions of management at various stages of the product life cycle and levels of quality management. The composition of the elements of this subsystem is shown in Fig. 4.24.

Rice. 4.23. The place of product quality among competitiveness factors

As can be seen from the list above, the grouping of elements of the quality management mechanism is based on the identification of general management functions (general subsystems), specific elements directly related to activities in the field of quality (special subsystems) and supporting subsystems. Coordination of activities in all these areas is assigned to the highest level of enterprise management, including the head of the enterprise.

In large and medium-sized enterprises, as a rule, quality management is allocated functionally and assigned to the director (deputy director) for quality, who is responsible for the effective functioning and development of the quality management mechanism. But it is important to understand that, based on the principles of total quality management, all members of the enterprise team should be involved in the quality management process.

Rice. 4.24. Composition of elements of the product quality management mechanism

General quality management subsystems

General quality management subsystems at the enterprise are assigned to top management and must ensure the comprehensive implementation of general management functions aimed at continuous improvement of the enterprise's activities.

The key element here is planning. Under quality management process planning understand the establishment of reasonable tasks for all services and divisions of the enterprise aimed at improving the quality parameters of their activities and interaction. This approach is based on the fact that product quality is the result of the interaction of all employees of the enterprise, all processes of its creation and delivery to the consumer.

Quality management planning is based on the policy developed at the enterprise. The quality policy can be formulated as a principle of the enterprise or a long-term goal of planned activities and should include:

· improving 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 consumer requirements of certain industries or regions;

· development of products whose functionality is implemented on new principles;

· improvement of the most important indicators of product quality;

· reducing the level of defects in manufactured products;

· increasing the warranty period for products;

· service development.

One of the most important areas of planned work in the field of quality management is planning the quality of products. Under product quality planning refers to the establishment of reasonable targets for its release with the required values ​​of quality indicators at a given moment or during a given time interval. Planning for quality improvement should be based on scientifically based forecasting of the needs of the domestic and foreign markets. At the same time, the use of data on the results of product operation, generalization and analysis of information on the actual level of its quality play a major role in the correct justification of quality improvement plans.

The effectiveness of quality improvement planning must be ensured by the fact that it is carried out at different levels of management and stages of the product life cycle, including design, production and operation. Quality improvement plans must be supported by the necessary material, financial and labor resources, and planned indicators and quality improvement activities must be carefully justified by cost-effectiveness calculations.

The list of main tasks for planning to improve product quality includes:

· ensuring the release of products with maximum compliance of their properties with existing and future market needs;

· achieving and exceeding the technical level and quality of the best domestic and foreign samples;

· establishing economically optimal targets for improving product quality from the point of view of their resource provision and consumer requests;

· improving the structure of manufactured products by optimizing their size range;

· increasing the output of certified products;

· improvement of individual consumer properties of already manufactured products (reliability, durability, efficiency, etc.);

· timely replacement, production reduction or discontinuation of obsolete and uncompetitive products;

· ensuring strict compliance with the requirements of technical regulations, standards, technical conditions and other regulatory documentation, timely implementation of newly developed and revision of outdated standards;

· development and implementation of specific measures to ensure the achievement of a given level of quality;

· increasing the economic efficiency of production and using products of improved quality.

Subjects of product quality planning Ultimately, there are various activities and indicators that reflect both the individual properties of the product and the various characteristics of the quality management system and processes.

The quantitative characteristic of one or more properties of a product that make up its quality is called indicator of product quality. The set of product quality indicators can be classified according to the following criteria:

· by the number of characterized properties (single, complex and integral indicators);

· in relation to various product properties (indicators of reliability, manufacturability, ergonomics, etc.);

· by stage of determination (design, production and operational indicators);

· by determination method (calculated, statistical, experimental, expert indicators);

· by the nature of use to assess the level of quality (basic and relative indicators);

· by the method of expression (dimensional indicators and indicators expressed in dimensionless units of measurement, for example, points, percentages).

These indicators are reflected in specific tasks for improving product quality, in plans for research and development work, standardization and metrological support, implementation of quality management systems, technical development of the enterprise, personnel training, etc.

Planning to improve product quality at the enterprise as a whole should always be supplemented by in-production planning. In this case, generalizing, single and complex quality indicators can be used, which are differentiated taking into account the features of planning by its types (prospective, current) and management levels (enterprise, workshop, site, department).

When drawing up quality improvement plans for each structural unit, one should proceed from the level of quality indicators approved in the enterprise plan and the ability of the units to influence them. That's why for structural units enterprises, depending on their specifics, need to set specific tasks to improve product quality and work quality, which must be clearly linked to the subsequent assessment and stimulation of their production and economic activities.

Plans of the main workshops must contain tasks to improve the quality of blanks, parts and assembly units in accordance with the production process of a given workshop. For example, these could be tasks to increase the accuracy and cleanliness of processing, to expand the production of parts with special types of coatings, to master the production of new products.

For assembly shops of enterprises, it is advisable to plan: the main indicators of product quality, which are established at the enterprise level: the level of delivery of products from the first presentation; reduction of losses from defects and complaints. The last two indicators can be used for machining shops, sections and teams. For these workshops, it is also advisable to plan a reduction in the number of returns of parts and assemblies from consumer workshops.

For each auxiliary production workshop It is advisable to plan both indicators and activities, the implementation of which should ensure high quality products in the main production shops. For example, for a mechanical repair shop, the most important indicator may be the share of equipment (in the total volume of repaired machines and machines) that has achieved the specified technological accuracy after repair.

If the quality of products and the quality of work of workshops cannot be expressed by a relatively small number of indicators, then it is advisable to use quality coefficients, the level of which depends on the implementation of a large number of measures to improve the quality of manufactured products. For individual workshops of the enterprise, based on their specifics, their own criteria for improving quality and corresponding standards for changing indicators are established.

Along with plans for workshops and areas to improve product quality, it is advisable to develop related plans for functional departments and services.

The plans of design departments may include tasks for the development of new types of products, improving the quality indicators of products subject to modernization, increasing the level of aggregation and unification, etc.

For the departments of the chief technologist, chief mechanic, etc., it is advisable to plan activities that meet the profile of these departments. For example, the department plan of the chief technologist should contain tasks for the introduction of modern technological processes, elimination (reduction) of defects, equipping production with various devices, models, etc.

It should be noted that the object of in-production planning can be the quality of production and the quality of work. In workshops, this is the share of products delivered from the first presentation, reducing losses from defects, reducing the number of complaints and returns of products from consumer workshops. In design and engineering services - delivery of documentation on first presentation and the percentage of return of technical documentation for revision. In the technical control department - reduction in the number of complaints, the state of control and measuring equipment, etc.

The required level of product quality can be jointly established (i.e. planned) by its manufacturer and consumer in the contract. Various aspects of establishing, ensuring and monitoring the level of product quality in agreements and contracts of various types are regulated by current legislation (Civil Code of the Russian Federation. Part II; Criminal Code of the Russian Federation; Law of the Russian Federation “On the Protection of Consumer Rights” and other documents).

When planning the required level of product quality in agreements and contracts, it is necessary to take into account that its determination can be carried out in the following ways: according to standards, according to technical descriptions, according to samples, catalogs and projects of the seller. These data are an integral part of the contract.

Process of organization, coordination and regulation fulfillment of planned targets is carried out by the heads of departments responsible for the relevant sections of the quality improvement plan.

The system of control and monitoring of the implementation of quality improvement plans requires special attention from management. Control is the process of determining and evaluating information about deviations of actual values ​​from given values ​​or their coincidence and the results of analysis. It must be emphasized that quality control carried out by the relevant departments of enterprises is primary (preceding in time) in relation to control by other quality management entities.

The subject of control can be not only executive activities, but also the work of the manager. Control information is used in the process of performing all management functions. Therefore, planning and control are currently being combined into a single management system (Controlling): planning, control, reporting, management.

The control process must go through the following stages:

1. Definition of the control concept (comprehensive control system “Controlling” or private checks);

2. Determining the purpose of control (decision on the feasibility, correctness, regularity, effectiveness of the management process);

3. Planning the inspection:

a) objects of control (potentials, methods, results, indicators, etc.);

b) verifiable standards (ethical, legal, production, etc.);

c) subjects of control (internal or external control bodies);

d) control methods;

e) scope and means of control (full, continuous, selective, manual, automatic, computerized);

f) timing and duration of inspections;

g) sequence, methods and tolerances of inspections.

4. Determination of actual and prescribed values.

5. Establishing the identity of discrepancies (detection, quantification).

6. Developing a solution, determining its weight.

7. Documenting the solution.

9. Communication of the decision (oral, written report).

10. Evaluation of the solution (analysis of deviations, localization of causes, establishment of responsibility, investigation of correction possibilities, measures to eliminate deficiencies).

Types of control are distinguished by the following characteristics:

1. According to the affiliation of the subject of control to the enterprise:

· internal;

· external.

2. Based on the basis for control:

· voluntary;

· in law;

· according to the Charter.

3. By object of control:

· process control;

· control over decisions;

· control over objects;

· control over results.

4. By regularity:

· systemic;

· irregular;

· special.

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

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

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

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

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

Technical control of the quality of products and the processes of their creation at enterprises is carried out by technical control departments (QCD), which are functionally linked only to the quality management system, as a rule, to the director (deputy director) for quality. Quality Control Departments have divisions of general plant competence (as a rule, they are specialized in certain types of activities - control of products, incoming components, analysis of the causes of defects, complaints, etc.) and technical control bureaus in the workshops of the enterprise, which carry out direct and independent control of the progress of the production process. Main tasks of technical control are to ensure the release of high-quality products in accordance with technical regulations, standards and specifications, identifying and preventing defects, and taking measures to further improve the quality of products.

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

An integral part of the general quality management subsystems is motivation, stimulating staff work to constantly improve the quality of their activities, products and general production culture.

There are fundamentally two forms of motivation – external and internal.

Extrinsic motivation is a means to achieve a goal, for example, to earn money, gain recognition, or occupy a higher position. Moreover, it can be used in two directions: as an incentive when expecting benefits - the principle of hope; as a means of pressure when expecting shortcomings - the principle of fear.

Extrinsic motivation directly influences behavior, but its effectiveness is limited as long as it is perceived as incentive or pressure.

Intrinsic motivation– this is an understanding of meaning, conviction. It arises if the idea, goals and objectives, and the activity itself are perceived as worthy and appropriate. In this case, a specific state is created that determines the direction of actions, and behavior will become the result of a corresponding internal attitude, and this is true not only for humans. Many organizations began to create a quality system due to external motivation: hopes for competitive advantages and strengthening their position in the market, fear of product failure to meet future quality standards and loss of the market created its basis.

Other companies decide to implement a quality philosophy based on the belief that preventing defective products should be their principle position in the world of production. This position is true for many areas of life. In this case we are talking about internal motivation. Intrinsic motivation is present when an idea, task, or activity is perceived as worthwhile and worthwhile. You need to feel responsible for this and be able to predict the results. Then the behavior will become a result resulting from the corresponding attitude.

The importance of extrinsic motivation for work is great. Intrinsic motivation is becoming more and more important in today's manufacturing world. It is important because of its long-term impact on job performance and work attitudes. Its influence is stronger the higher and more varied the requirements for the content of the work, the more the person’s internal state corresponds to it.

In quality management staff motivation– this is an incentive for employees to actively work to ensure the required quality of products. Motivation is based on the principle of providing employees with opportunities to achieve personal goals through a conscientious attitude to work. Motivation in management is associated primarily with a skillful combination of management methods and the formation of the most effective leadership style. It is implemented in the process and forms of hiring, contract terms, the system of payment and incentives, advanced training and is the foundation of any organization, which largely determines its competitiveness.

To date, there have been quite a few approaches to motivating people in the interests of the enterprise, its image and, of course, the quality of its products. In quality management, the nature of people's motivation shifts from the dominance of organizational, managerial and economic methods towards socio-psychological management methods, the transition from dictatorial leadership styles towards participatory ones. The most characteristic signs of such shifts are illustrated by U. Ouchi’s theory, developed on the basis of the experience of leading companies in the USA, Europe and Japan (Table 4.5).

Table 4.5

For sustainable motivation, the combination of different types of rewards for people for positive results or processes of their activities is of great importance. In management, at least 8 methods of reward are used: money, approval, action (for example, providing shares of your enterprise), reward with free time, mutual understanding and interest in the employee, career advancement, providing independence and favorite work, prizes.

Special subsystems of the quality management mechanism at the enterprise.

Quality management as a private management function has its own specific subsystems - testing, defect prevention, standardization and conformity assessment (including certification and certification of products).

Tests are a special type of control of the most important parts and assemblies, as well as finished products. Testing is the determination or study of one or more characteristics of a product under the influence of a set of physical, chemical, natural or operational factors and conditions. Tests are carried out according to appropriate programs. Depending on the purpose, there are the following main types of tests:

· preliminary tests – tests of prototypes to determine the possibility of acceptance tests;

· acceptance tests – tests of prototypes to determine the possibility of putting them into production;

· acceptance tests – tests of each product to determine the possibility of its delivery to the customer;

· periodic tests – tests that are carried out once every 3-5 years to check the stability of the production technology;

· type tests – tests of serial products after significant changes have been made to the design or technology.

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

Destructive methods include the following tests:

· tensile and compression tests;

· impact tests (explosion);

· tests under repeatedly variable loads;

· hardness tests.

Non-destructive methods include:

· magnetic (magnetographic methods);

· acoustic (ultrasonic flaw detection);

· radiation (flaw detection using X-rays and gamma rays);

· organoleptic (visual, auditory, etc.).

Work on product quality management is based on marriage prevention system. This is manifested in the operation of all subsystems and especially in the technical control subsystem.

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

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

Thirdly, the reliable operation of the quality control service creates the necessary prerequisites for eliminating duplication and parallelism in the work of other services of the enterprise, reducing the volume of information processed by them, releasing many qualified specialists engaged in double-checking products accepted by the technical control service of the enterprise, significantly reducing the number of disagreements having place in assessing the quality of products by various control subjects, reducing the costs of technical control and increasing its efficiency. A typical diagram of the marriage prevention system is shown in Fig. 4.25.

An important element in quality management systems is standardization – rule-making activity that finds the most rational norms and then enshrines them in normative documents type of standard, instructions, methods and requirements for product development, i.e. This is a set of tools that establish compliance with standards.

Standardization is one of the most important elements of the modern mechanism for managing the quality of products (works, services). According to the International Organization for Standardization (ISO), standardization - the establishment and application of rules in order to streamline activities in certain areas for the benefit and with the participation of all interested parties, in particular to achieve overall optimal savings while complying with functional and safety requirements.

According to the law on technical regulation standardization– activities to establish rules and characteristics for the purpose of their voluntary repeated use, aimed at achieving order in the areas of production and circulation of products and increasing the competitiveness of products, works or services.

Rice. 4.25. System for preventing defects at the enterprise

Standard– a document in which, for the purpose of voluntary repeated use, the characteristics of products, rules for implementation and characteristics of the processes of production, operation, storage, transportation, sale and disposal, performance of work or provision of services are established. The standard may also contain requirements for terminology, symbols, packaging, markings or labels and rules for their application. Standard – This is a regulatory and technical document on standardization, establishing a set of rules, norms, requirements for the object of standardization and approved by the competent authority. Standards are presented in the form of documents containing certain requirements, rules or norms . These are also the basic units of measurement or physical constants (for example, meter, volt, ampere, Kelvin absolute zero, etc.). Standards include all items for physical comparison: state primary standards of units of length, mass, strength, etc.

Standardization is carried out for the purposes of:

· increasing the level of safety of life or health of citizens, safety of property of individuals or legal entities, state or municipal property, environmental safety, safety of life or health of animals and plants and promoting compliance with the requirements of technical regulations;

· increasing the level of safety of facilities, taking into account the risk of emergencies of a natural and man-made nature;

· ensuring scientific and technological progress;

· increasing the competitiveness of products, works, services;

· rational use of resources;

· technical and information compatibility;

· comparability of research (test) and measurement results, technical and economic-statistical data;

· interchangeability of products.

Standardization is carried out in accordance with the principles:

· voluntary application of standards;

· maximum consideration when developing standards of the legitimate interests of interested parties;

· application of an international standard as the basis for the development of a national standard, except in cases where such application is considered impossible due to the inconsistency of the requirements of international standards with the climatic and geographical features of the Russian Federation, technical and (or) technological features or for other reasons, or the Russian Federation in accordance with established procedures opposed the adoption of an international standard or a particular provision thereof;

· inadmissibility of creating obstacles to the production and circulation of products, performance of work and provision of services to a greater extent than is minimally necessary to achieve the goals of standardization;

· inadmissibility of establishing standards that contradict technical regulations;

· providing conditions for uniform application of standards.

The current standardization system allows us to develop and maintain up to date:

· unified technical language;

· unified series of the most important technical characteristics of products (tolerances and fits, voltages, frequencies, etc.);

· standard size ranges and standard designs of products for general machine-building applications (bearings, fasteners, cutting tools, etc.);

· system of classifiers of technical and economic information;

· reliable reference data on the properties of materials and substances.

Modern standardization is based on the following methodological provisions formation of standards: consistency; repeatability; variation; interchangeability.

Systematic principle defines a standard as an element of a system and ensures the creation of systems of standards interconnected by the essence of specific standardization objects. Consistency is one of the requirements for standardization activities, which involves ensuring mutual consistency, consistency, unification and eliminating duplication of standard requirements.

Repeatability principle means defining a range of objects to which things, processes, relationships are applicable that have one common property - repeatability in time or space.

The principle of variation in standardization means the creation of a rational variety (ensuring a minimum of rational varieties) of standard elements included in the object being standardized.

The principle of interchangeability provides (in relation to technology) the possibility of assembling or replacing identical parts manufactured at different times and in different places.

To achieve social and technical and economic goals, standardization fulfills certain Features:

1. The function of ordering - overcoming the unreasonable variety of objects (inflated product range, unnecessary variety of documents) comes down to simplification and limitation.

2. Security (social function) – ensuring the safety of consumers of products (services), manufacturers and the state, uniting the efforts of mankind to protect nature from the technogenic impact of civilization.

3. The resource-saving function is determined by the limited material, energy, labor and natural resources and consists in establishing reasonable restrictions on the expenditure of resources in regulatory documents.

4. The communicative function ensures communication and interaction between people, in particular specialists, through personal exchange or the use of documentary means, hardware systems and message transmission channels. This function is aimed at overcoming barriers to trade and promoting scientific, technical and economic cooperation.

5. The civilizing function is aimed at improving the quality of products and services as components of the quality of life.

6. Information function. Standardization provides material production, science, technology and other areas with regulatory documents, standards of measures, product standards, product catalogs, product catalogs as carriers of valuable technical and management information.

7. The function of rule-making and law enforcement is manifested in the legitimation of requirements for objects of standardization in the form of a mandatory standard (or other regulatory document) and its universal application as a result of giving the document legal force.

The main task of standardization– creation of a system of normative and technical documentation that defines progressive requirements for products manufactured for the needs of the national economy, population, national defense, export, as well as monitoring the correct use of this documentation.

The main tasks of standardization are:

1) ensuring mutual understanding between developers, manufacturers, sellers and consumers (customers);

2) establishing optimal requirements for the range and quality of products in the interests of the consumer and the state, including ensuring their safety for the environment, life, health and property;

3) establishing requirements for compatibility (structural, electrical, electromagnetic, information, software, etc.), as well as interchangeability of products;

4) coordination and coordination of indicators and characteristics of products, their elements, components, raw materials and supplies;

5) unification based on the establishment and application of parametric and standard size series, basic designs, structurally unified block-modular parts of products;

6) establishment of metrological norms, rules, regulations and requirements;

7) regulatory and technical support for control (testing, analysis, measurements), certification and assessment of product quality;

8) establishing requirements for technological processes, including in order to reduce material intensity, energy intensity and labor intensity, and ensure the use of low-waste technologies;

9) creation and implementation of classification and coding systems for technical and economic information;

10) regulatory support for interstate and state socio-economic and scientific-technical programs (projects) and infrastructure complexes (transport, communications, defense, environmental protection, habitat control, public safety, etc.);

11) creation of a cataloging system to provide consumers with information about the nomenclature and main indicators of products;

12) assistance in the implementation of the legislation of the Russian Federation by methods and means of standardization.

The standardization action mechanism consists of four stages:

1. Selection of the object of standardization (systematic, repeating objects).

2. Modeling of a standardization object (abstract model of a real object).

3. Model optimization (optimal model of the object being standardized).

4. Standardization of the model (development of a regulatory document based on a unified model).

Standardization methods– this is a technique or a set of techniques with the help of which the goals of standardization are achieved. Standardization is based on general scientific and specific methods. General scientific methods include the ordering of standardization objects and parametric standardization.

Ordering of standardization objects – a universal method in the field of standardization of products, processes and services. Streamlining as diversity management is primarily associated with diversity reduction. The result of streamlining work is, for example, restrictive lists of components for the final finished product; albums of standard product designs; standard forms of technical, managerial and other documents. Ordering as a universal method consists of separate components:

a) systematization objects of standardization consists in a scientifically based, consistent classification and ranking of a set of specific objects of standardization (an example is the All-Russian Classifier of Industrial and Agricultural Products - OKP, which systematizes all commercial products in the form of various classification groupings and specific product names);

b) selection objects of standardization - activity consisting in the selection of such specific objects that are considered appropriate for further production and use in social production;

c) simplification– activity consisting in identifying specific objects that are recognized as inappropriate for further production and use in social production;

d) typing standardization objects - activities to create standard (exemplary) objects - structures, technological rules, documentation forms;

e) optimization standardization objects is to find the optimal main parameters (target parameters), as well as the values ​​of other indicators of quality and efficiency.

Parametric standardization is based on the ordering of standardization objects by compiling parametric series of product characteristics, processes, classifiers, etc.

Among the main Specific methods of standardization include unification, aggregation, comprehensive and advanced standardization.

Under unification understand actions aimed at reducing the unjustified variety of various products, parts, assemblies, technological processes and documentation to a technically and economically justified rational minimum. Unification can be considered as a means of optimizing quality parameters and limiting the number of standard sizes of manufactured products and their components. At the same time, unification affects all stages of the product life cycle, ensures the interchangeability of products, components and assemblies, which, in turn, allows enterprises to cooperate with each other.

Aggregation means a method of designing and operating products based on the functional and geometric interchangeability of their main components and assemblies.

Objects of standardization there may be products, services and processes that have the prospect of repeated reproduction and (or) use.

The immediate result of standardization is, first of all, a normative document (ND). Regulatory document– a document establishing rules, general principles or characteristics relating to various activities or their results. The term “normative document” is generic, covering such concepts as standards and other normative documents on standardization - rules, recommendations, codes of established practice, regulations, classifiers.

Depending on the specifics of the standardization object, as well as on the content of the requirements being developed and imposed on it, all standards are divided into the following types:

· fundamental standards;

· standards for products and services;

· process standards;

· standards for methods of control, testing, measurements, analysis.

The scope of standardization work at an enterprise depends on:

· scale of production and cooperation;

· nomenclature and complexity of products, the degree of its novelty and intensity of change;

· status of the enterprise standardization service and the tasks assigned to it.

Rice. 4.26. Main elements and categories of the current standardization system

In order to ensure competitiveness, the ever-increasing scale of enterprise activity is associated with work to confirm compliance with product requirements, the processes of its creation and sale, and management systems. Confirmation of conformity is any activity associated with directly or indirectly determining that relevant requirements are being met.

Confirmation of conformity is carried out in order to:

· certification of compliance of products, production processes, operation, storage, transportation, sales and disposal, works, services or other objects with technical regulations, standards, contract terms;

· assistance to purchasers in the competent selection of products, works, services;

· increasing the competitiveness of products, works, services in the Russian and international markets;

· creating conditions to ensure the free movement of goods across the territory of the Russian Federation, as well as for the implementation of international economic, scientific and technical cooperation and international trade.

Confirmation of conformity is carried out on the basis principles:

· availability of information on the procedure for confirming compliance to interested parties;

· inadmissibility of applying mandatory confirmation of conformity to objects for which the requirements of technical regulations are not established;

· establishing a list of forms and schemes for mandatory confirmation of conformity in relation to certain types of products in the relevant technical regulations;

· reducing the time required for mandatory confirmation of compliance and the costs of the applicant;

· inadmissibility of coercion to carry out voluntary confirmation of conformity, including in a certain voluntary certification system;

· protection of the property interests of applicants, compliance with trade secrets in relation to information obtained during the confirmation of compliance;

· inadmissibility of replacing mandatory confirmation of conformity with voluntary certification.

In world and domestic practice, various methods are used to confirm the compliance of objects with specified requirements, which are carried out by different parties - manufacturers, sellers, customers, as well as bodies and organizations independent of them. The latter, in particular, may be state supervision over compliance with the mandatory requirements of technical regulations, the activities of technical and sanitary safety supervision bodies, departmental control and acceptance of products for government needs (state reserve, orders for defense products, etc.). The following forms of conformity confirmation exist on the territory of the Russian Federation:

1. Confirmation of compliance may be voluntary or mandatory.

2. Voluntary confirmation of conformity is carried out in the form of voluntary certification.

3. Mandatory confirmation of compliance is carried out in the following forms:

4. Adoption of a declaration of conformity and mandatory certification.

Certification– the form of confirmation of compliance of objects with the requirements of technical regulations, provisions of standards or terms of contracts carried out by the certification body;

Certification stands out from conformity assessment procedures in that it is performed by a third party, independent of manufacturers (suppliers) and consumers, which guarantees the objectivity of its results. Therefore, in conditions when competition in the market has moved from the sphere of price to the sphere of product quality, certification has become an indispensable part of an effectively functioning market economy.

A number of stages can be distinguished in the development of certification: acceptance control, statistical acceptance control, product certification, certification of quality and production systems.

Voluntary confirmation of conformity is carried out at the initiative of the applicant under the terms of an agreement between the applicant and the certification body. Voluntary confirmation of conformity can be carried out to establish compliance with national standards, organizational standards, voluntary certification systems, and contract terms.

Mandatory certification is carried out in cases provided for by the legislative acts of the Russian Federation.

A distinction is made between self-certification and third-party certification. Self-certification performs all necessary actions and declares this in a special document or by placing a mark of conformity on the product, or in an accompanying document. Third Party Certification carried out by a system of bodies that are formally not related to either the manufacturer or the consumer of the product.

If the conformance check is successful, the following is issued: certificate of conformity– a document certifying the object’s compliance with the requirements of technical regulations, provisions of standards or terms of contracts.

Confirmation of conformity includes a certain set of works in accordance with its goals (Fig. 4.27.).

Rice. 4.27. Types of work during conformity assessment

To ensure recognition of certificates and marks of conformity abroad, the rules and recommendations for certification are built in accordance with current international standards and regulations set out in the guidelines of the International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC), international standards ISO 9000 and 10000 series, European standards of the 45000 and 29000 series, in documents of other international and regional organizations carrying out certification work.

Supporting subsystems quality management mechanism is a necessary resource component in accordance with TQM requirements. A specific element here is metrological support. The accuracy of measuring and testing equipment affects the reliability of the quality assessment, so ensuring its quality is especially important.

Among the regulatory documents regulating metrological activities, the following are distinguished: the Law of the Russian Federation on the uniformity of measurements and the international standard ISO 10012:2003 on confirmation of the metrological suitability of measuring equipment.

When operating inspection, measuring and testing equipment, the establishment must:

· determine what measurements should be made, by what means and with what accuracy;

· document the equipment’s compliance with the necessary requirements;

· regularly carry out calibration (checking the instrument divisions);

· determine the calibration method and frequency;

· document calibration results;

· provide conditions for the use of measuring equipment taking into account environmental parameters;

· eliminate faulty or unsuitable control and measuring equipment;

· make adjustments to equipment and software only with the help of specially trained personnel.

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

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

Control questions:

1. What is meant by the management process?

2. What is the object of management, what is the subject of management?

3. What is the purpose of management?

4. List management functions.

5. Name management methods.

6. What control methods are most commonly used?

7. What are the main elements of the decision-making process?

8. How are powers distributed when making decisions?

9. What are the risks when making a decision?

10. What is meant by decision risk?

11. What are the main types of risk?

12. How does the presence of a risk factor affect decision making?

13. How is the attractiveness of an enterprise on the market assessed?

14. How is strategic position in the market assessed?

15. Describe the concept of “organizational management structure”.

16. What connections exist between the elements of the organizational structure?

17. Name the main organizational structures of the hierarchical (bureaucratic) type, indicate their advantages and disadvantages.

18. List the criteria for the marketing approach to building the organizational structure of an enterprise.

19. List the criteria for the marketing approach to production and management processes.

20. What is the essence of the marketing approach?

21. What is the effectiveness of the marketing approach?

22. Why is the marketing approach rarely used in practice?

23. How does marketing affect the efficiency of production organization?

24. List the methods of distribution of goods.

25. What strategies exist for pushing products?

26. What is the essence of logistics management in an enterprise?

27. What is meant by product quality?

28. What is meant by product quality planning?

29. List the elements of product quality management.

30. What does the system for preventing defects at an enterprise include?

31. Define standardization.

32. What is meant by compliance verification?

This may be of interest (selected paragraphs):
- Control questions
-

Content
Introduction
1. Theoretical foundations of quality management in an enterprise
1.1 Conceptual apparatus: quality, product quality, quality management, quality management systems
1.2 Basic quality management systems at the enterprise
2. Quality management in the Pyaterochka store
2.1 General characteristics of the Pyaterochka store
2.2 Quality management at Pyaterochka
Conclusion
Bibliography

Introduction

Quality management at an enterprise is currently receiving the greatest attention, which is due to the presence of high competition both within one country and in the international market. As a result of the influence of the competition factor, it becomes important for enterprises to maintain the level of quality and its constant increase, since, other things being the same, the competition is won by an enterprise with higher quality parameters or offering a range of services (“accompanied goods”). Currently, many enterprises, under the influence of competition, have created quality improvement programs.

The objective reality of the creation and use of quality improvement programs by various enterprises leads to the need to develop objective indicators that assess the ability of an enterprise to produce products with the required quality characteristics, both at the level of scientific research and in the practice of various institutions that assess quality for state control, which in the future will be confirmed by certificates of conformity for products. As a result, many studies in various countries are devoted to quality management, and significant experience in the field of quality management is accumulated.

All of the above determines the relevance of the topic of research on quality management in an enterprise.

The object of work is the process of quality management in enterprises.

The subject of the work is the Pyaterochka store on the street. There are 45 tankers.

The goal is to analyze quality management at the enterprise - the Pyaterochka store on the street. There are 45 tankers.

To achieve the goal, the following tasks are set:

1. Study the conceptual apparatus: quality, product quality, quality management, quality management systems.
2. Consider the main quality management systems at the enterprise.
3. Provide a description of the enterprise - the Pyaterochka store on the street. There are 45 tankers.
4. Study the quality management system at the enterprise - the Pyaterochka store on the street. There are 45 tankers.

1. Theoretical foundations of quality management in an enterprise

1.1 Conceptual apparatus: quality, product quality, quality management, quality management systems

There are different definitions of "Quality". The differences are related to the positions from which this concept is viewed, from the manufacturer, competitor to the consumer.

It is possible to consider this concept from a philosophical point of view, as “a direct characteristic of immediate existence”, in political economics - “the result of the interaction of use value and value”. For the International Organization for Standardization (ISO), quality is “the sum of the characteristics of an object related to its ability to satisfy stated or intended needs.”

The concept of product quality is regulated by GOST 15467-79 “Product Quality Management. Basic concepts. Terms and definitions”, as well as ISO 9000:2000.

Based on the concept of quality, the concepts of quality management also differ. In general terms, quality management refers to the management of the quality of products, services, and production. Quality management is possible at various levels, including state, regional and industry, as well as at the firm (enterprise) level.

Enterprise product quality management implies a series actions that can be taken during the creation, operation or consumption of a product to establish, ensure and maintain the required level of quality of the product.

When managing product quality at an enterprise, the objects of management include consumer characteristics of products, factors and conditions influencing their level, as well as the processes of formation of product quality at different stages of its life cycle. The subjects of management in an enterprise include various management bodies and individuals who operate at various hierarchical levels and implement quality management functions in accordance with generally accepted principles and methods.

To manage quality, enterprises use a developed product quality management mechanism.

The latter implies a set of interrelated objects and subjects of management, the principles, methods and functions of management used at various stages of the product life cycle and levels of quality management. A control mechanism is necessary to ensure the effective implementation of the basic functions of quality management.

Structuring the product quality management mechanism at an enterprise involves dividing its inherent functions into a general, special and supporting subsystem.

The general subsystem of the product quality management mechanism at the enterprise includes a subsystem for forecasting and planning the technical level and quality of products, a subsystem for regulating product quality directly in production, monitoring product quality, accounting and analyzing changes in the quality level, incentives and responsibility for quality.

A special subsystem of the product quality management mechanism includes the subsystems of standardization, product testing, prevention of defects in production, certification and certification.

The supporting subsystem of the product quality management mechanism is understood as a subsystem that includes the legal, informational, logistical, metrological, personnel, organizational, technological and financial subsystem for ensuring product quality management.

Thus, after conducting a theoretical review, the following conclusions were made:

Firstly, quality for the purpose of quality management at an enterprise should be understood as a set of properties of a product that determine its suitability to satisfy certain needs in accordance with its purpose.

Secondly, product quality management should be understood as a series of actions that can be taken during the creation, operation or consumption of a product to establish, ensure and maintain the required level of quality of the latter.

Thirdly, there are quality management functions at the enterprise; a mechanism is being developed for management, including general, special and supporting subsystems.

1.2 Basic quality management systems at the enterprise

Currently, various quality management systems are used, such as Total Quality Management (TQM), Total Quality Management System (TQMS) or Total Quality Management System.

TQM was developed and implemented by the US Department of Defense. The term TQM is a result of a modification of the term "Total Quality Leadership". The changes in the latter were due to the fact that the word “leadership” was not suitable for use in the military sphere, where TQM is an instruction for the implementation of “total quality”. Subsequently, the systems became widespread among industrial corporations, which required clearer terminology. As a result, by 1992, thanks to the synthesis of the activities of leading scientists and consultants in the field of quality problems, a clear definition of the term TQM for industrial production was given.

Total Quality (TQ) has come to be understood as a people-oriented management system with the goal of continuously increasing customer satisfaction against the backdrop of a constant reduction in the real cost of products or services. As a management system, TQ is a general (total) systems approach (without identifying individual areas or programs). In addition, this system is an integral part of the top-level strategy. The effect of TQ is manifested through all functions of each department, through the involvement of each employee at all levels of management (from worker to director). At the same time, TQ permeates the entire chain of suppliers and consumers. As a QMS (quality management system), total quality is based on the teaching and adaptation of continuous change as the key to organizational success. The TQ philosophy is based on scientific methods. Total quality includes systems, methods and tools. At the same time, despite the susceptibility to changes in systems, the TQ philosophy will not change. Total quality is based on values ​​that emphasize the importance of both individual actions and the power of the collective.

As a result, it can be said that TQM is a comprehensive philosophy of administration and a set of tools and techniques for its application. The historical development of quality ideas has led to the need to quantify the compliance of existing quality systems of enterprises and organizations with the general principles of TQM.

When using total quality management, an enterprise abandons the idea that quality and efficiency are mutually exclusive concepts. Before the spread of TQM, the market strategy of Western firms was based on choosing a high quality product or its low price. Which, in turn, influenced the strategy of entering a new market with a new product of the company. In this case, the enterprise (firm) was forced to focus on the price level, introducing new design and technological parameters (new quality) during the design, which did not exceed the cost of production costs.

The most important component of the total management concept is the complete redistribution of responsibility for quality assurance at enterprises. The traditional functional distribution of responsibilities, according to which, in particular, quality control departments are responsible for quality, production units are responsible for product output, etc., is considered obsolete, since its existence creates the possibility of a gap between production tasks and quality assurance tasks. Responsibility for the quality of manufactured products rests primarily with line personnel - from workers to managers of all ranks. The production organization system provides for the control of workers of previous technological operations; each worker is obliged to monitor how well the previous technological operation was performed on the product received by him. If a defect is detected, he is obliged to stop the conveyor and return the product for rework to the person who caused the defect. In this case, the name of the person responsible for the conveyor downtime is displayed on a large display in the workshop or posted on a stand in front of the canteen during the lunch break. The psychological effect of such procedures is quite large: the fear of “losing face” and complete personalization of responsibility contribute to defect-free work much more effectively than any material incentives. Time lost as a result of conveyor downtime during the rework of defects is more than compensated for by the lack of special production facilities for reworking defective products (in the USA, such production makes up from 15 to 30% of the capacity in various companies).

Total management also implies total responsibility for quality assurance at all stages of the product life cycle, including research and development, production, sales and after-sales service. In this case, various forms of integration of research and design organizations with production departments are used.

A special place in total quality control is occupied by the relationship between the corporation and suppliers of materials, components and parts. The cost of such supplies can in some companies amount to up to 50–60% of the cost of finished products. At the same time, the level of quality of goods produced by large corporations is made dependent on the quality of components supplied by subcontracting companies, many of which are small companies with outdated equipment. In such conditions, large corporations (Sony, Nissan, Toyota, etc.) extend their quality control practices to independent subcontractor firms.

Quality control circles play an important role in improving quality and improving work organization. Such a circle is a group of workers from one production site: the number of participants is usually from 4 to 8 people. Large numbers, as experience shows, do not give each participant the opportunity to “express” themselves. The circle usually meets 1-2 times a week during working hours (and often during non-working hours) for 1-1.5 hours to identify problems affecting production efficiency and product quality, and prepare proposals for eliminating them.

The main difference between such circles and individual rationalization is not only in collective work, but also in its focus, and most importantly, in the existence of a unified methodological base. All members of the circles are trained in methods of statistical quality control, problem analysis and development of optimal solutions. As a result, it becomes possible to meaningfully analyze production problems, assess the impact of each of them on the quality and efficiency of work, develop specific solutions and implement them with the help of the enterprise administration.

However, the results of the activities of quality control circles are not limited to direct economic effects. Much more important is the indirect effect, expressed by the creation of a moral and psychological climate that promotes the intensification of workers’ activities to improve the organization of work on their own site. The use of a system of material and moral incentives by Japanese companies, and the obsessive propaganda of established behavioral stereotypes, gradually accustom people to the need for intensive work with high quality.

"JIT" system

This is a new form of "just in time" organization, literally meaning "just in time production." Its fundamental meaning: zero inventory, zero failures, zero defects. More details JIT is a technology that involves reducing the stock of materials by supplying parts to each production site at the moment when they are needed there. This technology is also called “just in time”. There is no special wisdom here; to put it simply, this is a struggle to eliminate warehouses of components and ideally supplied supplies from subcontractors and suppliers. For example, the “safety margin” of Toyota warehouses is two to three hours on average, for a number of units it is slightly higher - a maximum of half a day. For comparison: for American automobile concerns this figure is at least a month or more. Storage for future use is wasted money, time and irrational use of space - this is the Toyota principle.

However, the transition to JIT is not an easy task. This system challenges the traditional organization of production, having a particularly strong impact on four areas of production.

Ultimately, the JIT system is aimed at integrating and automating every stage of production, from design to customer warranty service. Characteristics of this trend are design-for-production, automated manufacturing, and computer-assisted quality control. In fact, JIT specialists even oppose its implementation until the above requirements are fully met.

Inventory control is a kind of cornerstone of JIT production. Reducing them by replacing large-scale production with small-scale production and eliminating any inventory holding up production is often the first step in introducing this method. The next important step is to gradually reduce the number of parts stored in the warehouse, discover hidden problems and conduct production with minimal inventory. What to do about this? It all depends on your decision - either you reduce the loss of setup time, or increase the speed of the machine, or replace equipment...

JIT promotes small-scale production by allowing the product range to be changed daily according to demand. Before the introduction of flexible manufacturing systems (FMS), small-scale production was considered unprofitable due to the fact that the installation of appropriate automatic equipment for short-term operation was too expensive. However, today GPS is convinced that small-scale production is economically justified and technically possible, up to the production of a single copy of the product. The JIT system makes the changeover of equipment for the production of different parts economical both in terms of cost and time. In addition, when switching from the production of one type of part to another, costs can be significantly reduced by changing only the manufacturing (assembly) program, and not replacing equipment components, i.e. without stopping production. With the JIT concept, the transition from groups of machines to production cells makes it possible to make maximum use of another production organization - group technology. According to the traditional method, a company producing, for example, integrated circuits, can group all the equipment together, for example, for mounting components in one part of the plant, annealing furnaces will be in another part, etc. Sectional construction of production leads to the abandonment of group arrangement of equipment and the creation of several cells, each of which will have one machine of each type, placed sequentially in accordance with the technological process.

Sectional technology allows the operator to exercise more complete control over the production process at all stages. Since with the JIT system the part is always in the production process and does not lie in storage, sectional production is more efficient if the workplace is organized in the form of the letter U, rather than extended in a line. This organization of the workplace saves space and allows the operator to move faster from machine to machine. Reconstruction of workplaces in a cell also saves time on readjustment.

When introducing the JIT system into production, difficulties arose in attracting suppliers whose activities did not meet the requirements. Suppliers had to ensure defect-free products, since there was no incoming quality control. But these problems were smoothed out thanks to constant contact with related companies and strengthening mutual understanding. It is believed that JIT will change the nature of competition: the subcontractor that will supply quality products is more likely to survive, rather than the one that will fight for price.

Integrated Product Quality Management System (KSUKP)

This system was developed in the USSR in the late 70s. XX century based on a generalization of best practices in the field of quality management of leading enterprises and industries and documented in the form of a system of state standards. According to GOST 15467-79, KSUKP establishes, ensures and maintains the required level of product quality during its development, production and operation, carried out through systematic quality control and targeted influence on the conditions and factors affecting product quality.

It is a subsystem in relation to the management of a production association and an industrial enterprise (GOST 24525.2-80).

Product quality management must be considered as a system of conditions, processes and factors that influence quality and ensure its planned level during the development, production, operation or consumption of products.

The variety of scientific, technical, organizational, economic and social problems, the complex nature of the connections between them and, accordingly, a complex quality management system require the daily solution of a large number of issues: management of design and technological preparation of production, technological processes, technical, economic and operational production planning , logistics support and management of repair, energy and transport services, personnel management, cost and sales of products, financial and accounting activities, improvement of production organization, control systems, metrological support, moral and material incentives.

The KSUKP organizational and technical base has a set of enterprise standards that regulate the procedure for all work at the enterprise that affects the quality of products (products). In addition, the standards regulate work that allows for the rational and efficient use of material and labor resources, focusing the attention and efforts of workers of all categories on improving the quality of work and products. Thus, the standards regulate WHAT, WHO, WHERE, WHEN and HOW must be done at the enterprise. This means that they are the regulatory and legal basis for the activities of every employee, from the director of the company to the ordinary performer.

The enterprise standard is a dynamic document. The standard includes changes that occur from practice and best practices in scientific achievements. A standard from an organizational point of view is a cost-effective document, written clearly, clearly, understandably, and in a timely manner.

In the USSR, Recommendations were used to regulate quality management processes, which took into account the sectoral nature of the national economy. An example of an industry quality management system is the standard of the Integrated System for Managing Production Efficiency and Quality of Operation of an Industrial Enterprise. Product quality management system. Basic provisions.

Thus, there are various enterprise quality management systems, including KSUKP, JIT, total management, for example, quality control circles. Each quality management system at an enterprise has its own characteristics and takes into account external and internal factors affecting the system.

2. Quality management in the Pyaterochka store

2.1 General characteristics of the Pyaterochka store

Shop "Pyaterochka" on the street. Tankers 45 is a division of the Pyaterochka chain, which, in turn, is managed by X5 Retail Group (LSE: FIVE, Moody’s - B2, S&P - B+). The X5 Retail Group network includes Perekrestok supermarkets, Karusel hypermarkets and Express stores, as well as distribution centers and freight vehicles.

Pyaterochka was founded in 1998; the first store of the retail chain opened in 1999 in St. Petersburg. In 2013, rebranding began, as well as a change in positioning and a large-scale program for updating the retail network. The number of supermarkets operating under the company's management is 6,265 (data as of December 31, 2015). Net retail revenue for 12 months of 2015 – 585.4 million rubles.

Each store employee has his own responsibilities. The store director has the widest list of responsibilities, including: knowledge of the specifics of the store (regulatory framework, features of working with personnel, standards of various products, trade procedures (acceptance, rules for the sale of certain types of goods, etc.). In addition to the knowledge The store director has many responsibilities in management, including control, planning the activities of the outlet, motivating employees, monitoring the quality of service, assessing employee performance, etc.

The responsibilities of the deputy store director include monitoring the acceptance of goods; preparing goods for sale; organization and control of personnel work, personnel training; carrying out inventories; drawing up applications for ordering goods; implementation of measures to increase trade turnover and minimize losses.

The Freshness Director's responsibilities include monitoring the freshness of products that have a short shelf life, checking expiration dates and product quality before the store opens, and then every hour during the day. If a stale product is detected, it is sent for disposal. The Freshness Director is required to be on the sales floor at all times. In addition, his responsibilities include monitoring the situation in the hall and promptly responding to any conditions that are not comfortable for the buyer. Including when there is an influx of visitors, sending additional cashiers to the cash registers and, if necessary, counseling people.

The Pyaterochka retail chain positions itself as stores that offer customers only the freshest products and carefully monitors their timely updating on the shelves. To increase competitiveness in the market, the retail chain declares that it is almost impossible to purchase expired goods in stores, but if this does happen, within the framework of the “I am responsible for quality!” program operating in each store. Pyaterochka will not only return the money for the purchased product, but will also offer the same fresh product of appropriate quality as a gift (one unit of product is provided as a gift, regardless of the quantity of expired goods purchased by the buyer, at a cost not exceeding the cost of the most expensive product from a purchase subject to return with an expired expiration date).

By supporting this program, the retail chain both increases its competitiveness and implements a quality program at the enterprise.

Thus, the object of study is a division of the federal retail chain Pyaterochka. The store has a linear organizational structure. The division in question has a quality management system.

To manage quality, the position of “Freshness Director” has been introduced in all Pyaterochka stores. His responsibilities include constant monitoring of the expiration date of products displayed on shelves in the sales area.

The quality management system at the enterprise itself is based on both compliance with standards, including GOSTs, and maintaining a high level of service. The latter is expressed in maintaining an appropriate environment in the store. The store (like other stores in the chain) has been reconstructed, has a new renovation, a fresh look, is kept clean, and lighting has been added.

The format of the “unobtrusive” service was chosen for the service. The main requirements for employees: constant control of the display of goods, removal of goods that are past their expiration date, perishable goods, assistance to the buyer when contacting him, interchangeability of employees, monitoring the absence of a queue at the checkout.

To implement the quality management system in the Pyaterochka store, planning, control systems, and employee motivation are used.

Planning of the quality management system in the Pyaterochka store is based on an assessment of customer needs presented in Table 1.

In the future, the quality management system can be adjusted. At each stage of quality management in the Pyaterochka store, control is carried out. What are both internal and external resources used for? Internal resources include control by management bodies (deputy director, store director), control of employees (mutual inspections, freshness director). External control includes interaction between customers (hotline for monitoring the freshness of products, contact regarding the presence of a line at the checkout), control by government agencies.
In the quality management system at the enterprise, the Pyaterochka store, there are three levels of influence: from the retail chain, employees of the store itself, and external, including customers and government authorities. As a result, channels of influence are formed: regulatory (including regulation within the retail chain, standardization), direct influence (based on customer complaints, control of employees themselves). These types of impact form strategic or current impact, quality management. Strategic management includes the development of standards with their subsequent implementation, and current management includes changing parameters in the present tense, including reducing queues and removing stale products from the counter.

Thus, quality management at the Pyaterochka store has a rather complex structure. The quality management system in the store is carried out through planning and monitoring the stated indicators (freshness of products, absence of queues at the checkout...). External (hotline with customers) and internal resources (freshness director, etc.) are used for control.

Conclusion

Quality management is a key function in the activities of any enterprise. The quality of products, including services, is always the final result of all activities at each stage of the life cycle. Effective quality management currently prioritizes preventive actions as opposed to methods for detecting and eliminating existing nonconformities.

As a tool for achieving a stable level of quality for their products, ISO 9000 series standards have been adopted throughout the world. They set out only standardized elements of evidence of a guaranteeing level of quality and recommendations for building a quality system (QS).

But besides this, QS must be based on a new quality philosophy, a new production culture, which entirely depends on the will and desire of the enterprise manager and the traditions and experience that he must create, maintain and develop the best of the past.

The object of study is a division of the federal retail chain Pyaterochka. The store has a linear organizational structure. The division in question has a quality management system. To increase competitiveness in the market, the retail chain declares that it is almost impossible to purchase expired goods in stores, but if this does happen, within the framework of the “I am responsible for quality!” program operating in each store. Pyaterochka will not only return the money for the purchased product, but will also offer the same fresh product of appropriate quality as a gift (one unit of product is provided as a gift, regardless of the quantity of expired goods purchased by the buyer, at a cost not exceeding the cost of the most expensive product from a purchase subject to return with an expired expiration date).

Quality management at the Pyaterochka store has a rather complex structure. The quality management system in the store is carried out through planning and monitoring the stated indicators (freshness of products, absence of queues at the checkout...). External (hotline with customers) and internal resources (freshness director, etc.) are used for control.

Bibliography

1. Abakumova, O.G. Quality management: Lecture notes / O.G. Abakumov. – M.: A-Prior, 2011. – 128 p.
2. Aristov, O.V. Quality management: Textbook / O.V. Aristov. – M.: NIC INFRA-M, 2013. – 224 p.
3. Basovsky, L.E. Quality management: Textbook / L.E. Basovsky, V.B. Protasyev. – M.: NIC INFRA-M, 2013. – 253 p.
4. Belyaev, S.Yu. Quality management: Textbook for bachelors / S.Yu. Belyaev, Yu.N. Zabrodin, V.D. Shapiro. – M.: Omega-L, 2013. – 381 p.
5. Magomedov, Sh.Sh. Product quality management: Textbook / Sh.Sh. Magomedov, G.E. Bespalova. – M.: Dashkov i K, 2013. – 336 p.
6. Mishin, V.M. Quality management: Textbook for bachelors / A.G. Zekunov, V.N. Ivanov, V.M. Mishin; Ed. A.G. Zekunov. – M.: Yurayt, 2013. – 475 p.
7. Razumov, V.A. Quality management: Textbook / V.A. Razumov. – M.: INFRA-M, 2013. – 208 p.
8. Rozhkov, V.N. Quality management: Textbook / V.N. Rozhkov. – M.: Forum, 2012. – 336 p.
9. Salimova, T.A. Quality management: Textbook / T.A. Salimova. – M.: Omega-L, 2013. – 376 p.
10. Freidina, E.V. Quality management: Textbook / E.V. Freidina. – M.: Omega-L, 2013. – 189 p.